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Communication Audit Report:
Long Beach Unified
School District
National School Public Relations Association
15948 Derwood Road | Rockville, MD 20855 | P: 301-519-0496 | F: 301-519-0494 | www.nspra.org | NSPRAssociation | nspra
Copyright © 2021 by the National School Public Relations Association. All rights reserved. With the exception of the Long Beach Unified School District, no part of this publication may be reproduced or transmitted in any form or by any means without permission from the National School Public Relations Association.
NSPRA Communication Audit Report 2021
Contents
Introduction������������������������������������������������������������������������������������������������������������������������� 4
Key Findings������������������������������������������������������������������������������������������������������������������������ 8
Observations and Comments��������������������������������������������������������������������������������� 13
Recommendations������������������������������������������������������������������������������������������������16-56
Recommendation 1 & Action Steps�������������������������������������������������������������� 18
Recommendation 2 & Action Steps��������������������������������������������������������������22
Recommendation 3 & Action Steps������������������������������������������������������������ 26
Recommendation 4 & Action Steps������������������������������������������������������������ 29
Recommendation 5 & Action Steps������������������������������������������������������������ 35
Recommendation 6 & Action Steps������������������������������������������������������������ 38
Recommendation 7 & Action Steps������������������������������������������������������������� 44
Recommendation 8 & Action Steps������������������������������������������������������������ 50
Recommendation 9 & Action Steps������������������������������������������������������������ 52
Recommendation 10 & Action Steps���������������������������������������������������������� 55
Benchmarking Against NSPRA’s Rubrics of Practice
and Suggested Measures����������������������������������������������������������������������������������������� 57
Appendix����������������������������������������������������������������������������������������������������������������������������60
|3Long Beach Unified School District
by stakeholders as a district strength. Another
strength is the willingness of district leaders,
Introduction including the LBUSD Board of Education and Dr.
Baker, to address communication challenges
The Long Beach Unified School District and continue to strengthen the relationship
(LBUSD) is the third largest district in California between the district and its key stakeholders.
and is in one of the most diverse large cities
Since 1935, the National School Public
in the United States. Its 12,000 full-time and
Relations Association (NSPRA) has been
part-time employees provide educational and
providing school communication training
support services for more than 70,000 students,
and services to school districts, departments
from preschool to high school, in 85 educational
of education, regional service agencies and
facilities located in Long Beach, Lakewood,
state and national associations throughout
Signal Hill and Avalon on Catalina Island.
the United States and Canada. Among those
LBUSD families are diverse, with services is the NSPRA Communication Audit,
approximately 58 percent of the student which provides:
population identifying as Hispanic, 12 percent
y An important foundation for developing
as Black, 12 percent as white and another
and implementing a strategic
17.2 percent as multiple races and ethnicities.
communication plan.
Of note, the number of Cambodian residents
within the district is the largest single y A benchmark for continuing to measure
population outside of Cambodia. Dozens of progress in the future.
languages are spoken by students, to primarily
include Spanish and Khmer. More than 13 In serving LBUSD, the goals of the NSPRA
percent of students are English language Communication Audit process were to:
learners and 62.3 percent have been identified
y Seek data, opinion and perceptions, and
as socioeconomically disadvantaged.
from these to assess the effectiveness
The district continually is evolving to meet and management of public relations,
the needs of the broad diversity of students and marketing and engagement efforts in the
families it serves. Its efforts were recognized school district; and
in 2019 by the Learning Policy Institute,
which found that Hispanic, white and African y Provide customized recommendations on
American students in LBUSD achieve at strategies and best practices to enhance
higher than predicted levels. LBUSD also was the overall communication program.
recognized as a high-performing school system The observations and recommendations
in a 2012 Global Education Study by Battelle included in this report should be reviewed
for Kids. Yet the district is facing significant carefully. Whether they pertain to the work
declines in enrollment, with a loss of nearly of the Public Information office, Marketing
6,000 students between 2015 and 2020. and Media Services or any other department
Jill Baker, Ed.D., began her tenure as or individual school, they are intended to help
LBUSD superintendent in July 2020 amid a LBUSD improve the effectiveness of current
global pandemic that already had shut down communications, engagement and marketing
in-person learning for months. Dr. Baker, efforts and to support its commitment to
who spent her 28-year education career in continuous improvement.
