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Making Dollars Make Sense
- 5. The Era of Accountability Era of the A Words Era of the R Words Reform Restructure Refocus Retrench Communicate Collaborate Connect Consumer Assessment Articulation Achievement Alternatives Using the C Words RESULTS The only “R” word left is RESULTS. Now we’re in the era of the “A” words!
- 6. Tectonic Shifts Impact Schools • Time Compression, Fast Pace • Accelerating Change • Informational Clutter • Globalization & Reach • Mixed Media Transparency • Integrating Diversity • Impatience with Status Quo • Polarizing Debate When the ground shakes, people look for the fault line
- 7. The Hydraulic Fluid for Change Communication – • Aligns efforts with objectives • Builds clarity of purpose • Coordinates collaboration • Drives initiatives into actions • Energizes and engages people • Facilitates change and growth
- 9. What, more money for schools?! • When the pie gets smaller or bigger, the first thing to go are the table manners! • As we consider spending new money are we just going to restore cuts? • Pruning the Rose Bush
- 10. Communicating Strategically 1 Planned and Measurable Impact 2 Proactive Strategies to Position You 3 Efficiencies & Integrated Efforts 4 Building Communicating Capacity . . . that is our primary goal!
- 11. Our Agenda for Today Making Dollars Make Sense: The New Fiscal Reality — R.O.I. Creating a Budget “Lesson Plan” Delivering Persuasive Messages that Stick Authentic Stakeholder Engagement Developing an Integrated Virtual Community
- 14. Perception is everything What part do you see first? The Slice or the Circle? Most people only see their slice of the pie. It’s up to us to get them to see the bigger picture. Give them the context not just the facts. This is a “teachable moment”!
- 16. People Today • Diverse audiences with diverse perspectives • Short attention spans; MTV environment • Impatient consumers; no brand loyalty • Want what’s best for their kids — NOW!!! • Care little for chain of command • Distrust institutions and bureaucracy • Information overload/access • Everyone is an expert on what you do! • “Incredibly busy” even if they’re not
- 18. Be accountable on three fronts ► Are my kids in a safe, secure learning environment? Free from gangs, drugs and violence Healthy physical environment and classrooms Culture free from bullying, intolerance, isolation, indifference, racism, harassment, etc. ► Are they getting a good education? To higher standards with a rigorous curriculum Does it meet my child’s unique needs Is it competitive and comparable ► Are you spending my tax dollars wisely? Exercising your fiduciary responsibility Putting resources toward results Showing efficiency and effectiveness Facilities and technology management How are you meeting these needs?
- 19. The Leadership Factor • They want to know that you know what you’re doing Leadership, vision, credible decision‐making Caliber and quality of the people serving them You are walking your talk You are listening to stakeholders
- 20. A Crisis is a Leadership Test • The Chinese character for crisis is a blend of the characters Wei for “danger” and Ji for “crucial point” • Your response in this high profile situation can be your finest hour! • It can also damage personal, professional, and organizational reputations if not handled well! • In a crisis, people look for security, stability, and solutions • A fiscal crisis or change is a test of financial leadership. Make it count! How will you be the “go to“ person to see us through fiscal change?
- 21. Do our schools measure up? • That’s the question on the mind of every stakeholder and parent • Connecting individual perceptions to facts, trends, and evidence of success is your job! • Giving them a basis to make good choices and shape accurate opinions is your bottom line • The budget is a yardstick for measuring success That’s ACCOUNTABILITY!
