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moberlyschooldistrict comprehensive communicationplan 20102013 moberlyschooldistrict superintendentofschools 926kwixroad moberlymo65270 phone 6602692600 fax 6602692611 email:mpenny@moberly.k12.mo.us internet:www.moberly.k12.mo.us 1

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comprehensivecommunicationplan 20102013 tableofcontents 3 6 7 8 9 10 11 14 16 18 22 25 background&rationale keyaudiences communicationadvisorycommittee philosophy&guidingprinciples keycommunicationareas goals goal1:externalaudiences­objectivesandmeasurement goal2:internalaudiences­objectivesandmeasurement goal3:parent/studentaudiences­objectivesandmeasurement appendixa:strategies­goal1:externalaudiences appendixb:strategies­goal2:internalaudiences appendixc:strategies­goal3:parent/studentaudiences 2

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strategiccommunicationsplan background themoberlyschooldistrict,undertheleadershipoftheboardofeducationand superintendent,hasmadeanongoingefforttoprovideinformationandtwoway communicationwiththecommunityandstaff.in2005thedistrictdevelopeditsstrategicplan withtheinputofcommunityandstaffmembers.thatplan,laterknownasthecomprehensive schoolimprovementplancsip hasprovidedaframeworkfortheworkofthedistrict.partof thecsipincludestheimportanceofgoodschoolandcommunityrelations inmarch2010thekeycommunicatorcommitteecalledforacommunicationaudittodeterminethe strengthsandconcernsthecommunityandparentshaveregardingallformsofcommunication.the administrationfelttheinformationobtainedshowedaneedforasetcommunicationplan thekeycommunicatorcommitteeaudit,whilenotingthemanystrengthsofthedistrict,alsoprovided anumberofrecommendationsforimprovingcommunicationsatalllevels:district,building,andstaff developingacommunicationsframework theearlystagesofthecommunicationsfunctionshouldincludeanintroductiontoandeducationof communications,itsroleandpurposeinanorganization.asmoberlyschooldistrictmsdmoves towardaproactivestrategicpositioning,thecommunicationsfunctionwillevolvefromaservice providertoastrategicpartner.communicationsexcellencecontributestotheefficientuseof resources.integratedcommunicationsensuresthatinitiativesandprogramsareleveragedacrossthe organization.workingwithlocalmedia,enhancedwebbasedcommunications,andeffectiveinternal andexternalcommunicationsstrategiesallsupportaproactivecommunicationsfunction initially,communicationsactivitieswithinthedistrictneedtobeorganizedtoachieveresultsoverthree differenttimeframes · shorttermfocusonissue/eventdrivencommunicationsandfollowthroughwithexisting processes.i.e.newsletters,newsreleases,mediarelations,boardmeetingbriefings/highlights o status:alreadyinprogress · midtermprogramorinitiativebasedproactivecommunicationsthatreflectthedistrict s roleasapubliceducatorandproviderofqualityeducation.i.e.auditofexistingcommunication materialbrochures,newsletter,website reviewofestablishedinternal/external communicationapproaches/vehicles,reviewandenhancementofcorporateidenityconsistent designofofficialdocuments reviewandcoordinationofmaterialforpromotionalandspecial events 3

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status:auditportionofthisprocessiscomplete nextsteps needtobedetermined andprioritized longtermmissionandmandatebasedcommunicationsthatreflecttheobjectivesandgoals thataresetbytheboard.preparingaframeworkandproactiveapproachtothe communicationsfunction.i.e.adoptingaformalcommunicationsplan,prioritizingtacticsand establishingrealistictimelines,ultimatelyleadingtoimprovedcommunicationwithinternaland externalpublics o · whyprepareacommunicationsplan · connectsyoutogoalsandpriorities · givesmsdatracktorunon · setsspecifictargetstoaimfor · providesmeanstomeasureprogress · establishesbaseforfollowupplanning · integratescommunicationsinitiativesacrosstheorganization whycommunicationsineducation · intheprivatesectornoonearguesabouttheneedtoengageinmarketingpositioningand communicating · intheeducationsectoreducatorsbelievetheirimagesshouldbuildthemselvesoftenwith disappointingresults jeremyb.cato,communicationsineducation wewonderwhythecommunityisupinarmswhenaschoolimprovementlettergoeshome,busroutes change,orthereisadrasticincreaseordecreaseinclassroomsizes.weneedtoaskourselves,didwe tellthemthiswascomingandhowdidwetellthem communicatingthesuccessesandthechallenges communicationsareneededineducationtoinformandpromoteboththepositiveandthenegative issuestobothinternalandexternalaudiences · successescommunicatingbothsuccessesinthedistrictandsuccessesinourschoolsbuild supportformsdandpubliceducation.bypromotingmsdtoemployeeswecancommunicate positivethingsabouttheschooldistrict,decreasingemployeeturnoverandillustratingthatmsd isagoodemployer.bypromotingmsdandpubliceducationtothosewhodonothavechildren intheschoolsystemwecancommunicatewhytaxdollarsaresoimportantforeducationand thefutureofourcommunities · challengescommunicatingchallengesornegativeissuesinthedistrictandinourschoolsis vital.byinformingthepublic,staffandotherexternalaudiences,weareabletobuildtrust throughouttheschooldistrict.stakeholdersmustensurethatweshareaccurateandtimely informationsothatouraudiencesareinformedandknowthattheycantrustthemsdname communicationprogramshould 4