LBUSD, followed two superintendents with It is difficult to measure public relations
nearly 30 years of longevity in the post. In overall, but individual elements can be
a profession where the national turnover of assessed. It can be determined whether specific
large district superintendents is about five program goals and objectives have been met
years, this consistency in leadership is seen for example. The real measure of success,
4|NSPRA Communication Audit Report 2021
though, is whether the communication program
is helping the division move forward on its
Scope and Nature of the Audit
stated mission. Accordingly, in developing A communication audit of LBUSD enables
recommendations, the NSPRA auditing team the district to view its communication from an
reviewed the perceptions of the focus groups outside, independent perspective. The NSPRA
and the resource materials in light of the consultants for this communication audit were
district’s vision, mission, beliefs and goals. Tim Carroll, APR, and Elise Shelton. Their vitae
are included in the appendix of this report.
Guiding Definition Materials Review
Since 1935, NSPRA has worked with school The first step in the communication audit
systems, education organizations and agencies involved the Public Information office,
throughout North America to advance the Marketing and Media Services, and district
cause of education through responsible public leaders in Equity and Engagement and Equity
relations, communication engagement and Access submitting samples of materials used
marketing practices. In doing so, NSPRA uses to communicate with various internal and
the following definition as a foundation for all external audiences (e.g., LB School Bulletin,
educational public relations programs: Building Success Annual Report, strategic plan
Educational public relations is a planned, brochure, Right To Know parent newsletter,
systematic management function, designed Parent University fliers). The auditors conducted
to help improve the programs and services a rigorous review of these materials as well as
of an educational organization. It relies on of the district and school websites and social
a comprehensive, two-way communication media.
process involving both internal and external These digital and print materials were all
publics with the goal of stimulating better examined for effectiveness of message delivery,
understanding of the role, objectives, readability, visual appeal and ease of use. In
accomplishments and needs of the addition, the auditors reviewed the district’s
organization. demographic data, strategic plan, news coverage
Educational public relations programs assist and digital communication analytics.
in interpreting public attitudes, identify and
Virtual Focus Groups and Interviews
help shape policies and procedures in the
public interest, and carry on involvement The core of the communication audit is
and information activities that earn public the virtual focus group component designed
understanding and support. to listen to and gather perceptions from the
district’s internal and external stakeholders.
The auditors met with 22 focus groups on
Opinion Research as a January 11-19, 2021, and conducted interviews
Foundation with the superintendent and communications-
related staff on December 7-8, 2020.
An NSPRA Communication Audit provides
information about attitudes, perceptions and For the focus groups, district officials
the effectiveness of current public relations, identified and invited as participants those
engagement and marketing efforts, and offers who could represent a broad range of opinions
recommendations to enhance or expand the and ideas. Each group met for an hour (with
overall program. The audit also provides a the exception of one group, which met for 90
benchmark for continuing to measure progress minutes, where translators of Spanish and
in the future. The development of any effective Khmer assisted) and was guided through a
communication program begins with opinion similar set of discussion questions on a variety
research. of communication issues. Participants were
|5Long Beach Unified School District
assured their comments would be anonymous and communication programs. It is also
and not attributed to individuals if used in the assumed that they wish to view the school
audit report. district and its work through the perceptions of
others, and that they would not enter into an
The stakeholder groups represented in the
audit unless they were comfortable in doing so.
focus group sessions and interviews included
the following: However, some caution should be observed
regarding the nature of such a review. Whenever
y Parents opinions are solicited about an institution
y Business leaders, community leaders and and its work, there is a tendency to dwell on
school partners perceived problem areas. This is natural and,
indeed, is one of the objectives of an audit.
y Students Improvement is impossible unless there is
information on what may need to be changed.
y Teachers It is important to note that perceptions are
just that. Whether or not they are accurate,
y Central office and school administrative
they reflect beliefs held by focus group
assistants
participants and provide strong indicators of
y Principals the communication gaps that may exist. It is
also a “snapshot” or view of the district at the
y Department directors, managers and time of the audit, and some situations may
supervisors have changed or been addressed by the time the
report is issued.
y School counselors and nurses
This report is intended to build on the many
y Executive staff positive activities and accomplishments
y Board of Education members of the district and its Public Information
office and Marketing and Media Services by
Following the review of materials, focus suggesting options and considerations for
group discussion comments and interview strengthening the overall communication
feedback, the auditors identified key findings program. Recommendations are designed to
and prepared recommendations for improving address gaps and assist LBUSD leaders’ efforts to
two-way communication and engagement with communicate consistently and effectively.
the district’s internal and external stakeholders.
