IASBO Annual Conference

1. Managing Crisis: Focus on the Message, not the Media Presenters: Melea Smith, Naperville CUSD 203Betsy Boswell, Community Consolidated District 59 Robert Leonard, Woodland District 50 Dr. Julie-Ann Fuchs, Kaneland District 302 IASBO Annual Conference May 20, 2010

2. Naperville District 203 • Some days it seems like crisis is our middle name: • Elementary school fire, set by 9-year-old student • Death of a freshman at Naperville North from H1N1 • Threatening note/4-hour lockdown at Naperville Central High School • Suicide death of a custodian on the NCHS campus • 3 cases of MRSA at Naperville Central this spring

3. What’s the definition of crisis? • An unexpected disruption to the normal flow of business or the school day • An event that requires additional resources, be it manpower or money (and usually it’s both) • Something that causes parents/the public to lose trust, or damages the organization’s reputation/credibility When one or more of these elements is present, there is almost always a crisis brewing.

4. Managing A Crisis Focusing on the Message

5. Would you be prepared for this scene outside your office window?

6. First Things First Convene Crisis Team

7. First Things First Alert Schools to Activate Crisis Plan Alert Transportation

8. First Things First Alert Families Focus on the Message-children are safe in school!

9. Crisis Plan in Action Hard Lockdown vs. Soft Lockdown

10. Crisis Plan in Action Morning Kindergarten Dismissal? Allow parents to collect children?

11. Crisis Plan in Action Continual updates from police Dealing with press-focus on police

12. Crisis Plan in Action Debrief-Lessons learned

13. Lessons Learned: Communicating Change to Families Woodland Community Consolidated School District 50

14. Transportation at Woodland (Unique District Makeup) • 7,250 students--Early Childhood through 8th grade transported daily. • 100% accountability for students (bus stop to bus stop). • 34 square miles, 1,000,000 miles and 89 buses. • Buses typically run up to three routes in the morning and three routes in the afternoon–no down time. • Everyone is offered transportation, 90% use this service everyday. • Changes in any one school impact all others.

15. The Situation: August, 2009 • Committee formed FY09—establish guidelines district bus stops. • To improve transportation efficiencies and reduce student time on buses. • Approximately 30% of bus stops were consolidated. • Lack of sufficient/clear communication with families. • Hundreds of questions and concerns were raised. • Phone calls and e-mails. • Over 300 formal complaints. • Media inquiries • Daily Herald • News Sun • Gurnee Review

16. Our Response • Immediately provide parents with accurate, information; maintain open communication. • Development of Bus Stop Guidelines website: 2,500+ hits • Bus stop guidelines • FAQs • Information flyer • IDOT Guidelines • Contact information • Superintendent held two forums with families • Increased two-way communication with parents. • Email account for Transportation Department • Bcc: Superintendent, Associate Superintendent, Public Information Specialist • Inflammatory e-mails received follow up e-mails or call.

17. Results • Parents in attendance at the forums expressed appreciation for the district’s time and commitment to remedying the situation. • 83%: Handouts provided sufficiently explained the reasons behind the change. • 77%: The meeting was an effective way to voice questions and concerns. • Survey results noted appreciation that concerns were heard. • The Gurnee Review ran a follow-up story. • Noted that nearly 95% of parent concerns had been addressed by the Transportation Department. • Set up phone notification system through current vendor to alert parents of delays or other important news from Transportation.

18. Lessons Learned • Get in front of the problem: Personal attention gains greater respect from parents than memos. • Do not underestimate the impact of change. • Know what you’re facing: Is this a 1st order or 2nd order change? • You probably did not communicate effectively if questions raised were not anticipated. This means you need to proactively communicate the year before. • Know the audience.

19. Lessons Learned • Ask the right questions ahead of time. • Communicate the change more than once, through various channels and over time. • Admit your errors, and then move on. • Face-to-face communication is critical. • Listen to your families. • Should the media get involved, work with them to communicate the correct information.

20. Communicating During a Difficult Situation Dr. Julie-Ann FuchsAsst. Supt. for Business Kaneland D302

21. Challenges for Kaneland • Avoided a teacher’s strike (October 2008) • Two student deaths from a car accident on the way to school (December 2008) • Massive ($4.3 M of $47 M) budget cuts (2009-2010)

22. Successful Communication Strategies • When crisis happens, gather a team to help develop a communications plan specific to the situation • Utilize technology to its fullest potential • Use face-to-face whenever time permits

23. Gathering the team Possible team members to include: • District administrators w/ Admin. Asst. • Principals/Asst. Principals/Athletic Director • Communications/Community Relations Professional • School Police Liaison • Nurse • Psychologist/Social Worker • School Counselors • Technology Director • Transportation Director • Dean of Students • Maintenance Director • Community Outreach Contact • Minister from local church

24. Team Communications What message will you send to the following and who will deliver the message? • Students • (Note: Always remember siblings that may be in a different school) • Parents • Community • Board of Education • Administrative Team • Support Staff • Transportation • Maintenance • Law Enforcement • Press

25. Utilize Technology • Phone blast system (ConnectED) – best investment for communications! • Web site – keep it current by using a date or time log type of page • Electronic newsletter – send out a special edition

26. Face-to-Face • Staff meetings • Home visits • Small, informal meetings • Open door policy

27. Crisis Communications Survival Tips • Determine the impact to the educational day on a scale of 1-3 (minimal to serious). • Figure out who the resident expert is (depending on the situation): who’s informed, believable and capable of giving necessary information to the public/media? • To avoid “creating” news or hyping a story more than necessary, choose an appropriate spokesperson (not necessarily the Superintendent) • Once it starts bubbling, work your practiced crisis plan!

28. Crisis Communications Survival Tips • Determine who is on the scene (police, print media, TV crews) for any given incident. Establish an expectation that all media inquiries will be forwarded to a central command center. • Understand that granting on-camera interviews will always raise the visibility of the situation (just say no). • Know that reporters who are converging like piranha WILL emerge with a story and that you have the chance to shape that story (don’t lose your “window of opportunity”).

29. Crisis Communications Survival Tips • Assign an assistant to take messages and help triage the priority of requests for information. Do not take calls directly, which will put you on the spot. Buy time to research the situation. • Make sure you know the undisputable facts. If you’re not sure, say “I don’t know, but we’re working on finding out and will get back to you when we do know.” • Remember your internal audience – students, staff and parents. Use your tried and true communications vehicles (email, phone call service) to keep all in the loop. Don’t make promises you can’t keep (we’ll update you hourly).

30. Crisis Communications Survival Tips • Don’t undercut building administrators; make sure they know crisis protocol PRIOR to ever having to use it. • In the case of a serious – but specific – situation, consider who has authority, depending on how/where the situation occurred. • In the case of a serious – broad, but non-threatening – situation, the Superintendent should address it. A broad and threatening situation will require involvement by law enforcement. • Always, ALWAYS work with local authorities (police/fire/health department) to determine the best course of action for all involved. Be ready to surrender authority.

31. Questions? Presenters:Melea Smith, Naperville CUSD 203 msmith@naperville203.orgBetsy Boswell, Community Consolidated District 59boswell.betsy@ccsd59.org Robert Leonard, Woodland District 50 rleonard@dist50.netDr. Julie-Ann Fuchs, Kaneland District 302Julie-Ann.Fuchs@kaneland.org