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· · · · · strivetowinincreasedcommunitysupportforeducationbyelevatingcommunitysupportof andappreciatefor,theschoolsystem shouldbesensitivetopublicopinionandmonitorcommunityattitudessotheboardand administrationcananalyzeandifneedbe,takeactiontoimproveprogramsandservices communicatingsuccessesbuildssupportformsdandpubliceducation bypromotingmsdtoemployeeswecancommunicatepositivethingsaboutthedistrict decreaseemployeeturnoverandillustratethatmsdisagoodemployer bypromotingmsdandpubliceducationtothosewhodon thavechildrenintheschoolsystem wecancommunicatewhytaxdollarsaresoimportantforeducationandthefutureofour communities baselinedatafromfall2010surveys · the2010surveyresultsstatedthatthefacultyandstafffeltthecommunicationbetween themandthepeopletheyworkmostcloselywithdepartmentlevel/gradelevelwas valuableandpositiveoverall.thefurtherthelineofcommunicationgotfromthiscore group,thelessofvalueitbecame supportstaffexpressedtheyfeltconnectedasanacceptedmemberoftheworkgroup 100 thestaffmoralewaspositivewith81.5%ofthestaffexpressingtheirmoralewasgoodto verygoodbut45.6%statingthattheirmoralehaddecreasedinthelast12months.the staffrankedtheirpersonalmoraleslightlyhigherthantheoverallbuildingmorale · · 5

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reachingkeyaudiences themoberlyschooldistrictiscommittedtoimprovingcommunicationswithintheschoolsand withinthecommunity.thethreegoalspresentedlaterinthisplanarebasedonmeetingthe communicationneedsofthreeprimaryaudiences internal teachers principals administrators librarymediaspecialists counselors foodserviceemployees substituteteachers custodians administrativeassistants englishasasecondlanguageesl instructors parentsasteachersinstructors paraprofessionals facilitators&interpreters boardofeducation mentors&volunteers specialeducationspecialiststherapists psychologicalexaminers,etc busdrivers students external communityleaders chamberofcommerceandbusinesses governmentofficialsstateandlocal civicorganizations church/clergy parochial,privateandhomeschool organizationsandinstitutions higherlearninginstitutionscolleges technicalschools,etc homeschoolparents seniorcitizens parochialandprivateschoolparents nonenglishspeakingfamilies illiteratemembersofthecommunity partnersineducation contractedservicestaff parents&students pta/ptogroups highlymotivatedparents parentsofspecialneedsstudents grandparentsandothernonparentrelativesofstudents students nonenglishspeakingparents economicallydisadvantagedparents&students parentsofpreschoolstudents prospectiveparents parentvolunteers nonreadingparents 6

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communicationadvisoryteam 20102013 goodinternalandexternalcommunicationplanningcannottakeplaceinavacuum.thekey communicatorcommitteehasformedacommunicationadvisoryteam.theteam,whichwill rotatemembershipeverytwoyears,willservetoprovideguidanceandinsightstotheofficeof thesuperintendent,whoservesasthekeypublicrelationsofficeofthemoberlyschool district.thecommunicationadvisoryteamwillserveasa soundingboard forprospective communicationplans keycommunicatorcommitteemembers jennifervestal annicastone timroling tiffanypayne terrysoendker parisastoddard cynthiamoffitt mikebarner meganbloss markpenny leahstein kellybriscoe karenberding karabuffington jasonhannam jasonambroson jackiest.clair genamccluskey francinenichols drewhunt dellabell aaronvitt 7