The recommendations are based on proven
strategies used in successful communication Considerations for Implementing
programs by school systems around North Recommendations
America and are reflected within NSPRA’s
The recommendations in this report address
Rubrics of Practice and Suggested Measures
immediate communication needs as well as
benchmarking publication.
those that are ongoing or that should receive
The final report was carefully reviewed and future consideration as part of long-range
edited by NSPRA Executive Director Barbara M. planning. Some recommendations may apply
Hunter, APR, and Associate Director Mellissa only to those with formal communication tasks,
Braham, APR. and others may apply to additional departments
or all staff. Some recommendations may be
implemented right away, and others may
Assumptions require additional staff capacity or financial
It is assumed that school systems undertake resources to undertake while maintaining
communication audits because they are existing programs.
committed to improving their public relations
6|NSPRA Communication Audit Report 2021
This is a long-term effort in which the report
should serve as a road map for the future.
Communication programs in any
organization are most successful when treated
as a management function that is planned,
evaluated and regularly updated. With this
NSPRA Communication Audit Report, LBUSD
now has the research and guidance necessary
to more effectively manage its communication
with key stakeholders.
Copies to participants
Participants were generous in sharing their
thoughts and ideas during the focus group
sessions. They were also interested in finding
out the results of the communication audit.
Because of their high level of interest and
involvement, along with the importance of
closing the communication loop to build trust
and credibility, NSPRA recommends that the
findings of this report be shared with focus
group participants.
|7Long Beach Unified School District
District Image Challenges
Key Findings y Many of the district’s challenges from
March 2020 through the time of this audit
The following key findings reflect common relate to the pandemic. Concerns repeatedly
themes that emerged from the focus group were voiced about the disparity of students
discussions, one-on-one interviews and review who don’t have internet connectivity for
of district materials. online learning, and parents who may not
have the necessary devices with which to
District Image Strengths monitor their child’s progress.
y When focus groups were asked about the y The strength of diversity in the district has
strengths of Long Beach Unified School brought with it the need to communicate
District (LBUSD), the most common answers in the various languages spoken by parents,
were diversity and equity, a focus on most frequently Spanish and Khmer,
helping all students succeed, excellent but also Vietnamese, Bengali, Mandarin,
resources and professional training for Samoan, Tagalog, Thai and Russian. A need
teaching staff, leadership opportunities, a for access to translation services for parent
high graduation rate, meeting the needs of materials was often mentioned by staff,
student subgroups, supportive community, who noted that timeliness is a barrier to
continuity in leadership and the positive circulating important information. In focus
feeling of Long Beach as a “little big town.” groups, both parents and staff agreed that
students are too often depended upon to
y Specifically, other strengths named by
interpret information for their parents.
the participants were the wide choice of
high school pathways, dual immersion y The pandemic has restricted the
programs, providing technology to superintendent from holding face-
students, comprehensive offerings in to-face meetings with stakeholders.
Parent University and the use of data in Focus group participants noted that the
decision making. current superintendent’s predecessor
held frequent in-person meetings with
y More general comments focused on the
stakeholders. Focus group participants were
family atmosphere; the longevity (low
understanding of why this was not possible
turnover) of employees, who also live in the
during the pandemic, but some felt that a
community; and doing things “The Long
more frequent live online interaction could
Beach Way.”
have been a substitute in the interim.
y Community trust was touted by staff
focus groups, and auditors found further
Communication Strengths
evidence in the successful LBUSD bond y Focus groups indicated that the work
measures, with 75 percent public support produced by the Public Information office
for a $1.5 billion school bond measure in and Marketing and Media Services was
2016 and 71 percent support for a appreciated and valued.
$1.2 billion ballot initiative in 2008.
y Administrators in the focus groups
y Auditors saw that LBUSD offers a believed the two departments providing
comprehensive number of parent communication support, the Public
workshops with livestream options in Information office and Marketing and
English, Spanish and Khmer. Media Services, would be available in times
of crisis.
