Bethel School District
Comprehensive Communications Plan
Executive Summary – Dec. 2016
About Bethel SD
Bethel School District serves more than 19,000 students in preschool through 12th grade and over
115,000 residents in the south Pierce County area.
This plan seeks to support the district’s mission by employing meaningful objectives and effective
strategies to provide thoughtful and transparent communications with all stakeholders, while striving to
improve the relationships with the community, and to advance the goals of the strategic plan. The
department intends to provide counsel, additional plans, products and services in support of districtwide,
departmental and school-based communications efforts.
Our Department’s Mission
To build internal and external support and understanding of the district’s core mission – to educate the
children of our community, increase awareness about the district’s activities, tell the district’s positive
stories, and celebrate the achievements of our students and staff.
Our Department’s Beliefs
To ensure the success of Bethel School District, the communications staff is committed to promoting and
nurturing the values of the district’s strategic plan.
Culture of Learning
 State-of-the-art facilities provide safe, healthy learning environments in support of the
district’s goals
 High-quality programs and training honor diversity and individuality
 Strong family/school partnerships and community involvement aimed at improving
student achievement
 All students prepared for careers and/or post-secondary education
 Budgeting that drives the goals of the district and is transparent to the community
Effective Community Relations
 Stakeholders involved in the school improvement process
 Business partnerships recognized for work with schools
 Parent and community volunteers encouraged and supported
 Collaborative relationships with school, family and community groups
 Frequent and open communications with staff, families and the community
Exceptional Teaching and Learning
 Classroom instruction and student performance connected to Common Core State
Standards
 Effective instructional strategies to meet the needs of all students
 Meaningful learning experiences ensure that all students succeed
 Integrated, progressive technology that supports teaching, learning and communication
 Recruitment, retention and support of high-quality, professional staff
Our Department’s Values
The communications department is committed to strategic, thoughtful and focused communication and
engagement efforts. By developing better systems for keeping all audiences informed and increasing our
opportunities for two-way communications, we can develop stronger relationships with our staff, parents
and community and increase support of the district’s mission and vision of all children learning well.
Our team will be focused on telling the positive stories that support the district’s strategic plan, while
engaging stakeholders at all levels. We promise to:
 Communicate effectively with all constituents,
 Strategically collaborate with other departments on our communications efforts,
 Provide meaningful public engagement in support of district goals and objectives,
 Develop internal and external communications that are timely, accurate and support the
district’s strategic vision
 Encourage community involvement in education, which will benefit children and increase
student success and achievement.
Overview
In this modern age, transparency and two-way communication is critical. There must be a shared top
down commitment from leadership that communication will be open, clear and ongoing. To build and
maintain trust, communication must occur in good times and in bad. The community needs to know the
district and its agents are working in the best interest of students and staff in any and all circumstances.
Failure to do this raises doubts and increases the opportunity for critics to step into the void and provide
inaccurate and/or harming information that damages our brand and credibility.
Proactive communication involves identifying our issues and concerns; identifying audiences and what
each needs to know as well as the key messages needed to disseminate and engage with them.
SWOT Assessment
Strengths
What qualities make us a strong district?
- Bethel is improving, academically (see
test scores and graduation rates
- Strong, dedicated leadership
- Receive grant dollars
- Fiscally responsible (clean audits, healthy
reserve)
- Staff development opportunities
- Differentiated instruction and expanded
options for students
- Technology and environmental leader
- Bonds completed within budget; new,
improved facilities
- School board support
- PLCS
- Innovative programs (all day k,
Cambridge, immersion, etc.)
- Student/community support services
- Art, Music and Sports
- Security Measures
- PBIS
Weaknesses
What qualities work against our district’s success?
- Lack of Logo, branding
- Low Staff/teacher morale
- Staff feel overworked; overloaded; taxed
by curriculum adoptions; fidelity of
implementation?
- Lack of transparency in decision-making
- Lack of consistent, across the board
communication procedures
- Technology rollouts have not been
seamless
- Aging/outdated facilities
- Traffic safety
- Failure to pass a bond
- Staff retention
- Staff recruitment
- Relationships: admin to employee; staff to
parents; staff to students
- Philosophical cohesiveness
(organizational values, goals not known
throughout the organization)
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-
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Opportunities
What chances exist outside our district that can help
us capitalize on our success?