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philosophyandguidingprincipals philosophy theofficeofthesuperintendentofschoolsformoberlyschooldistrictiscommittedto improvingthelinesofcommunicationbothinternallyandwiththecommunityatlarge.itisthe philosophyofthisofficethatwemustuseallmeanspossibletoimprovecommunicationswith thepublic.bycontinuingtobuildtieswiththecommunityandtokeeptheminformedofall aspectsoftheschoolsystem,webelievethatdistrictstakeholdersanddistrictstaffwillsupport thegoodworkthattakesplaceinourschools guidingprinciples thefollowingprinciplesguidedtheinformationofthestrategicpublicrelationsgoals webelievethat · effectivepublicengagementisessentialtocreatinganenvironmentinwhichstudents staff,families,andcommunitymembersparticipateandcontribute · communicationisaprimaryfunctionofleadershipandaresponsibilityofallemployees · wellinformedemployeesandcitizensareeffectiveambassadorsfordevelopingbroad communitysupport · open,twowaycommunicationiscriticaltomaintainingourpublicrelationships · accurate,understandable,andtimelycommunicationisessentialtothedecision makingprocessesoftheschoolsystem · usingavarietyofsourcesandstrategiesenhancestheschoolsystem sabilityto communicateeffectivelyandthoroughly · publicrelationsandcommunicationsstrategiesmustbeexplicitlylinkedtothemission andgoalsoftheschoolsystem 8

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keycommunicationareas developacomprehensivecommunicationplan thisplanshouldbedynamic,flexible,andusable.theplanwillreflectthemoberlyschool district scomprehensiveschoolimprovementplan.alldistrictcommunicationprogramswill bederivedfromthecomprehensivecommunicationplan internal&externalaudiencedistrict satisfaction survey initial baseline dataandeverythree3years thedistrictwilldevelopandperformwritten,online,and/ortelephonesurveystodetermine internalandexternalaudience satisfaction withtheschools.solidresearchisaprimarykey tomeetingtheneedsofaneverchangingcommunity annualcommunicationactivitiesevaluation ayearlycommunicationplanwillbecreatedthatincludestheprimaryannualgoalsand objectivesofthecomprehensivecommunicationplan.evaluationofthesuccessesofthis yearlyplanwilltakeplaceeachyear.evaluationwillbeperformedbythesuperintendentof schools,theboardofeducation,andthecommunicationadvisoryteam 9

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communicationgoals moberlyschooldistrictgoal1 themoberlyschooldistrictwillbuildandmaintainpositiverelationships withallexternaldistrictstakeholdersthroughcommunications moberlyschooldistrictgoal2 themoberlyschooldistrictwillbuildandmaintainpositiverelationships withallinternalaudiencesthroughcommunications moberlyschooldistrictgoal3 themoberlyschooldistrictwillbuildandmaintainpositiverelationships withparentsandstudentsoftheschooldistrictthrough communications 10

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moberlyschooldistrictgoal1 themoberlyschooldistrictwillbuildandmaintainpositiverelationships withallexternaldistrictstakeholdersthroughcommunications objective1.1 increaseopportunitiesforpositivenewscoverageanddecreasenegativenews coveragewithlocalmediaoutlets measurement 1.asurveyoflocalmediawillbeconductedtoestablishbaselinedata 2.communityand/ormsipsatisfactionsurveyadvancedquestionnaire objective1.2 increaseopportunitiestodevelopandmaintainpositiverelationshipswithsenior citizens measurement 1.surveyafterseniorcitizendinner objective1.3 increaseopportunitiestodevelopandmaintainpositiverelationshipswithour communityleaders measurement 1.chambermembershipmaintainedbysuperintendentofschools 2.chamberonlinenewsletterscontinuedtoberelayed objective1.4 increaseopportunitiestodevelopandmaintainpositiverelationshipswithstateand localgovernmentofficials measurement 1.maintaincitycouncildinners 2.maintaincountycommissiondinners 3.participateinlegislativedaysastheybecomeavailable objective1.5 increaseopportunitiestodevelopandmaintainpositiverelationshipswithcivic organizations measurement 1.followupwrittensurveysofcivicgroupsortheirleadership 2.maintainstrongadministrativepresenceinthecommunitycivicorganizations 11

