Montgomery
Public Schools (MPS) is working to meet the needs of stakeholders through
social media by establishing a Facebook
page, Twitter account, creating YouTube videos for instruction, and
their continuous efforts to maintain up-to-date websites for individual
educational facilities. They also hired an additional staff member in the
Communications Department to enhance and direct the district’s use of social
media (Manning, 2015).
Although, the district has outlined
concerns and consequences of poor use of social media in the Code of Student Behavior; they fail to
provide an additional manual for proper use of technology. There is no evidence
where provisions are designated for the professional development to enhance the
best practice use of social media in
the school’s district.
Montgomery Public Schools Communication and Marketing Plan 2015-2020
Simply generating more information does not guarantee an
improved flow of communication – especially in the current environment where a
single person is exposed to hundreds of ads, tweets, text messages each day. It
is imperative that Montgomery Public Schools focus on providing open, two-way
methods of communicating with its publics. Communication, public relations and
marketing elements are necessary to accomplish this.
This plan will provide guidance in four areas:
- Overall Goals with Strategies and Tactics
- Publics/Key Communicators
- Research/Evaluation
- Timeline for each task
Goals:
- Improve the flow of information between MPS and its publics so that annually the percentage of publics that respond feel they are informed or very informed about the system grows by eight percent each year based on the 2014-15 baseline.
- Conduct research annually to determine the percentage of internal and external publics to measure their perception. (Every September/October)
- Adjust strategies to improve perceptions based on research. (As needed)
- Re-establish Key Communicator Network. (August 2015)
- Explore options to increase media opportunities for MPS personnel in media/news outlets, public appearances and speaking engagements to religious groups, clubs and civic organizations.(Ongoing – review effectiveness each June)
- Augment information sent to traditional media outlets. (Ongoing – track positive, negative and neutral stories each month. Compile and provide to the superintendent each quarter.)
- Expand the use of social media. (Track monthly.)
- Create marketing opportunities to promote MPS in order to continue to show the system as a positive educational choice for parents.
- Focus on “telling stories” to bring to life the positive elements within the system. (Ongoing – effectiveness will be reflected in media/social media tracking.)
- Plan and execute an “I am MPS” campaign involving testimonials from parents who have the option of sending their children to private schools but instead chose MPS.
- An annual video that will be used during the Teacher Institute with parts being posted on the website, YouTube Channel, etc., and used for PSAs. (Each August.)
- Collateral pieces produced for distribution in the public (Each fall.)
- Implement News from our Schools (pending approval) to raise marketing funds for use to promote MPS. (Ongoing – track usage and funds each year on anniversary of program.)
- Charge principals with providing more communication concerning activities in their schools that can be promoted to parents and the community. (Ongoing)
- Produce a minimum of one video “Education Roundtable” each quarter to air on local access channels, the MPS YouTube Channel, and the MPS website. (September, February, April, June)
- Produce a 90 second short each month of the school year to promote an aspect of MPS to post on the website, Facebook, YouTube Channel and district partners’ Websites. (Monthly during school year.)
- Establish a marketing budget that includes funds for some limited paid advertising-- digital billboards, radio and television commercials, magazine ads, in addition to pursuing sponsored/in-kind spots. (June – pending funding.)
- Increase the number of people who sign up for Notify Me, subscribe to MPS Twitter and Facebook accounts and add Instagram. The levels of “followers” should grow by 15 percent annually through 2020. (Track each June)
- Explore new trends in social media and online marketing to take full advantage of those communication channels. (Ongoing)
- Explore hiring a social media/video specialist/partnerships coordinator for the communication department. COMPLETE
- Cultivate community partnerships to address specific MPS needs—mentoring, tutoring, bullying prevention, technology, career technical, service learning, food insecurity, Adopt-A-School programs, etc. (Ongoing – track each June.)
- Establish a special events/promotional calendar to better plan, develop activities, and garner positive media coverage for special “theme months,” or promotional periods. Examples include “Parent Visitation Month”, Teacher Appreciation Week”, “Read Across America”, “Autism Awareness”, “Bus Safety Week”, “School Nurses Week”, “Walk to School Day”, Music Education Week, “Bullying Prevention Month”, “Red Carpet Awards”, “Go Green Campaign”, United Way Drive, etc. (Update each July for the coming school year.)