- District communication tools (website,
Pride, social media) are growing in
popularity. They are the number one
source of info about our schools
- New curriculum; alignment with
standardized tests
- Expanded interest in community
engagement tools & strategies
- Community outreach opportunities
- Strengthening measures to ensure Equity;
cultural competency; LGBTQ awareness
- Changing demographics; growing
community
- Partnership opportunities
- Community involvement with students in
schools
- Parent-teacher collaboration,
engagement, communication
- Good avenues for college and career
readiness
Relatively high, but stable Free/Reduced
Lunch population
Growing SPED population
Achievement gaps
Lack of sufficient time for collaboration;
Time for prioritizing and providing focus
to all of the initiatives
District offices are not consolidated
Current level of student achievement is at
or below state averages.
There has been a negative
image/perception of the district in the
past
Threats
What changes must be addressed to support the
district’s mission and overall health?
- Only 44% of the community reports
satisfaction with Bethel Schools
- Lack of media coverage
- Uncertainty over McCleary and levy cliff
- Reduction of state funding to district
- Current contractual obligations &
upcoming negotiations vs. reserve
- Climate; chilling effect; distrust
- Student growth; overcrowding
- Financial misperceptions
- Different and changing student
demographics and needs
- Unfunded mandates
Communications Action Plan
This Communications Action Plan is a framework for engaging District stakeholders. It is designed to
serve as a working document that guides the activities of the communications department. The
Superintendent, Executive Director of Human Resources and the Communications Department will
review this plan annually.
In developing this plan, the communications department seeks to address the following concerns:
1) How can we improve coverage of Bethel SD activities and strategic initiatives this year?
A recent survey of Bethel Pride readership and a communications audit identified concerns about the
coverage of local schools, activities of the board of directors, and the achievements and plans of the
district. With this in mind, we will be working to formalize and strengthen existing tools and tactics for
disseminating information, as well as developing key message frameworks for important district
initiatives so that we speak with ‘one voice’. These messages will help ensure that our staff, families and
our communities understand our decisions, policies and processes. (Relates to objectives #1, #2, #3, #5)
The following are a few examples of these changes and how they apply to current practices.
Internal, District Publications
In November, we will conduct a reader survey to better inform the content to be included in staff news,
the Intranet site and other identified tools. With the assistance of senior staff we will be identifying and
creating specific communications plans to address the bond, strategic initiatives and new policies and
decisions that affect staff.
External, District Publications
Our Bethel Pride and social media audiences want to see more balanced coverage of the schools and the
district. For several years, we have tracked school and program/department coverage as part of our
routine communications program. These story counts allow us to identify and attack potential coverage
gaps. We intend to continue this practice and formalize it with the addition of superintendent, strategic
plan and bond initiatives, and school board categories. Follow up contacts with schools; programs and
individuals will be initiated as coverage gaps are identified. In addition, we will be expanding our current
editorial content calendars that track our web and social media posts, banners, billboards and
advertisements to include digital media and video productions. These calendars are being built out for
the year to allow for a more proactive approach and to ensure that we do not miss opportunities to tell
our ‘good stories.’ We will also be developing strategic messages to be incorporated in school
newsletters.
2) What do we need to do to ensure that we reach all audiences, especially our staff?
Based on the communications audit, current data and recent election results, the communications
department sees many areas where we can greatly improve outreach to our audiences and shore up
district support. During the coming year, we will be proposing expanded ways to connect with and
engage all audiences and foster improved relationships, especially in regard to our staff and the
community, at large. Plans include in-person, face-to-face opportunities, as well as new online and media
tactics (website improvements, mobile application, digital media, board meeting broadcasts,
superintendent twitter and blogs, etc.), community coffees and more. These strategies will be used to
increase the visibility of the school board, senior staff and our board of directors. With the addition of an
internal communications manager, a more informed internal communications strategic plan, and
consistent feedback and input from senior staff we will be able to strengthen our relationship with staff.