8|NSPRA Communication Audit Report 2021
y Focus group participants generally noted a y Focus group participants and interviewees
highly effective roll out regarding COVID-19 expressed concerns about communication
communications, with information posted timing and identification of the appropriate
on the website, issued via communication vehicles for relaying important information.
tools such as SchoolMessenger and shared They also sought a better balance between
via video updates from the superintendent. “too much communication” and “not
enough communication.”
y Many focus group participants were able
to recall multiple platforms with which the y Several participants in the staff focus
district communicates. groups felt that information from Board
of Education meetings was not readily
y Several staff members said they viewed available. They said that they look to local
and appreciated the streamed Board of media online resources (Long Beach Post)
Education meetings. for that information.
Communication Challenges Internal Communications—Employees
y The structure and workflow of y Internal focus group participants expressed
communications in LBUSD is complex. support for the superintendent and the
y Focus group participants voiced concerns district administration, and they noted the
about the timeliness of district website communication challenges inherent in a
information and updates to school building pandemic.
webpages. Under the current structure of y Both elementary and secondary principals
the Public Information office, only one commented that the Public Information
staff member has access to update all office and Marketing and Media Services
district website content. School pages are are very supportive and helpful when
managed at the school level. asked. They appreciated the departments
y Not all staff with communication “getting the word out” and felt the staff
responsibilities have a written job would readily assist in a crisis situation.
description that outlines those y Auditors observed a general perception
responsibilities, as is the case for the among staff focus group participants that
Marketing and Media Services assistant communication with internal publics could
director. In addition, some descriptions be improved. “Much of the public relations
have not been updated in some time and efforts are directed to the parents and
so do not reflect current responsibilities social media,” noted a staff member in one
or best practices in communication. illustrative comment.
For example, the actual duties for the
webmaster have far outpaced those y There was a feeling among staff
outlined in the current job description, members that central office decisions
which was created in 2005. were not communicated down to school
administrators and teachers in a timely
y The two offices directly responsible manner.
for district communications—Public
Information and Marketing and y Comments from teachers and principals
Media Services—also collaborate on indicated that there is a greater need
communications for Equity, Access, to involve staff in decision-making,
College/Career Readiness and for particularly when decisions impact staff.
Organizational Equity and Engagement, When input is requested, staff members
which includes the district’s felt that the recommendations were not
Education Foundation. included in the decision-making process.
|9Long Beach Unified School District
y The focus group of teachers felt that there y Use of the website and social media was
was a need for more information about sporadic among employees in focus groups.
what’s going on in the school district
and what impacts their jobs. The Canvas External Communications—
management system and the asynchronous Parents and Community
learning attendance changes were given
y Inconsistency in teacher-to-parent
as examples of not providing timely
communications was identified as a
information or not giving the rationale for
problem by principals, teachers and
decisions affecting staff.
parents. The comments centered on
y The School Bulletin employee newsletter different tools teachers are using such as
was not widely read. Reasons cited were Remind, Bloom and Canvas. Apparently,
lack of relevance “to my job” and the links most campuses allow teachers to choose
that take readers to different levels of their own system, which leads to multiple
staff intranet webpages. Employees in the portals for parents with several children.
focus groups said they typically get school It was especially a concern/frustration of
district news from sources other than the parents in the focus groups.
employee newsletter. The need for a more
y Parents, parent liaison representatives
visible and relevant employee newsletter
and students identified frustrations in
was expressed.
school-to-home communications, whether
y Paraprofessional group members were from lack of understanding of how to
frustrated by inconsistent communications use a program (e.g., Canvas, Zoom) or lack
from different departments. Principals of internet access. With the majority of
also indicated that communications from messages only on an online platform due
different departments was not consistent. to COVID-19 safety restrictions, information
equity gaps appear to have been created.
y Email communication internally
was identified as a problem by staff. y While the district’s communication plan
The number of emails from different supports Goal 5 of the LBUSD strategic plan
departments was cited as a problem by in supporting effective communication
campus level administrators. Teachers throughout the district, and identifies
indicated that they were often confused parents/guardians as a key audience,
by conflicting emails. They also said auditors identified a need for a more
that emails of varying importance come strategic plan to reach them through
through different channels: Outlook, MyPD communications.
and Canvas.
y Participants in the parent and community
y When asked how they receive school partner focus groups said they would
district information, the internal focus welcome learning more about LBUSD, but
groups said they receive most school they observed that locating the information
district information by email and then was sometimes a barrier. Sometimes that
word of mouth from supervisors. Several difficulty was identified as being due to
cited the Long Beach Post and various language and sometimes it was due to
community social media as their source of unfamiliarity with which platform was
school district information. Weekly updates being used, according to comments.
and communications from the mayor of
Long Beach were also identified as a source
for school district information along with
regular communications from the union.