- 22. Investing Resources in Results • Return on investment attitude • Track how dollars make differences • Show efficiencies and cost effectiveness • Correlate budgeted accounts to student achievement and school performance Give stakeholders an investment portfolio when you report on the budget
- 23. Anatomy of School Leadership • Superintendent is the Brains of the Operation • Educational Services is the Heart & Soul • CBO is the Conscience Eyes and ears from the field Thoughtful correlation of alternatives Diagnostician of upsides/downsides Forecaster of implications Solution oriented pragmatist
- 24. Get comfortable being a “Public Face” • CBOs often want to or feel they have to be “behind the scenes” players With budgets and finances being such high profile issues today, you can’t afford the luxury of anonymity any more You’re going to be called on so you might as well be ready to be a more public face of the school district Think “Public Comment” instead of “No Comment” You are the message! — Roger Ailes, Reagan PR advisor and Fox News President
- 25. Be the compass that points true north To build credibility, you must be: • Ethical, legal & honest • Transparent & forthcoming • Consistent & dependable • Accurate & reliable • Future focused & visionary • Collaborative & cooperative Don’t use the budget as a weapon Don’t practice the Golden Rule: He who has the gold makes the rules
- 29. The Tipping Factor Support Apathy Public Engagement No Sense of Urgency Two‐Way Communication Limited Awareness Persuasive Information Lack of Relevance Add Weight Be Compelling to Personalize the Consequences Broaden Your Reach, Brand & Identity Blanket Demonstrate ± Impacts Lighten the Load
- 31. Communication is a Four-Step Process How & When What & Why Research Planning Programs THINK 2 PR Who & Where Review Impact & Return On Investment
- 32. Strategic Communication Public Information Reputation Management Integrity of Decision-Making Community Engagement Two-Way Communication Your communication plan is your accountability plan!
- 33. PLAN PEOPLE PROGRAMS Clearly defined, realistic, measurable expectations Develop Skills & Sophistication Workload, support & timing SUCCESS Communication Elements
- 34. Make Dollars Make Sense • Your job is to translate numbers into words and key messages • You need people to “learn” about your budget over time • Words tell the story, but be graphic in the way you tell it • Gives graphs and charts active titles to convey key messages Spreadsheets read like hieroglyphics to most people. Decipher them! • Summarize and use bullets • Teach Economics 101
- 35. Show them a Budget Plan Be genuine • Do not over‐sell your case • With disaster scenarios or business‐as‐usual talk • Credibility takes a long time to build and a short time to lose • One wrong number raises doubts • Immediate tasks should be part of an overall long range strategy to build fiscal awareness • Make it a continuous improvement process in the way you talk about budgets • Ensure that the right people are “in the loop” Target Messages
- 37. Do Strategic Budgeting Let core values drive decisions • Match your vision, goals and objectives to the pattern of allocations in the budget • Start every budget conversation with the results for students that you hope to achieve • Use an Interest‐Based model for considering priority reductions and allocations Common interests not just positions tied to people • Do long term goals take a back seat to survival?
- 38. Seize teachable moments Budget Calendar is a built‐in Lesson Plan • • • • • • • • • • • • Audit from last year First Interim Report Special Legislative Sessions Governor’s Budget released Legislative Analyst’s Report March 15th layoff notices Second Interim Report P2 enrollment calculated Preliminary budget adoption Final budget adopted State budget enacted Unaudited Actual Financials How does your labor relations timeline fit with the budget timeline?
- 41. Create a budget clearinghouse Integrate all of your work; find collateral uses Be transparent about process and product Your web site is a budget database Shelf date all documents you release Create a “look and feel” to be memorable Be message driven and frame the debate Give links and citations to all relevant resources
- 43. Create Sticky Messages • Memorable • Understandable • Believable • Credible We Leave No Child Behind • Repeatable without distortion • Transportable and translate well • They can be “planted” across your entire grassroots network
- 44. Create Message Campaigns • Like in an election, you want measurable outcomes • All efforts should reinforce each other to produce message discipline and awareness • Repetition is a good thing. Repetition is a good thing. • People receive information in different ways and you never know which one appeals to them at any given time or on any given issue • Don’t just PR all over everyone! Target messages for maximum effect to essential audiences first • All messages should reflect the District Strategic Plan
- 45. Create Memorable Messages Four steps to developing a message: Brief thematic statement Backed up by evidence, data, indicators Analogies, case study examples, stories Conclusion to reinforce the message • Can they repeat what you said?