Our new coverage plans for internal communications will highlight district strategic initiatives, district
departments and staff on a consistent and rotating basis.
(Relates to objective #1, #2, #3, #5, #6)
3) How do we measure our success?
This year, the communications department will be expanding its focus to collect data to inform decisions
and advise leadership. Beyond the community survey and communications audit, we will be engaging
our audiences through the use of Thoughtexchange, reader and climate surveys, and focus groups. As a
department, we have established a variety of goals with our communications program, such as social
media coverage, video views, readership, etc., which will allow us to both measure and track our
progress, refine our practices and better serve our publics. (Relates to objective #4)
4) How can we prepare for unexpected challenges?
The best way to prepare for the unexpected is to have a plan. By being intentional and strategic and
speaking with a unified voice, we lay the groundwork for better relationships with our publics. Equally
important, however, is the need to tell positive stories. Positive stories allow us to develop a bank of
goodwill and community support, which is critical. This gives us a cushion, so that when something does
go wrong or reflects badly on our image, these positive stories help to counterbalance the negative
affects. As part of this year’s focus on improved communications, we intend to develop better protocols
and a hierarchy for disseminating information to our parents, community and staff, assess the need for
new social media policy, procedures and protocols, and formalize our crisis response communications
plan. (Relates to objective #3 & #6)
5) How do we become better strategic partners within the district?
To reach our goal of telling the district’s ‘good stories’ requires our communications department to take
an active role in engaging with leadership, staff, students, parents and our community. To that end, our
team will be focused on tracking and prioritizing our communications needs throughout the district. We
hope to provide better service to departments and principals, incorporate senior staff in our strategic
communications planning processes, and develop goodwill campaigns and annual themes to help guide
our year. (Relates to objective #2, #6)
Action Steps
Based on the findings of the Communications Audit and Community Survey conducted by Strategies
360, the Office of Communications will implement the following six objectives for remainder of the
2016/17 school year. Below is a list of each objective, followed by strategies and detailed explanations, as
needed.
Objective #1: Strengthen and prioritize internal communications. Ensure employees know our values,
policies and rationale for decisions. Improve employee engagement.
Strategy #1: Hire an internal communications manager.
Responsibility: Communications Director and Executive Director of Human Resources
Timeline: Posted - November 2016; Hiring - December 2016
Details: This position will assist with the development of strategies to enhance and support
internal communications, including additional processes for two-way feedback and employee
engagement. Ensure greater transparency and authenticity in staff communications by telling
stories about district employees, departments, decisions and initiatives in support of the
district’s mission and goals, including the activities of senior staff and the school board.
Additional budget: YES
Strategy #2: Expand use of Intranet website.
Responsibility: Communications with other departmental support
Timeline: Ongoing
Details: The Intranet is an underutilized resource. With the assistance of the internal
communications manger, we will identify new ways to utilize this resource for staff, manage its
current content and expand its use to enhance staff communications.
Additional budget: NO
Strategy #3: Create internal strategic communications plan, outlining timelines, tools,
objectives, goals and measures.
Responsibility: Communications
Timeline: Initial draft – October 2016; Finalized – December 2016, or upon hiring of internal
communications manager
Details: Developing an internal communications plan will allow us to be more strategic in how
we communicate with our staff. We will be able to chart out how we notify staff about key
initiatives, celebrate their accomplishments, provide them with job relevant information, keep
them posted about the school board’s, superintendent’s and senior staff’s activities. This is
critical for expanding their knowledge and support of the district’s activities, policies and
procedures.
Additonal budget: NO
Strategy #4: Conduct an internal survey of communications tools
Responsibility: Communications
Timeline: November 2016
Details: To best communicate with staff, it is important to understand our audience. Analytics
currently show that our readership rate is varies from 25% to 60% depending on the type of
email we send to staff. We would like to use this survey instrument to ask basic questions about
what staff like and don’t like about current communications, what changes or enhancements
they’d appreciate, and what tools we should use. This will enable us to better serve this audience
and increase their participation and support.
Additional budget: NO
Strategy #5: Restructure department assignments.