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objective1.6 increaseopportunitiestodevelopandmaintainpositiverelationshipswithparochial private,andhomeschoolinstitutionsandorganizations measurement 1.phone/writtensurveysofparochial,private,andhomeschoolinstitutionsand organizations objective1.7 increaseopportunitiestodevelopandmaintainpositiverelationshipswithinstitutes ofhigherlearninglocalcolleges,technicalschools,etc measurement 1.maintaindinnerswithmaccboard 2.hostorparticipateincollege/careerdayevents objective1.8 increaseopportunitiestodevelopandmaintainpositiverelationshipswith impoverishedmembersofthecommunity measurement 1.phone/written/personalsurveysofimpoverishedmembersofthecommunity orofleadershipoforganizationswhoworkwithimpoverishedmembersofthe community,suchasfoodbanks 2.assisttocommunicateservicesasavailable 3.continuepartnershipincaringcommunitiesandothergrantbasedgroupswith similarmissions objective1.9 increaseopportunitiestodevelopandmaintainpositiverelationshipswithreal estateagents/agencies measurement 1.written/phone/email/webfollowupsurveys 2.continuetoofferschoolspeakersforarearealtorassociation objective1.10 improvedisseminationoftimely,accurate,importantinformationtoallexternal stakeholders measurement 1.surveyrandomstakeholdergroupsonsatisfactionsurvey 2.developacommunicationflowchartatbuilding/districtlevel 12

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insomeinstancesbaselinedataisnotavailableatthistime.baselinedatais anticipatedtobeavailablewithadvancedquestionnaireinformationwinterof 20102011 annualprioritizedobjectivestobemetwillincludeastrategycomponentsee appendixa 13

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moberlyschooldistrictgoal2 themoberlyschooldistrictwillbuildandmaintainpositiverelationships withallinternalaudiencesthroughcommunications objective2.1 improvedisseminationoftimely,accurate,importantinformationtoallprofessional staff measurement 1.staffsatisfactionsurveywrittenand/oronline 2.developacommunicationflowchartatbuildinganddistrictlevel 3.alldistrictlevelagendasandminutesaretobepostedineachbuildingwithin threeschooldaysbeforeandaftermeetings objective2.2 improvedisseminationoftimely,accurate,importantinformationtoallsupport staff measurement 1.staffsatisfactionsurveywrittenand/oronline 2.developacommunicationflowchartatbuildinganddistrictlevel 3.alldistrictlevelagendaandminutesaretobepostedineachbuildingwithin threeschooldaysbeforeandaftermeetings objective2.3 improveopportunitiesfortwowaycommunicationamongstaffadministration­ staff;principal­staff;staff­staff measurement 1.staffsatisfactionsurveywrittenand/oronline 2.developacommunicationflowchartatbuildinganddistrictlevel a.includeexternalstakeholders b.activateateachappropriatelevelasdeterminednecessary objective2.4 increaseopportunitiestoenhanceprofessionalstaffmorale measurement 1.staffsatisfactionsurveywrittenand/oronline objective2.5 increaseopportunitiestoenhancesupportstaffmorale measurement 1.staffsatisfactionsurveywrittenand/oronline objective2.6 14

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providetimely,accurateinformationtomentorsandbuildingvolunteers measurement 1.mentor/volunteersatisfactionsurveywritten objective2.7 provideopportunitiestosolicitstaffopinionsofdistrictanddistrictrelatedissues measurement 1.staffsatisfactionsurveywrittenand/oronline 2.inputboxonthewebsitetosolicitinputfromallstaff objective2.8 ensureopportunitiesforprofessionalstafftoreceivetrainingtousecommunication tools measurement 1.staffprofessionaldevelopmentneedsassessmentdoneeachspring 2.postworkshopwrittensurvey 3.utilizeadulteducationclassesfortraining objective2.9 ensureopportunitiesforsupportstafftoreceivetrainingtousecommunication tools measurement 1.staffsatisfactionsurveywrittenoronline 2.postworkshopwrittensurvey objective2.10 ensureopportunitiesforstafftoreceivetrainingtoworkwithadiverseclientele culturalcompetency measurement 1.staffsatisfactionsurveywrittenoronline 2.postworkshopwrittensurvey baselinedataasrecordedfromthefall2010certifiedandsupportstaff · 32.3%ofthestafffeltthedistrictdidreceiveandrespondtoinputwelltovery well.51.3%ofthestaffwasneutralonthisquestion.only16.4%ofthestafffelt thedistrictdidapoortonotwelljobofreceivingandrespondingtoinput · thestaffreportedthattheirpersonalmorale80.6%goodtoverygoodwas higherthantheirperceptionofthemoralefortheirbuilding75.3%goodtovery good · thesupportstaffstatedtheirmoraleat98%goodtoverygood annualprioritizedobjectivestobemetwillincludeastrategycomponentsee appendixb 15

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