- 46. Message Management & Mapping TARGETS TOOLS Audiences & Constituencies Means & Methods When we will reach them • Electronic • Print • Internet • Engagement • Calendar • Frequency • Integration • Repetition • Staff • Parents • Public • Media • Leaders TIMING RESULTS Measuring Impact • Surveys • Advisory • Input Systems Information and messaging impact on our stakeholders
- 47. Manage Your Grassroots • Irrigate the “lawn” with a steady flow of information, inspiration, and invitation • Employees and civic leaders need the tools and arguments to be opinion leaders for you • Make sure your efforts are sustainable, replicable, pervasive, and consistent Identify “dry patches” where the weeds could grow Don’t pick me up and put me down. A once a year flood won’t do it!
- 48. Grow Grassroots Support • Create a Business e‐Bulletin Fiscal Facts, Money Matters, Dollars & Sense, The Bottom Line • Keep people informed about key budget facts and the budget development process • Produce FAQs and fact sheets • Publish a Fiscal Annual Report with key indicators of success People don’t care about your grass seed; they care about their lawn
- 49. Transparency = Accountability • Your communication toolbox – E-bulletins and e-mail updates – Listservs, blogs, podcasts and chat rooms – Use Twitter as a traffic manager – Key communicator networks – Print materials (FAQs, fact sheets, visuals) Transparency isn’t about seeing raw data alone; it’s about ease of access to explanations and interpretations of data – District/school site displays, bulletin boards – Speakers Bureaus and message mapping – Meeting agenda management – Media relations, editorial boards, media kits
- 50. Content rules the delivery system • Spend more time on what you’re going to say than on how you’re going to say it • Over‐communicating can be worse than under‐ communicating if we anesthetize them to our message • Catch them when they’re ready to listen • Quality of information trumps quantity every time
- 51. Extending Outreach • Build AFFINITY They like & value us which makes them more receptive • Cultivate ADHERENCE They have a “faithful attraction” to your public schools • Move them to ADVOCACY So they evangelically spread your “gospel” Mobilize others without hesitation to join in support Defend your honor from attack; amplify your positives
- 52. View Education as a “Cause” • When we portray ourselves as systems, we lose the spirit, passion and faithful attachment that drive people to take action on our behalf • We need to have devout and devoted followers who see it in their interest to support the educational public interest • We need people willing to support and vote for other people’s kids out of a sense of urgency and personal stake
- 54. Exponential Support • Use Influentials to amplify your message. “Fold” them into your communication strategy: • Folding a piece of paper in half = 3 folds = Width of a Fingernail 7 folds = Width of a Notebook 10 folds = Width of Your Hand 17 folds = Tall as a House 20 folds = ¼ as Tall as the Sears Tower 30 folds = Out of Earth’s Atmosphere 50 folds = Almost to the Sun Influential interactions compound our Public Reach
- 56. Strategic Listening LISTEN SILENT With authentic public engagement you listen as much as you talk
- 57. Maintain Message Discipline! Frequently we don’t speak with one clear voice Find a partner. In 30 seconds, simultaneously tell each other the three best thing about your schools. In other words, both talk at the same time you are trying to listen. What did we hear? Noise! Now, simultaneously repeat these words as a group: “Achievement, improvement, equity, safety, accountability, success!” Now what did we hear? One clear uniform message!
- 58. Speaking with One Clear Voice Publics & Key Communicator Network News Media & Social Networks Parents Key Messages Talking Points & FAQs Staff & Leadership Team Web Transparency Integrated Delivery
- 59. Engage people in the budget • Advisory mechanism to whom? • Superintendent, CBO, Board of Education • Types of input mechanisms • • • • • • • • Public comment at school board meetings Town hall meetings and community forums Study Circles with small group discussions PTA/Parent club briefings and Q&As Digital suggestion boxes (idea harvesting) Surveys (web based or e‐mail) Community Leader Advisory Committees Budget Advisory Committees How do they all link together?