Responsibility: Communications
Timeline: December 2016
Details: The current areas of responsibilities among the communications team are a bit lopsided.
In July 2016, the team identified the core areas of the responsibility within the program.
Recently, we made a few changes, shifting responsibilities for Blackboard Connect, School
Websites, and Social Media to the assistant director, but more needs to be done. We plan to
fully address this with the approval and hire of a new internal communications manger.
Additional budget: NO
Objective #2: Be more strategic and proactive with communication. Ensure communications and
engagement efforts are authentic and effective.
Strategy #1: Improve the Communications Department’s standing as a strategic partner.
Responsibility: Senior staff
Timeline: Ongoing
Details: The Communications Department tries to keep itself informed of activities that require
communication districtwide. However, there are many times, where the department is unaware
of these communications needs. We desire to be a better strategic partner and assist with
reinforcing key messages that need to be disseminated to all staff (classified, certificated and
administrative.) One audit suggestion that could assist with this is to include a communications
representative in all high level and principal meetings but there are others that should be
explored.
Additional budget: NO
Strategy #2: Set aside an hour or two each month in senior staff to discuss strategic
communications issues
Responsibility: Senior staff
Timeline: Ongoing
Details: There should be no surprises about what is communicated and when. To help aid in
collaboration with senior staff and to enhance understanding of the Communication
Department’s activities, we are proposing an hour or two of collaborative time each month. This
would be an opportunity for Senior Staff to bring forward and discuss issues that require internal
and external communication. This time will also allow the communications department to share
what topics are on our current dashboard (two week or month-long view). Senior staff should
contact the Communications Department secretary to add their issue to an agenda. The
structure of these meetings will begin with the current ‘Around the Horn’ activities, followed by
presentation of the current communications dashboard and discussion and creation of strategic
action plans for senior staff items.
Additional budget: NO
Strategy #3: Create yearly editorial calendars
Responsibility: Communications
Timeline: November 2016
Details: The communications department currently plans out its activities (social media, video
and advertisements) on a monthly basis. With this change, the department would move to a
more proactive approach that calendars out communications needs, key message frameworks
and timelines, one year in advance. This ensures that resources are spent wisely and because
the calendar is dynamic, nothing is missed
Additional budget: NO
Strategy #4: Create external strategic plan
Responsibility: Communications
Timeline: Initial draft – October 2016; Finalized – December 2016, or upon hiring of internal
communications manager
Details: To better serve our community, we need to be sure that we are hitting all audience with
messages that aid their understanding and increase their support of the district’s priorities, goals
and accomplishments. This plan formalizes the strategies and tactics that will be used to reach
external publics (parents, community at-large, etc.), which allows the communications
department to be more efficient.
Additional budget: NO
Objective #3: Achieve coordinated communications, both internally and externally.
Provide guidance and direction for messages/initiatives in support of District goals. Create key messages
to establish “one voice” throughout all communications channels
Strategy #1: Establish new logo and branded materials for the district. This includes all
communications vehicles, such as: calendar, brochures, billboard ads, bethel pride, etc. Develop
branding standards for staff.
Responsibility: Communications with approval from schools board
Timeline: January 2017
Details: According to the 360 Com Audit, the district is in the midst of an identity crisis. The
district needs a strong logo to develop the district’s brand and support marketing efforts. A new,
professional firm needs to be hired to oversee the production of this mark. Once complete, the
communications department will impose new branding standards to ensure that all school,
department and district publications maintain the same look and feel. As part of this project, the
communications team will inventory and update current publications.
Additional budget: YES
Strategy #2: Establish uniform e-newsletter templates for schools and provide content for
them. Train staff on how to use them.
Responsibility: Communications
Timeline: January 2017
Details: In conjunction with a brand reboot, the communications department plans to expand
our Constant Contact e-newsletter tool to principals, and potentially departments. By creating a
consistent template, we will be reinforcing our brand and setting standards for content
expectations. In addition, the communications department will be provide training and create
content for schools on a more consistent basis. This will ensure that our key messages are
shared with parents.
Additional budget: NO
Strategy #3: Establish better protocols for informing staff, the community and media. Major
announcements should come from communications; principals should relay to staff the
importance of reading communications from the district office. Use text messaging, push
notifications and email instead of robocalls.