10 |NSPRA Communication Audit Report 2021
Website boundaries and registration procedures
require multiple clicks to find.
y Multiple focus group participants felt the
COVID-19 information provided on the y Bond updates are communicated on a
district website was helpful and up to date. dedicated sub-site https://lbschoolbonds.
net/ and through a Building on Success
The responsive design of the site e-newsletter, both of which are developed
works well on handheld devices and through the support of a communications
meets the Web Content Accessibility coordinator position created in 2019.
Guidelines. The bond website includes work photos,
With the exception of news releases, project details and schedules, fact sheets,
the website is mostly static. Information details on information sessions and more.
is not updated in several areas. Auditors found it to be very thorough,
Only one person is able to update clear and concise, with information
most sections of the district website to keep voters apprised of the school
site, which focus group participants district’s ongoing efforts to build and
noted as causing time delays in getting upgrade school facilities using bond funds.
information deployed. Social Media and Video
y Campus leadership felt they did not have y LBUSD has a social media presence on
the staff time to properly manage their Facebook, Twitter and Instagram, but
school webpages. The quality of the focus group participants rarely mentioned
webpages varies from campus to campus, district social media as a go-to source of
apparently based on who is editing the site. information. The three platforms each have
y Individuals in many focus groups felt about 4,500 followers. The district also
that the district website was difficult to maintains a YouTube channel, with about
navigate. Some noted that LBUSD staff 6,800 subscribers, where it posts all videos,
who know which words to search for including school board meetings and
in the index don’t have a problem, but messages from the superintendent.
those who don’t know the key word have y Parents in the focus groups said they
difficulty locating helpful information. don’t see district social media as effective
Office staff members found it hard to grab communication for themselves, and
facts and figures quickly when getting students thought it would be more effective
requests. if students pushed the content.
y Some focus group participants commented y In general, the level of engagement with
that the search function draws too many district social media depends on the
results for simple requests. nature of the content. As the district
y Focus group participants generally liked communicated COVID-19 information and
the A-Z Directory, but some stated that plans for opening schools, the engagement
they would have preferred it be broken numbers on district social media
into categories first and acknowledged significantly increased. Content including
that it worked best for “insiders” who messages from the superintendent and
already understand how the district works. COVID-19 updates were the most followed.
y There is enrollment information on the y Many focus group participants mentioned
district website, but access to data such that Superintendent Baker’s videos were
as such as test scores, demographics, helpful.
| 11Long Beach Unified School District
y The Parent University video catalogue was
also commended for its insight and ability
to be communicated in three languages.
y Student focus group participants indicated
that they don’t follow LBUSD social media,
but they suggested having students create
content and tag LBUSD for cross promotion.
Students noted that one high school junior
had set up an Instagram page to post key
deadlines of which students should be
aware.
Future Communication Challenges
y A final question in each focus group asked
about the major communication challenge
facing the district in the immediate
future. While there were many and varied
responses, the most frequent centered on:
How best to communicate in a
paperless system since not all
stakeholders have internet access;
Multiple online communication
tools have created confusion and
frustration;
A need for more intentionality in who
receives messages first and what the
message is;
Being able to make communication
preferences known before receiving
information;
Managing email overload; and
Crafting quality messages that are
written with the audience in mind.
12 |NSPRA Communication Audit Report 2021
Observations and Comments
Following the conclusion of the y If improving academic performance
comprehensive communication audit process, is a priority key message for the
the auditors offer these general observations district, awareness of that message and
and comments: communicating it should be a priority for
all staff. Academic performance was not
y Long Beach Unified School District (LBUSD) identified as a strength or a challenge by
is an excellent school district academically any of the focus groups. More strategic
as demonstrated through its numerous communication efforts can help build
awards. This is a boon for communication awareness of this board goal internally and
efforts because it is easier to manage a externally.
