Washoe County School District Communications and Community Engagement Office

Transcription

1 Mission To engage Washoe County School District s stakeholders in authentic, effective and, open two-way communication and partnering to educate Every Child, By Name and Face, To Graduation. Overview Washoe County School District Communications and Community Engagement Office The Office consists of: Education Alliance, Community Education, and Communications Department which includes: Board of Trustees Community Engagement, Washoe Online Learning For The Future (WOLF) School marketing, and the Welcome Center. Each provides critical services and support that assists schools, the Superintendent, Board of Trustees, and internal and external customers. Each department has their own discrete operational areas, as well as common responsibilities. The primary function of the Communications and Community Engagement Office is to engage internal and external customers in authentic communication and activities that promote support for students, schools, and the District to ensure that Envision WCSD 2015 Investing in Our Future and other district initiatives are successfully implemented. The Welcome Center is the first touch point for many people interacting with Washoe County School District. This can be by phone or in person. As you would expect, customer service is paramount and drives the culture of the Welcome Center. Education Alliance Strategic Plan s: 3 Community Engagement Engage Families and Community Partners 4 Culture Value and Strengthen a Positive, Self-Renewing Culture Major Functions The Education Alliance is a non-profit, P-16 community and education partnership that provides leadership, advocacy, programming, and targeted financial support to advance the strategic goals of Envision WCSD Investing in Our Future. The Education Alliance supports Washoe County School District with the following programs; Partners in Education, Principal for the Day, the Teachers Warehouse, Run for Education, and the Community Project Review. Through its network of community partners, the board and staff of the Education Alliance facilitate a number of district-wide program partnerships with local businesses, non-profits, services clubs, and faithbased groups. The Education Alliance provides community leadership by modeling and inviting participation through engaging participation on program committees, the Principals for the Day Alumni Group, and sponsoring Washoe Inspire Academy as the Education Alliance s Partner in Education. The Communications and Community Engagement PLAN Page 1

2 Education Alliance P-16 Advocacy Council focuses on student success, a seamless local education system between K-12 and higher education partners, and looks at relationship between school and future employment. The council has developed Career and College Readiness standards currently used to educate students and parents on what is needed to transition successfully to a college or career upon graduation. They advocate maintaining longitudinal data regarding WCSD graduates as they matriculate through our local higher education institutions through the Washoe K-16 Data Profile. The Washoe K-16 Data Profile is collaborative effort between institutional research departments at UNR, TMCC, and WCSD. Members of the Board and staff participate in a variety of state and community committees to bring a business, community partnership, or K-12 perspective to discussions and policy decisions that impact education. Examples include: State Standards Council, State Career and College Readiness Committee, Nevada ACT Council, (PACE) Parenting for Awareness and Community Education leadership class, Chamber Education Committee. Members of the Board participate in national, state, and local training and symposiums to be able to speak to national trends in education such as the Common Core State Standards and First Generation Science standards, with special emphasis on the potential impact on economic development. The Education Alliance, while in large part is funded by WCSD, is managed by a 32 member independent Board of Directors that includes; the WCSD superintendent, and the presidents of the university and community college. At this time, the Education Alliance maintains an approximate 75% private sector participation on the board of directors and maintains working committees that involves the board of directors and additional community leaders and educators. Trends and Accomplishments Manages the Partners in Education program ensuring every school has at least one effective business partnership. Partnered with WCSD Human Resources Department to develop the current Principals, Teacher, and Exceptional Support Professional of the Year award process. Provided support for the Microsoft Licensing DigiGirls recruitment for their most successful outreach efforts. Partnered with Chester s Harley Davidson on Klothes 2 Kids to provide middle school emergency clothing. P-16 Advocacy Council partnered with WCSD staff and Trustees to provide a research based framework for Career and College Readiness Standards for WCSD students and families. Supported Door to Door for Student Achievement with manpower and training of site facilitators. Provided administrative and leadership support to seven area Rotary clubs to deliver two Rotary Career Coaching sessions to Vaughn and Sparks Middle schools. Developed process for Community Project review and facilitated four sessions that involved multiple areas of WCSD leadership. Facilitated two Stuff a Bus events benefitting WCSD Children in Transition. Communications and Community Engagement PLAN Page 2