Responsibility: Communications with assistance from senior staff
Timeline: January 2017
Details: Our staff is one of the greatest resources we have for sharing information with our
community. We need to ensure that our staff knows current activities, initiatives, policies and
values. Based on recent contract negotiations, BEA surveys, the communications audit and
anecdotal comments, a main staff complaint is how and when information is received and the
consistency in the message across all job types and locations. With this in mind, we need to
develop better protocols for ensuring that every staff member has access to the same
information. We also need to assess the vehicles we are using to inform staffs to make sure we
are as effective as possible.
Additional budget: NO
Strategy #4: Brand our year with a specific theme for internal and external communications.
Establish clear objectives and measures. Include video to promote theme.
Responsibility: Communications with assistance from senior staff
Timeline: November 2016
Details: One of the best ways to build credibility and support our brand is by creating a theme
for the year. This theme will be repeated across our advertising, publications, social media and
video platforms. A good example of this is last year’s #BuildingABetterFuture campaign. This
theme served as an umbrella for a series of messages about how we are improving our schools
and district.
Additional budget: NO
Strategy #5: Refine crisis communication plans District-wide to ensure all stakeholders are
informed and reduce credibility gaps.
Responsibility: Communications with assistance of senior staff
Timeline: December 2016
Details: One of the largest communications liabilities we currently have is the inconsistency and
timing of messages relative to crisis communications. Best practices are to immediately release
with a brief message, alerting our publics. This is then followed up later with a more detailed
communication once the issue is over. Because there are these inconsistencies in
communications, it harms our brand, makes us look like we are not in control, and potentially
puts staff and community in harms way. We need to have a holistic approach to resolving this
issue.
Additional budget: NO
Objective #4: Drive continuous improvement of our performance by tracking meaningful data. Listen,
engage and make thoughtful changes based on research and data compiled from the larger community.
Strategy #1: Create a feedback matrix that incorporates the use of formal and informal
measures for collecting data (surveys, focus groups, Thoughtexchange, meetings, etc)
Responsibility: Communications
Timeline: Draft – October 2016; Final – November 2017
Details: As we move to more data driven processes, we need a matrix to plan out our activities
for the year. This should include goals, objectives and timeframes for each process used.
Additional budget: NO
Strategy #2: Create regular reader surveys for district publications to evaluate effectiveness.
Responsibility: Communications
Timeline: October 2016
Details: Reaching our publics is critical to improving the district’s image. By creating and
implementing reader surveys, we can better gauge the efficacy of our work as well as develop
messages, content and strategies that will be better received and increase our audience share.
These surveys should be used for both internal and external tools, such as the Bethel Pride and
Staff News.
Additional budget: NO
Strategy #3: Employ Thoughtexchange to track school/district/community trends.
Responsibility: Communications
Timeline: First process - October 2016; Second process - Spring 2017
Details: To better communicate with our publics, we need to have a clearer picture of what
concerns them and what they appreciate. In the case of concerns, our district needs to evaluate
and address these issues as they arise. By being proactive, we send the message to our
community that we care and are listening to what they have to say. This, in turn, creates a level
of buy-in with stakeholders. As they see us taking action on their issues, they see that they are
part of the solution and are able to affect real change. Thoughtexchange is a simple, transparent
process that will assist us with making more data driven decisions and identifying top of the
mind concerns.
Additional budget: MAYBE. We requested budget this spring to participate in a three-year
process, but also have the option to drop out if we don’t like the process after the first year.
Strategy #4: Reinstate Google Analytics to track website effectiveness.
Responsibility: Communications and Technology
Timeline: December 2016
Details: With transitions to Edline and Schoolwires as our website host, we lost our connection
to the Google Analytics we have had access to in the past. This product gives us real time data
about our audiences, page views, and the time viewers spend on our site. By reacquiring this
mechanism, we can be more strategic about which pages need to be highlighted, enhanced or
eliminated.
Additional budget: NO
Objective #5: Strengthen communications efforts by utilizing current and new media channels to elevate
awareness and support the District’s positive stories, goals, objectives, and programs.