communications program and to maintain
supportive relationships with school Public Relations
stakeholders when the perceptions of the
staff and community are positive. y Two different departments handle district
communications. The Public Information
y Stability in school board leadership and office handles corporate communications,
superintendent tenure is a strength, as is media relations and website content, while
a high teacher retention rate. Frequent Marketing and Media Services coordinates
changes in leadership often lead to public video, social media and special marketing
relations problems, but the news that projects. Having separate departments
LBUSD generates is overall positive or sometimes duplicates efforts, serves as
neutral. a barrier to projecting a unified message
and may be the reason for the lack of
y Work of the Public Information office an overall communication vision. The
and Marketing and Media Services is offices work closely together but some
acknowledged and respected. The staff responsibilities seem parallel to each other
members’ willingness to help, especially rather than combined for a common goal.
at the campus level, was noted by campus
administrators and other staff members. The large and diverse nature of the Long
Marketing and Branding Beach community makes it important
to consider how best to target messages
y The school district does not have a and communication delivery vehicles
unifying message or brand. Marketing to these varied audiences. Today a “one
is largely directed at recruiting new size fits all” approach engages none. In
families, but a marketing program can addition, LBUSD can better market its
also build support and pride among staff value proposition with families, who are
and existing families. These stakeholders seeking a quality education program, by
can serve as brand ambassadors in the maintaining high visibility for positive
community to help attract (and maintain) success stories and innovative programs
potential new employees and students. that elevate its brand.
y In reviewing materials from across the Auditors believe these challenges and
district, there appears to be no consistent, opportunities warrant ongoing, high
recognizable brand for the district as a level, strategic collaboration across public
whole. Printed collateral materials should information and marketing efforts in order
have a cohesive design, and a LBUSD Brand to manage the complex communication
Standards Guide should be developed.
| 13Long Beach Unified School District
challenges and opportunities facing large an internal Public Information document
urban systems today. that breaks down the role of each staff
member in various crises.
y Because of his longevity in the district, the
public information director and his staff y Internal communication efforts should
have absorbed many responsibilities over receive more attention and strategic focus.
the years that now should be evaluated, During focus group conversations, staff
prioritized, and if appropriate, considered indicated there is a lack of information
for reassignment to other departments they need in the formats they prefer. This
or for elimination. Reprioritizing work has contributed to some staff feeling
from the office should be done so that not in the loop on district or school
more strategic activities can be pursued, information and not included in important
as recommended in this report. Auditors’ decisions that affect their work. Some staff
observations and conversations with are overwhelmed by the volume of email
communications staff suggest that they communication, and some are confused
are operating beyond capacity to try to by conflicting information or competing
stay on top of the myriad communication sources for that information. This creates
demands that must be addressed daily. a void of staff knowledge that makes them
The same can be said of Marketing and less effective as district ambassadors.
Media Services, where the assistant
director is the sole manager of all LBUSD y The district’s online presence can and
social media platforms and podcasting should be strengthened. Working in the
in addition to other critical duties, district’s favor is the fact that the current
though the position does not have a job website design is mobile responsive and
description. set up to meet Web Content Accessibility
Guidelines. Yet focus group feedback and
y There is an overemphasis on one- the auditors’ analysis suggest multiple
way communication (i.e., pushing areas for improvement. For example, basic
out information) rather than on two- facts are not easy to locate, much of the
way communication (i.e., exchange of content and imagery is dated or largely
information between the district and its static, and video as a communication tool
stakeholders). One-way communication is underutilized.
tools such as e-newsletters and static
website postings are important sources of
information for stakeholders, but engaging
stakeholders in two-way conversations
can strengthen relationships, build
mutual understanding and create trust.
Community engagement is a priority
of the district, but it is being managed
independently by several departments.
From a communications perspective,
there needs to be more coordination and
strategy.
y There needs to be a more detailed
crisis communication plan. LBUSD has
a comprehensive crisis management
plan in place (EOC – MMA) that includes
the Public Information office in a key
communications role. What is needed is
14 |NSPRA Communication Audit Report 2021
Analysis
The auditors have identified the following LBUSD to achieve its communication goals. Each
items as strengths, weaknesses, opportunities item is addressed in the recommendations of
and threats (SWOT) affecting the ability of this report.