3 A partnership with Early Childhood was developed to provide support for the Teacher s Warehouse in obtaining additional donations for teachers and providing technical support in using unique items in the classroom. P-16 Advocacy Council members and Education Alliance staff delivered 10 sessions on College and Career Readiness for the Parent University. Education Alliance Board and staff serves on the Chamber Education Committee. Education Alliance staff partnered with Reno Media Group, Bill Pearce Honda and WCSD Student Accounting to deliver two Honda A Fit for Perfect Attendance car giveaways. P-16 Advocacy Council produced a white paper in advance of the legislative session entitled The Education Pathway - Investing in Nevada s Future. Partnered with dozens of community partners, with Reno Orthopedic clinic as key leader to deliver the largest running event, Run for Education, in northern Nevada with all proceeds benefiting WCSD schools and students. Facilitated Educator of the Quarter for area Rotary clubs to highlight key WCSD staff and their roles in delivering quality education to our students. Hosted a Teachers Appreciation Day at the Teacher s Warehouse with new, first quality items from local donors. Chaired the Nevada Statewide ACT Council and chaired the largest collaborative P-20 symposium focused on student transition and academic success. Adopted Washoe Inspire Academy as their Partner in Education and provided financial and human resources throughout year. Hosted one successful Principal for a Day, having 100% participation from principals and community leaders. Every school and leader was showcased. Received a Silver Spike Award for its Principal for the Day program as a best practice communication tool. Hosted three Partners in Education roundtables to discuss best practices and supporting the Envision WCSD Investing in Our Future. Grant writing to support Partner in Education Washoe Inspire Academy. P-16 Advocacy Council produced the Washoe K-16 Data Profile on the class of 2011 and 2012 is being finalized. Provided Career and College Readiness brochures to 20,000 homes and information cards to 20,000 8, 9, 10, and 11 th grade students. Provided testimony for AB46 at the legislature and were proactive in their support of a sustainable funding source for school district buildings. Served in an advisory capacity to the state Parent Involvement Council. Provided leadership and administrative support for the Chamber Youth leadership program. Communications and Community Engagement PLAN Page 3

4 Hosted a successful news conference to launch the Career and College readiness standards. Underwent a successful warehouse and fiscal audit by independent auditors. P-16 Advocacy Council developed criteria for possible policy action on the diploma requirements for WCSD. Served on the Nevada Public Engagement to Support Children of Military Families Steering committee. Hosted public information session on Partners in Education in response to the Acceleration Zone media. Provided focused partnership support to Acceleration Zone. Provided speakers for career fairs and parent nights. Coordinated 36 Partners in Education information interviews with school principals. Provided leadership, training, and supervision for the Redfield Community Outreach coordinators pilot project FY14. Partnered with Washoe K-12 Foundation in identifying partners for Signature Academies. Major Mandates The Education Alliance is a 501c3 non-profit organization partially funded by the District. It has a separate governing board, which consists primarily of community members. Targeted Key Processes Monthly Board of Director and committee meetings and annual Board of Director planning session Annual fiscal and warehouse audit Quarterly Community Project Review committee Strategies The Education Alliance and the WCSD will ensure that at least one productive business partnership is established at each school with a focus on student achievement Students will be exposed to careers and career information in the workforce through partnerships with the business community The Education Alliance and Volunteer Services will actively recruit, train, and place additional community and student volunteers and mentors at schools Partnerships between higher education (e.g., UNR, TMCC, career training, etc.) and pre-k12 communities will provide collaboration on strategies such as sharing data, plans to ensure seamless transitions between educational institutions, a successful pre-k16 pathway for academic success, and professional development partnerships for aligned pre-service and in-service teaching and administrative trainings Collaboration with business partnerships, community groups, and involvement with diverse community groups, business owners/managers in the community will community capital. Communications and Community Engagement PLAN Page 4