- 60. Budget Advisory Committees General concepts • Promote organizational ownership of the process as valid, legitimate & worthwhile • Be clear about the purpose, role and limits of any advisory process • Balance perspectives that checkmate “lobbyists” and ensure diverse viewpoints • Demonstrate genuine, responsive listening for priorities and interests; keep a record of those inputs and ideas • Give ample opportunities for input, reflection and decision‐ making. Be open to non‐traditional, innovative ideas
- 62. Getting responsible advice • Use the advisory system to “absorb” the public comment demonstrations at Board meetings and to diffuse “public pleading” • Work the problem, not the people by having protocols and standards in place • Have members work from an interest base not a position base • Educate members first by giving them enough information and data to make good choices and overcome stereotypes, misperceptions, and bias
- 63. Things to keep in mind • Ultimate authority is with the school board and not the advisory committee • Set a realistic financial goal/target to meet • Talk about what priority programs you’re saving not just the ones you’re proposing to cut • Start with priority setting, not laundry lists • Forced choices promote shared accountability • Quantity of input on a single subject, program or issue doesn’t mandate its adoption • Push for consensus, but do not enable negativists to veto ideas by just saying “no”
- 64. Things to watch out for • Witch hunts or vendettas on people or programs • Nest feathering for pet projects and people • Red herrings to divert attention away from vulnerable programs • Using budgeting as a prelude to labor negotiations • Unions get two bites of the apple when they dominate the committee • Unions can boycott participation and later disavow the decisions on cuts • “Our role is to tell you what we want not how you’re going to pay for it” attitude
- 65. Minority Rules • Most people like you unless you give them a reason not to • How do we get past the 10% who keep sucking up our attention? • Problem with engagement is we tend to engage the usual suspects Who want to fix us or criticize
- 66. A loud voice shouldn’t rule • Engage more people in the debate, step up outreach & communication to inoculate people to negativists • Use letters to the editor and public comment at meetings to get third‐ party endorsement to counter‐weight critics • Create Key Communicator Networks and District Advisory Committees with a mission Got a bad soloist? Get a bigger choir!
- 68. Rumors = Mis‐translation Concept or Incident enters the Rumor Mill: • It gets LEVELED Details get stripped down Supporting data eliminated • Then SHARPENED Details misconstrued out of context to fit a point of view or current environment • Finally ASSIMILATED So misinterpretation fits into preconceptions and expectations reinforced by faulty examples
- 69. So Practice Rumor Control • Rumors can’t be stopped, they are like water running downhill • They can only be channeled so they don‘t erode your support • Rumors win on quantity and speed. Give them quality so they become key communicators • “Sell” key communicators and rumorists on your program so they don’t become negativists Communication immunizes people to the “negativity virus”
- 72. How should we measure success? • When people say OUR budget, not THE budget • When we have enough informed confidence that our publics will always pass a bond or parcel tax • In negotiations, when we aren’t talking about IF we have the money, but how to prioritize spending it • When employees and parents see the business office as roadside assistance instead of a roadblock • When FCMAT comes to your district for advice and best practices
- 74. Planned Communication Key Messages & Vision Outcomes Communication Delivery System Networking & Relationships Marketing & Awareness Methods, Tools, Programs, Projects, Capacity Building Campaigns, Services Relationships Support
- 75. Communication Objectives • Use cutting‐edge tools to reach audiences • Focus efforts on highest yield activities • Diverse methods integrated effectively • Offering multiple access points to information • Being proactive while maintaining the ability to respond and react well • Building a communicating culture with greater capacity among staff to be key communicators
- 76. Building A Reputation Ingredients: • Good or Bad Performance • Good or Bad Perceptions • Good or Bad Experiences • Opinion Leader Validation (±) • Reinforcing Trust & Belief (±) In a vacuum, I’ll define your reputation if you don’t
- 77. Keys to a Good Reputation • Measure of quality Demonstrate your worth and value to me and others • Consistency I’m comfortable because I can rely on you • Transparency I see you as a “brand” and can find out about you easily • Sustainability Is your organization personality dependent or does it transcend individuals? Do leaders define the district? As they change, does the district reputation stay intact?
- 78. Leaders manage reputations Build a reputation, don’t just let it pile up • I will support your organization if I value what you do, know about it, and see that I have a place in it • Plan to manage your reputation No random acts of PR or drive by PR stunts Sustained, pervasive, reinforcing efforts that nurture and enhance your reputation and image • PR isn’t one person’s job, it’s everybody’s job! • Make sure people know about you and your success
- 79. Relationship Reality Check People connect with schools in the real world and in cyberspace • VIRTUAL • ACTUAL • Two‐thirds to three‐fourths of your voters don’t have kids in school • How do you win a political campaign? • Not by focusing on your opposition, but by rallying supporters and undecided voters!