Strengths Weaknesses
y Staff and parents expressed pride in y Stakeholders shared that confusion
LBUSD academic options; the district’s sometimes occurs on who “owns” a
diversity; and the promotion of equity. message, resulting in timing challenges.
y LBUSD implements a wide array of y Clear structure and organization of
communication tools. communication flow was expressed as a
Internal
concern.
y Superintendent Baker received
appreciation for her intentional y The LBUSD website was often mentioned
communications with staff and parents as non-intuitive in searching for key
in her biweekly video messages. (These information.
became weekly video messages in late
February.) y There may be an overreliance on
electronic communication tools,
leaving out families and community
stakeholders who lack the necessary
resources to connect to those tools.
Opportunities Threats
y Many stakeholder groups said they y Without question, the global pandemic
often learn of district news through has hindered direct and face-to-face
External
outside social media news outlets. communication, causing a multitude of
communication frustrations.
y Community and partner organizations
said they want to know more about y Offering opportunities for stakeholder
LBUSD, sharing concerns about having engagement is especially critical
to search and seek out news and as student enrollment has trended
information. downward in LBUSD.
| 15Long Beach Unified School District
Recommendations
This NSPRA Communication Audit Report Public Information and Marketing and Media
offers recommendations—informed by auditors’ Services staff have accomplished a great deal in
research and communication best practices—to LBUSD. The following recommendations focus
address immediate communication needs in on areas for improvement or growth in the
Long Beach Unified School District (LBUSD) as district’s overall communication program, but
well as those that are ongoing or should receive that should not detract from the many positives
future consideration. They are presented with coming from those two offices.
the intention of helping LBUSD to not only
In fact, many of the recommendations will
improve current communication efforts but also
require commitment and participation from
to look ahead to the future. This is a long-term
the entire LBUSD administrative team—at
effort, and the report is intended to serve as a
the district and school levels—if the district
road map the district can use as a resource to
is to realize meaningful improvements in
maintain and increase the effectiveness of its
its communication program. Administrators
communication program.
should be accountable together for improving
Effective communication is listed as a communication districtwide and may need to
priority in the LBUSD Strategic Plan main goals. take the lead in some of the areas addressed in
Responsibility for achieving that goal falls to this report. District leaders should review the
multiple departments and schools, but at the recommendations in this light and consider
district level, it primarily rests with the Public how some communication responsibilities
Information office. The LBUSD Communication and tasks might be distributed among
plan, developed by Public Information, administrative teams.
addresses communication collaboration across
There are many recommendations that
the following departments: Research and School
apply to all departments and schools that
Improvement; Technology and Information
LBUSD can begin implementing right away.
Services; Facilities Development and Planning;
However, it would be unreasonable to expect
the deputy superintendent (includes Equity,
Public Information and Marketing and Media
Access and College/Career Readiness;
Services to undertake more than two or three
Organizational Equity and Engagement;
of the major recommendations in a year while
and Business Engagement and Strategic
continuing to maintain existing programs.
Partnerships); and the Office of Curriculum,
New communication components will need
Instruction and Professional Development. The
to be introduced when budget, resources and
district also has a Marketing and Media Services
staff capacity allow. In addition, some of the
department, and separately, a draft plan for
recommendations would not be practical
marketing was provided for the auditors’ review.
during the ongoing pandemic under current
Currently, Public Information handles social distancing restrictions. Therefore, some
corporate communications, media relations recommendations may be planned now and set
and website content, while Marketing and aside for a more “normal” school year.
Media Services coordinates video, social
This report can serve as a planning guide
media and special marketing projects. These
for the next several years to help keep
two departments meet weekly, but this audit
communications work on track and positioned
report includes a suggested organizational
for success.
structure that would facilitate more effective
communication and collaboration across all of
the district’s official communication functions.
16 |NSPRA Communication Audit Report 2021
Summary of Recommendations
1. Strengthen the value and usefulness of LBUSD’s communication plan by including measurable
objectives and research-based strategies.
2. Increase alignment of the varied communication service areas and staff to maximize the
effectiveness of the district communication program.
3. Expand LBUSD’s inclusive culture for diverse families to its expectations for all communication
practices.