Strategy #1: Televise board meetings.
Responsibility: Communications with support of school board and superintendent
Timeline: December 2016
Details: To help increase the school board’s, superintendent’s and the district’s profile, it is
important to be transparent. One of the best ways to accomplish this is through the broadcast of
school board meetings. Hyperlocalized, government activities can draw sizable viewership and
reach potentially untapped audiences. Recently, the Rainier Communications Commission, the
board that oversees PCTV, created a new partnership program for school, library and fire
districts. This partnership is available for $18,000 a year, which allows the district board
meetings and in some cases our in-house videos to air on PCTV. Their news outfit would begin
incorporating Bethel specific stories into their broadcast programs and there is interest in
including student work from our CTE video programs as well. This partnership could allow
heightened visibility for Bethel on a regional level. Aside from the PCTV partnership, televising
our meetings can be accomplished in several ways, such as Facebook Live, YouTube Streaming
and website embed codes.
The Communications Department is working to develop quotes for these options. Financial
considerations include whether this will be a one, two or three camera shoot, the purchase of
additional equipment, and rate fees, if we utilize PCTV to record meetings or tape them
ourselves. We have consulted with PCTV and are recommending their best practices of ‘Gavel
to Gavel,’ unedited coverage. Editing loses credibility and diminishes transparency. Any
profanity would be ‘bleeped’ in accordance with FCC regulations.
Additional budget: MOST LIKELY, YES
Strategy #2: Develop a strategic social media strategy with yearly calendar and themes and
goals to improve social media interaction to build audience share. Incorporate repurposed
stories, Facebook Live, hashtags, event posts and retweets, etc.
Responsibility: Communications
Timeline: December 2016
Details: Currently, the communications department plans and tracks social media coverage with
the use of Smartsheet. Stories are scheduled in advance using Hootsuite. To provide more
robust coverage and to ensure nothing is missed, we are developing a social media strategic
plan and yearly calendar. We will also be exploring content and best practices to engage with
our audiences across all of our platforms.
Additional budget: NO
Strategy #3: Revise district website and expand landing pages to make them more customer
friendly
Responsibility: Communications
Timeline: Design Revamp – October 2016; Landing pages – ongoing
Details: To improve the online experience for viewers of our websites, we have made significant
changes to the layout of our school and district websites. These changes are now complete and
will be launched around the Thanksgiving holiday. As time permits, we will also be looking at our
landing pages to see if they can be enhanced.
Additional budget: YES, about $10,000. Using existing departmental funds.
Strategy #4: Develop and implement digital marketing and advertising plans to support schools,
calls to action and District-wide initiatives.
Responsibility: Communications
Timeline: November 2016
Details: To help get important messages out and reach new potential audiences, we are
continuing with our billboard, banner and website advertising and will be expanding these
efforts to include digital marketing. These strategically place ads as well as calls to action on
Facebook are designed to reach our current audiences as well as otherwise disengaged
populations (seniors, white uneducated men) that were identified by Strategies 360 this fall.
Messages will reflect pre-bond, district goals, and voter engagement activities.
Additional budget: YES, $1,500 to $5,000 per month
Strategy #5: Develop social media policy and protocols for internal/school use.
Responsibility: Communications, Technology and Human Resources
Timeline: April 2017
Details: In recent years, we have seen an expansion of social media use. Tools like Facebook,
Twitter, YouTube, etc. carry a large share of our target audiences. Many of these platforms also
provide unique opportunities for two-way interaction, which enables school principals and
program managers to directly communicate with constituents. Other districts have adopted
policies, procedures, check-off sheets and guidelines for using these tools. Currently, we have
schools and teachers who delegated these communications tools to students. Social media can
be a liability if there is no clear processes or expectations in place. This needs to be fixed.
Additional budget: NO
Strategy #6: Create a video editorial calendar.
Responsibility: Communications
Timeline: December 2016
Details: Our department has made over 400 videos in the past three years. This medium is
increasingly popular among staff, parents and the community. We currently track our projects
on a white board and have a web request form that is underutilized. To make sure that our
major initiatives are highlighted we will be creating a new editorial calendar in Smartsheet to
schedule and track our projects over a yearlong period.