5 Key Performance Indicators Key Performance Indicator #1: Increase the number of new overall partnerships by 5% in Explanation: This measures the annual percentage of in overall Partners in Education with the goal of increasing 5% in FY2010 FY2011 FY2012 FY2013 Baseline Budget Operating - $12,780. Fundraising and grants add to the District s contribution. Staffing - $340, Total - $353, FTE s 4 Community Education Strategic Plan s: 3 Community Engagement Engage Families and Community Partners Major Functions Community Education serves students of all ages in our diverse community. Its principles are: lifelong learning through a variety of enrichment programs; being a bridge between our schools and community; and maximizing the efficient use of our facilities beyond the school day. The program offers a wide variety of skill based and personal growth classes, workshops, and camps throughout the year. WCSD Community Education and TMCC Continuing Education combined departments in January The result has been a streamlined central office for all community enrichment programs with a single source for scheduling, registrations, and marketing. The partnership is being reviewed and a Memorandum of Understanding will be developed for the 2014 calendar year. Trends and Accomplishments WCSD Community Education and TMCC Workforce Development combined their course guides to save on printing and postage saving more than $8,000 for the Winter/Spring and Summer 2013 catalogs. Enrollment d 9% compared to FY11/12. Youth programs d 23%. Effectiveness and efficiency of e-newsletters and postcard/flyers d. Customers found out about Community Education programming through the course guide (34%), postcards/flyers to schools (20%), and e-newsletters (18%), ensuring a healthy marketing mix with numerous consumer touch-points. Demographics: outside of the kids/teens who take our youth programs, female white baby boomers were the next largest segment. Developed and launched a social media strategy. Web visits to the registration site d 61% this fiscal year, which is the highest number since Communications and Community Engagement PLAN Page 5

6 before the recession. Gas prices impacted registrations/class cancellation rates. During the fall 2012 term, gas prices averaged $3.64 a gallon statewide, spurring an overall cancellation rate of 28%. Once gas prices fell to an average of $3.30 a gallon, the cancellation rate dropped to 20%. National benchmarks met or exceeded. Number of classes taken per customer: benchmark 1.25, actual 1.75, which is the acceptable rate set by the Learning Resources Network of North America (LERN). Course guide effectiveness metrics: brochures to one registration ratio, benchmark 52:1, actual 41:1. Revenue generated vs. course guide costs: benchmark 6 times, actual 6 times. Major Mandates Memorandum of Understanding between Truckee Meadows Community College and Washoe County School District Community Education: this agreement was entered into on Jan 1, 2013 between the Board of Regents of the Nevada System of Higher Education (NSHE) on behalf of Truckee Meadows Community College (TMCC), Workforce Development and Continuing Education (WDCE), and the Washoe County School District. Targeted Key Processes N/A Strategies External communications will improve through the development and implementation of a comprehensive District communication plan to better involve families and community partners. A customer service philosophy will be established for external community audiences in order to exceed the expectations of our business associates. Key Performance Indicators Key Performance Indicator #1: Increase course registrations by 15% in Explanation: The number of registrations will to ensure the program breaks even. FY2010 FY2011 FY2012 FY2013 Baseline 4,911 4% 5,098 (3.8 %) Merged with TMCC 4% 10,247 (101%) 4% 11,041 (9%) 12,697 (15%) Key Performance Indicator #2: Increase course fees by 5% in Explanation: Class course fees will to ensure the program breaks even. FY2010 FY2011 FY2012 FY2013 Merged with TMCC Baseline $334,378 4% $355,465 (6.3%) 4% $559,280 (57.3%) 4% $571,846 (2.2%) $600,438 (5%) Communications and Community Engagement PLAN Page 6