- Establish written guidelines for the consistent use of the MPS logo, vision and mission statements and any other future district marks. (July 2015 and review annually.)
- Formally establish a schedule for school/district tours for newcomers, military, young professionals, realtors and industry leaders. (Each summer)
- Improve internal communication between departments, schools and the central office.
- Conduct a series of four surveys annually (one per grade level of principals, building level public relations representatives, and one made up of central office administrators ) to discuss communication issues and explore solutions. (Each October.)
- Conduct an annual survey of principals and central office administrators and support staff to measure the effectiveness of internal communication. (Each October.)
- Review and evaluate the effectiveness of current/defunct recognition/incentive programs. Explore strategies that enhance employee morale. (Each summer.)
- Improve parent engagement in schools and across the system.
- Offer support to ensure each school has an active parent/teacher organization.
- Be There Campaign (Launched September 2014) to include Parent Link / Parent University and marketing efforts to increase parental involvement. (Ongoing – review each February.)
- Encourage volunteerism in schools by working with local community groups and local school parent/teacher organizations. (Ongoing – review each March.)
- Work with schools to increase the effectiveness of two-way communication between parents and schools. (Ongoing – research using telephone survey every November.)
- Continue to foster a positive relationship between the media and MPS.
- Offer annual media training to principals/secretaries and building level PR representatives. (Produce video for online training and offer annual training on a PD day to be determined by the PD staff.)
- MPS communication staff will meet annually with local editors and news directors. (Each summer.)
- MPS communication staff will publish and annually update a media guide which includes basic information about the system and a list of procedures for reporters to follow when covering MPS events. (Each summer to use during media visits.)
- Increase the number of community partners system-wide through collaboration with business community.
- 2015 target: increase by 7 percent above baseline
- 2016 target: increase by 5 percent above previous year
- 2017 target: increase by 3 percent above previous year
- 2018 target: increase by 2 percent above previous year
Target Publics
A public is simply a group of people with something in
common. It can be age, race, political beliefs or an interest in any specific
thread that binds a group of people. Each group has a world view and many have
an opinion on public education and MPS.
Each public has leadership – some formal and some informal.
These individuals have influence over their public and are known as key communicators.
MPS communication staff will continue to put together a
comprehensive list of local and state-wide publics that have an interest in
public education in general and MPS in particular. The list will include the
names and contact information of the leadership of each public and any specific
areas of interest in MPS. As issues arise that match those interest, MPS
communication staff will provide information to those key communicators in each
group. Depending on the group and the leader, the information may be channeled
through the superintendent, board or another office within the system. (List
and the effectiveness of the program will be reviewed quarterly.
The MPS communication staff will annually conduct a series
of surveys and focus groups to provide a measurement of the current opinions,
concerns, and desires of the community concerning Montgomery Public Schools.
Every August, a report will be made to the superintendent to document and
report the findings of the research and suggested adjustments to the marketing
and communication efforts to meet our public’s needs and concerns.
Research will include questions to determine opinions on the
level of confidence in the system, perceptions about academic performance, school
climate, safety, communication effectiveness, general views, etc. and explore
ways to improve those perceptions and improve communication.
Annually conduct parent surveys online and using
SchoolMessenger. While this will be an unscientific survey, it will provide an
insight into the general opinions and feelings of the general public.
Annually conduct a series of parent focus groups in each
grade level; elementary, middle and high school. (Baseline groups were
conducted in October 2014.)
Annually conduct a series of employee focus groups: two for
each grade level of teachers, two of principals, one of office support staff,
one of custodial/CNP staff, one of transportation staff, one of operations
staff.
Annually conduct a series of community member surveys and/or focus groups for business leaders, government officials, senior citizens, parents with children in private schools, and young adults with no (or infant) children.
Care will be taken to ensure the surveys and focus groups
are done using standard/proven protocol.
Should funds or donated services be available, these surveys
and focus groups could be conducted by professional firms dedicated to that
work.
Crisis Communication: A separate crisis communication manual
is being prepared and will be in effect for the 2015 school year.
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