- 80. What do organizations run on? RELATIONSHIPS! If the average school district has 1,000 employees, that results in one million possible one‐on‐one relationships If you just add one more person (a third dimension) into that connection matrix you have more than 166 million possible ways for relationships to short circuit! How do we build solid relationships?
- 82. Create Your Own Virtual Community Communication Traffic Control Center Be the best source for – • Networking, connections • Reliable, timely information • Resources and referrals • Multiple entry/access points • Getting answers to questions
- 83. Elevate Communication • Create Talking Points on major decisions • Maintain Message Discipline and intra‐team channels of communication • Anticipate questions stakeholders will ask about issues and policies • Ask: “How are we going to communicate about this?” Communication must have a priority seat at the decision‐making table
- 84. Target your message • Two‐way communication Listen and inform • Don’t think one‐size fits all • Dialogue embeds opinions • “Close the sale” by persuading people • Reach the people who influence public opinion either individually or as groups
- 85. The Modern Day Side Arm • Smart phones are the “weapon of choice” to contend with a hectic life • Seniors are the fastest growing users of cell phones because Boomers equip their parents • The phone is a common denominator in a mixed media world to reach all stakeholders • Phones bridge the digital, generational and language divides WMD Weapon of Mass Distraction
- 86. It’s A Mixed Media World! • We don’t communicate to a place or set time anymore; wherever people are we must fit their schedule • People define how they want to receive information through filters they choose • People can get on‐demand or intrusive updates on issues, products, programs and interests • People are not just information recipients; most can and do create content Mass Personalized Information
- 87. The public is watching you! • Public meetings are much more public and you may not even be aware of it happening! You’re always on stage. • Anyone with a cell phone is a potential “citizen journalist” Cameras, video clips and recordings Text messages and e‐mails of what you’re saying in real time Blogging, My Space, You Tube, Face Book postings occur during the meeting Half the adults in America are on Facebook Stage your meetings well!
- 89. Integrate Communication Vehicles • Use diverse communication tools Web sites, media relations, language translations, e‐mail newsletters, information centers/posters, postcards, columns in site newsletters, annual reports, auto‐dialing phone systems, community banners, Speakers Bureaus, etc. • Do it once, then step on it to get maximum exposure • Follow an awareness calendar and a communication plan so information layers out to stakeholders • Hitch a ride on other organizations’ efforts • Tap into social networking Twitter, Facebook, You Tube, blogs, etc. Drive people back to your web site
- 91. Be Your Own Wire Service • Be clear on the “latest” stuff • Have people judge the media by what they already know about you and not vice versa • Have a “Media Watch” page to track issues and beat back rumors • “Setting The Record Straight” page • Attack stereotypes & myths • Challenge the blogosphere here
- 92. Be an Answering Service • “If I can’t get facts from you, I’ll go somewhere else . . . fast!” • A one‐stop information shopping mall for your school district • Make it user friendly • FAQ‐based and easy to navigate Don’t make me do homework to understand you • Shelf date information! Restock your shelves occasionally • Summarize & head note all posted documents
- 93. Be the Message Center • Be message‐driven, not data‐driven • Why should I enroll my kids in your schools? • What are your strategic objectives, highest priorities, core values and accomplishments Your web page shouldn’t just inform people; it should market your schools • Create and make visible your “Indicators of Success” • Show me a return on investment and a bottom line
- 94. Some Budget Axioms • One‐time money can certainly ease the pain, but it cannot cure the problem • Financial roller coasters aren’t fun to ride; they’re scary and can hurt people • Live within your means each year by every means possible • People want their CBO to be a realist, a pragmatist, and an optimist • It’s not what you do; it’s how you explain what you do that counts
- 95. More Budget Axioms • Schools aren’t businesses, but they can and should be business‐like • A student’s face and future are imprinted on every dollar bill you spend, save or cut • If it was easy anybody could do it; be prepared to make tough choices • You are a unique professional in a sea of educators so bring that perspective to the table • Don’t be ruled by the loudest voice in the room