7 Budget Limited budget commitment from WCSD. The department is self-funded. Communications Department Strategic Plan s: 3 Community Engagement Engage Families and Community Partners Major Functions The Communications Department supports the District s Vision, Mission and Core Beliefs by delivering effective, authentic, two-way communication with all of its stakeholders. The Communications Department is responsible for the District s internal and external communication efforts, media relations program, social media presence, brand management, marketing material production and visual design, and community engagement initiatives. Two areas of work sit within the Communications Department but report direct to the Chief Communications and Community Engagement Officer. These are: Board of Trustees Community Engagement and Washoe Online Learning for the Future (WOLF) School Marketing. Board of Trustees Community Engagement informs WCSD stakeholders of the Board of Trustees work and key initiatives through effective and strategic communications and public outreach. WOLF School marketing activities include, but are not limited to image creation and maintenance, advertising, public relations, newsletters, social media, website creation and maintenance, event coordination, and school wide communication. Trends and Accomplishments A proactive and effective media relations program resulted in more than $4 million in publicity value. During FY13, the Communications Department issued 133 news releases and media advisories, responded to 1,104 media inquiries, and set up 1,067 interviews with media outlets. Social media outlets used to push important information to the community and engaged stakeholders in conversations about district initiatives. These efforts resulted in 938,192 Facebook page views during FY13. In that same time period, the district received 901 new Facebook fans and 439 new followers on Twitter. Increased the visibility of the school district s efforts to improve student achievement by openly and transparently communicating graduation and proficiency rates data and publicly launching the WCSD Performance Framework and Acceleration Zone. Additionally, the Door to Door for Student Achievement and Countdown to Graduation campaigns d public awareness about the District s mission to graduate every child ready for college and/or highly-skilled careers. Working with the Department of Government Affairs, the Communications Department developed and implemented a plan to communicate the school district s capital funding needs and engaged the community in this critical conversation. In addition to playing an active role in the community engagement portion of the superintendent Communications and Community Engagement PLAN Page 7

8 search, the Communications Department developed and carried out a successful transition plan for the new superintendent. This included the design and release of the superintendent s entry and action plans and the organization of a series of school visits and public meetings to meet the superintendent. Efforts to awareness about the importance of school safety. Following the tragedy in Newtown, the Department organized a series of public townhalls to discuss school safety in WCSD. Additionally, the Communications Department raised awareness about the District s proactive emergency preparedness efforts by assisting with the Great Nevada Shakeout and organizing a winter preparedness media event. During times of local emergency situations, the Communications Department provided important, timely information to parents, staff, and other appropriate audiences. In FY13, the Communications Department led communication efforts in preparation for local flooding and during a bout of norovirus in schools. The Communications Department expanded the school district s reach to stakeholders by launching two new communications tools SuperCast: Table Talk with the WCSD Superintendent and News Hub. Both of these mediums are used as part of the Communications Department s internal and external communication strategies and reach audiences in new ways. The Communications Department was recognized nationally and locally for its Countdown to Graduation campaign and was the recipient of the following awards: o o o 2013 Golden Achievement Award from the National School Public Relations Association (NSPRA) 2013 Digital PR and Marketing Honorable Mention from PR News Nonprofit PR Awards 2012 Silver Spike Award: Internet-Based Communications from the Public Relations Society of America Sierra Nevada Chapter Supported key initiatives for the Superintendent s office through the creation of snapshots and handout materials for news briefings and townhalls, creation of web buttons and banners to advertise the event, as well as photography of the event itself. Supported key initiatives for departments such as Family and School Partnerships by creating materials such as the Parent University catalog, Parent University flyers, advertisements, direct mail and other marketing collateral. Photography duties include keeping a current database of imagery from Parent University classes as well as attending events such as the Multicultural Senior Recognition event and other events where photography is deemed appropriate. Supported key initiatives for WCSD s nonprofit organization, by creating materials on projects such as the Run for Education. Sponsorship packages, flyers, print and web advertising, and swag bag stuffers were all created to advertise and inform both internal WCSD audiences as well as community members. Acted as a liaison between the Education Alliance and media partners such as the RGJ to develop marketing campaigns. Increased Boardcast distribution to more than 11,000 subscribers. Developed and executed a social media strategy for the Board of Trustees and District news. Currently, the Trustees have 140 followers who consistently interact with the Trustees on the social network. The Board of Trustees has also maintained a consistent presence on the District s Facebook page. Communications and Community Engagement PLAN Page 8