Additional budget: NO
Strategy #7: Develop and launch a mobile application
Responsibility: Communications and Technology
Timeline: November 2017
Details: Smart phones have become a primary resource for quickly accessing information among
parents, staff and the community. To better serve this audience and to expand our
communications capabilities to include push notifications, we have developed a mobile
application. This tool offers useful links for our audiences and for parents there is integration
with tools like Destiny, Skyward, Paypams and more.
Additional budget: YES, ongoing fees. Already approved through the budget process.
Objective #6: Connect and engage with all audiences, build relationships and bring the district together.
Foster strong relationships with the media, District staff, parents, community partners and decisionmakers.
Strategy #1: Create a goodwill campaign.
Responsibilities: Communications
Timeline: January 2016
Details: In light of the district’s 44% approval rating, we are working to develop a goodwill
campaign. This campaign will help us build interest and support of district activities. The goal
will be to improve Bethel SD’s overall standing in the community.
Additional budget: MAYBE
Strategy #2: Become a better resource for principals and staff, including opportunities for
training
Responsibility: Communications with support of elementary and secondary ed.
Timeline: TBD
Details: To market our department as a better resource for schools and departments, we will be
exploring ways that we provide better customer service.
Additonal budget: NO
Strategy #3: Develop a strategic community engagement plan to increase the visibility of key
leaders (the Superintendent, school board and senior staff). Plan should include a speaking
calendar with assistive marketing and presentation materials to connect with business leaders,
key community groups and new audiences at-large
Responsibilities: Communications and Community Connections
Timeline: Supt Twitter – October 2016; Supt Blog – November 2016; Supt “fireside” chat/video –
monthly; Community Engagement plan – November 2016
Details: With another election looming, we need to critically evaluate all of the ways we
communicate with our community. If we simply do what we have done in the past, we will most
likely face the same results. We will be building out this new community engagement plan to
include speaking engagements and visibility opportunities for senior staff, the superintendent
and the school board. We will also be working to identify new strategies such as community
coffees and soup with the supt type activities to improve engagement and reach new audiences.
Additional budget: MAYBE (money for food and presentation materials)
Strategy #4: Improve media relations. Expand outreach to reporters. Track story placement.
Responsibilities: Communications
Timeline: November 2016
Details: We currently contact local media with stories of significance, on an as needed basis. Our
new process will be to flood the media with all of our ‘good stories,’ by increasing the number of
press releases we do, sending reporters/assignment desks an advanced story list, and by
submitting columns to our weekly paper for possible inclusion. We have also developed a better
system to track our media interactions, which will give us better data and allow us to enhance
our media contact lists.
Additional budget: NO
Project Dashboard
Communications Tools/Channels
Audiences
Internal audiences:
Staff, students, parents, school board, administrators, principals, teachers, support staff, PTA/PTSA, etc.
Desired Behaviors and Attitudes
 Take pride and ownership in the direction of the district
 Keep staff informed of the districts’ activities
 Show mutual trust and respect the role of others in the district
 Honor and value feedback
External audiences:
Community, media, businesses, taxpayers, senior citizens, civic leaders, legislators, neighborhood
groups, religious leaders, etc.
Desired Behaviors and Attitudes
 Take pride in our community
 Showcase trust in schools and the district
 Demonstrate the district’s strengths (diversity, learning options)
Best tools by audience
Parents:
Ongoing communication from school buildings on activities and calendar items
Delivered through newsletters, blogs, Peachjar, Blackboard Connect (e-mail, phone, text), social media
and web sites, Family Access, Mobile Application
Community:
Regular updates about district activities, initiatives and events
Delivered via the Bethel Pride, banner/billboard ads, digital ads, social media, local TV and print media,
websites and social media channels
Staff:
Routine information about incidents, initiatives, board and administrative decision, staff accolades,
school happenings, and updates affecting their employment Delivered through use of e-newsletters,
Intranet, staff meetings, Bethel Staff News, Mobile Application, Blackboard Connect (e-mail, phone,
text) (social media may be employed in the future)