9 Developed and conducted a stakeholder/community survey to gauge public knowledge, perception of the work, and role of a WCSD school board trustee. The results of the survey have helped establish communications which identify areas of strength and areas of improvement for Board of Trustees communication and community engagement. The survey results have also led to recommendations of new strategies for improving Board of Trustees reach with key stakeholders. The Listen to Learn program has been reinvigorated for Through a comprehensive and effective marketing campaign, there was a record enrollment of 241 full-time WOLF School students for school year. Over the course of June to August, $8,700 of in-kind advertising, which included radio, web, , and printed advertisements, was obtained for WOLF School. Teachers and staff talked to over 150 families about WOLF School and what it offers at the 2013 Back 2 School Fair, for which a discounted event sponsorship rate was negotiated. Coordinated a Registration Fair for an August final push to school year full-time enrollment. Over 20 families attended and 13 students started the registration process as a result of this event. The Department created brochures, flyers, and advertisements to continue to develop a positive image of the WOLF School. These marketing materials are currently targeted at providing correct information to the public and addressing existing public misperceptions and myths about online learning and specifically about WOLF School. Communications Department is working to develop a new visual identity and brand for the school. The goal of this project is to develop a school image that accurately reflects the WCSD s online students and school. The more reliable, prestigious, and trusted the District s online school is, the more it will enhance the WCSD s positive and progressive public image. After a new online school image is created, the department will monitor and ensure consistency in brand application and usage. Accomplishments include the creation of a comprehensive marketing campaign to WOLF School enrollment through the development of billboards, radio, print ads, brochures, flyers, and other marketing materials to inform potential students, families, and community members as to what the WOLF School offers. A social media presence has been developed for the WOLF School. The school s Facebook page likes have d by 110% to 65, since May A monthly school newsletter has been designed and created, the WOLF Wire, to be distributed to WOLF students, families, teachers, staff, and WCSD counselors, as well as be available to the community via the school s website. Separate WOLF School web pages have been created within the District site, which separated WOLF from the Department of Extended Studies (formally Supplemental Credit) and provides an avenue to communicate school information, events, and highlight students that was not previously available. The team worked with WOLF School personnel to follow-up, create dialog and potentially enroll interested and appropriate students. These requests are used to create a database that will future marketing efforts effectiveness. Information packets have been created for all WCSD counselors as tools to use when talking to students and their families about the option of an online education. Communications and Community Engagement PLAN Page 9

10 Major Mandates N/A Targeted Key Processes Snow day/delayed start/school closure procedure Emergency and non-emergency notification procedure Board of Trustees compliance with the open meeting law when attending community events and meetings WCSD brand guidelines WOLF School marketing activity Strategies External communications will improve through the development and implementation of a comprehensive District communication plan to better involve families and community partners. A customer service philosophy will be established for external community audiences in order to exceed the expectations of our business associates A positive public image and brand for WCSD will be developed and disseminated that clearly expresses the Vision, Mission, and Core Beliefs, and the strategic plan to the general public Two-way communications with parents will through outreach programs such as home visit connections, study circles, multilingual print media, social media, and technology usage, including more user-friendly district and school websites. Key Performance Indicators Key Performance Indicator #1: Increase total publicity value in to: $3.5 million. Explanation: This measures the school district s reach through media coverage. It represents what it would cost the District if it were to pay for the same number of impressions it received through media coverage. Broadcast publicity value is measured through TV Eyes, an online media monitoring system. Print publicity value is measured by clipping articles from local newspapers and using current advertising rates in the calculation. FY2012 FY2013 $100K (Baseline) $2.2 $3 $4.47 * $3.5 *When determining the goal for FY14, the Communications Department looked at actual million million million million publicity value from FY12 and FY13 and the major events that drove publicity value data. There were several major media events in FY13 that do not happen regularly on an annual basis that drove the publicity value in FY13 significantly higher than FY12. Given this information and the fact that only two years of data are available, the Communications Department d the FY14 goal while keeping in other factors as discussed here. Key Performance Indicator #2: Issue 15 Boardcast communications and sustain positive Boardcast readership growth year over year. Explanation: Boardcast is the Board of Trustees stakeholder e-newsletter. Communications and Community Engagement PLAN Page 10

11 FY Key Performance Indicator #3: Garner Twitter following of 200 followers. Explanation: The Board of Trustees social media strategy was launched this current year so will act as a baseline. FY2013 N/A 200 Key Performance Indicator #4: Arrange 10 Listen to Learn meetings between community organizations and Trustees. FY This is the first year that WCSD has invested and created a marketing campaign specifically for WOLF School. A new position was created (Virtual and Blended Learning Marketing Specialist) to work on WOLF marketing. The Virtual and Blended Learning Marketing Specialist working in conjunction with the larger WOLF team continues to develop a new WOLF School visual identity and brand (included but not limited to holding focus groups and conducting surveys to determine new look, feel, and name for the school; also included is development of brochures, flyers, other printed materials, and videos to promote the new school image once it has been determined). The team is to raise awareness within internal and external audiences of the importance of building the WOLF School brand and brand values. Since this year is the initial marketing campaign and marketing efforts to promote the school, there is no existing baseline from which to create KPI s. Communications will use the results from the school year to develop a baseline from which KPI s can be created for the school year. Key Performance Indicator #1: Consistent delivery of new visual identity on all WOLF communication tools and materials. This year will provide a baseline from which KPI s will be developed. Key Performance Indicator #2: Consistent integration of WCSD messages and motto (Every Child, By Name and Face, To Graduation) into all messaging. This year will provide a baseline from which KPI s will be developed. Strategic Plan s: 5 Performance Management Align Performance Management Systems Major Functions The Department serves as an internal consultant to schools and other departments on communicationrelated issues, regularly partnering with other staff members to ensure communication needs for districtwide initiatives are met. The Communications Department also provides media training and social media training to internal stakeholders. Additionally, members of the Department serve on the District s Emergency Response Team (DERT) and handle internal and external communication for all emergency Communications and Community Engagement PLAN Page 11

12 situations. Trends and Accomplishments All of the initiatives mentioned under 3 Trends and Accomplishments included an internal communications strategy as well. No matter the issue, the Communications Department ensured that internal audiences were kept informed about major issues and initiatives. Extensive support provided to schools and other departments at a high level, consulting on communication issues 458 times during FY13. The Communications Department is focusing on increasing stakeholder knowledge of schools and departments through media and social media training to ensure consistent, positive messaging on (WCSD Facebook, schools Facebook pages, etc.) Extensive support provided to WCSD departments with numerous creative and visual designs and products/marketing collateral. Communications Department acts as a consultant to other school departments and the WOLF School site to develop and communicate a consistent message about what the school offers. The creation and distribution of talking points and other marketing materials to multiple WCSD departments ensure an in consistent messaging with internal audiences. The goal is to change the internal perception as to the unique educational experience that WOLF School provides its students Major Mandates N/A Targeted Key Processes Snow day/delayed start/school closure procedure Emergency and non-emergency notification procedure WOLF School marketing activity WCSD brand guidelines Strategies A comprehensive District internal communications plan will improve effective internal communications within and among departments and schools, with special attention to charter schools District departments and offices, with assistance from the Communications Department, will establish internal communication plans that are aligned with the District's comprehensive plan and will include an evaluation of timelines and quality of service using end user feedback. Key Performance Indicators Key Performance Indicator # 1: Increase consulting activities by 5%. Explanation: The Communications Department will work closely with other departments to answer questions about communications best practice, branding, design, and to help develop communication plans to ensure project success. Communications and Community Engagement PLAN Page 12

13 150 FY Key Performance Indicator #2: Update current marketing and promotional collateral and produce new materials as needed. 3 FY Key Performance Indicator #3: Communicate information to staff a minimum of 4 times a month Explanation: While staff receive information in a multitude of ways from the department (Pinnacle, Boardcast, Friday Minute, etc.) this KPI tracks the communication sourced and generated by the Communications Department and sent to all WCSD staff on a monthly basis. 4x a month FY yearly 4x a month Budget Operating - $35,744 WOLF - $50,000 (to include teacher overtime, promotions material, advertising, signage, staff shirts, etc) Total operating 85,744 Staffing - $472,194 FTE s 7* including Board of Trustees Community Engagement and WOLF Marketing Communications and Community Engagement PLAN Page 13