4. Make internal communications a priority.
5. Strengthen the engagement of staff members in the district’s decision-making process.
6. Enhance LBUSD’s use of digital communication tools to strengthen their effectiveness.
7. Incorporate marketing strategies into a strategic communication and marketing plan.
8. Create a network of key communicators.
9. Expand and enhance Board of Education communications.
10. Include students in delivering the LBUSD message.
| 17Long Beach Unified School District
For example, focus group feedback on the LB
Recommendation 1: School Bulletin suggests it may be less effective
than desired at keeping internal stakeholders
Strengthen the value and informed. A strategic communication plan
usefulness of LBUSD’s can establish expectations by which projects,
communication plan by including programs and activities will be measured to
measurable objectives and determine their relative value.
research-based strategies. Charting a clear course for current and
future communication needs, as well as
being responsive to the direction of the
In Long Beach Unified School District, the district, will ensure that LBUSD leadership is
Public Information office has a communication communicating the right message to the right
plan in place that is guided by the district’s constituency using the right communication
strategic plan and fosters collaboration with tactics. A strategic plan also will help ensure
certain departments. While the current the development and dissemination of key
plan lacks research-grounded strategies and messages critical to the district’s mission
sufficient measures for evaluating successful and goals. One significant finding of this
outcomes, there is an opportunity to build on communication audit was that although
this foundation to develop a more strategic and information is shared regularly from Executive
measurable plan. Such a plan would help staff Cabinet, there is often a breakdown in
keep their daily work aligned with departmental communication as the information works its
goals while improving the effectiveness of the way through all levels of the school system.
district’s overall communication program. A strategic communication plan can make it
A strategic communication plan, informed by clear which roles communication staff and
research and guided by communication-specific administrators share in helping to ensure that
goals and measurable objectives, should serve key information is shared throughout LBUSD.
as the framework for determining priorities A strategic communication plan provides
that drive the work of the communications transparency with district leaders and
team. The findings and recommendations accountability for communication staff. It is
in this report should serve as a foundation both a guide for staff members’ work and a
for the plan’s development, particularly in vehicle for reporting on progress. However, it
the identification of plan objectives and the is important to remember that school systems
selection of strategies. A comprehensive exist in an ever-changing environment,
plan – blending public relations, marketing, impacted by community, state and federal
digital media and engagement efforts – influences. Creating a flexible and dynamic plan
should demonstrate how projects, tasks and that allows for the impact of these influences
responsibilities align with the district’s strategic will benefit LBUSD and the families that it serves.
goals and provide clear direction for prioritizing
the work of the team.
Action Step 1.1
In listening to communication staff talk about
their work, valuable time often is dedicated Follow the four-step strategic PR
to tasks that have always fallen under their planning process.
purview though such tasks don’t necessarily
contribute to achievement of overarching A strategic communication plan adheres
goals. When identifying priority areas for to the four-step strategic communication
communication, staff may discover a need to planning model. The four steps outlined here
abandon projects or activities that are good constitute a planning process based in sound
practice but not high priority (Action Step 2.2). public relations theory. Begin transforming the
18 |NSPRA Communication Audit Report 2021
#
1
current communication plan into a strategic
communication and marketing plan by
following these four steps:
y Research all public relations, marketing
and engagement activities currently Strengthen the value
happening in LBUSD; stakeholders’ and usefulness
communication needs and wants; and
the problems and opportunities now of LBUSD’s
facing the district that could be addressed
through communication. This research
communication plan.
will create a more accurate picture of
and communication preferences,
how communication is integrated into
drawing many such details from this
district and school operations. It also will
communication audit report. Similar
show the scope of responsibilities for
to the focus groups convened for this
communications staff and help identify
communication audit, stakeholder groups/
areas where they can provide assistance,
target audiences should include:
support and/or training to schools
and other departments. This NSPRA Parents (may be broken down by grade
Communication Audit is an excellent levels, “involved” and “non-involved,”
starting point on that research, with its non-English-speaking, etc.);
findings on district perceptions and the Newcomers such as families and other
communication preferences of parent and residents new to the community;
staff stakeholders.
Students such as high school student
y Plan for how to address the problems government leaders or active club
and/or opportunities identified through members;
research by first setting longer-term Employees (teachers, principals,
communication and marketing goals. administrators, central office staff,
With goal setting, think of a future state other support staff);
for the district and its communication
Business and community partners
program that you hope to achieve. Keep
such as civic leaders, faith community
in mind that planning does not mean
leaders, vendors/boosters, scholarship
that communications staff are solely
providers, Realtors, volunteers and
responsible for implementing all elements
others active in the schools and
within the plan. All district and school
community;
employees contribute to and have a
responsibility for the communications Elected officials in state and local
and marketing of Long Beach schools, so government (Long Beach Mayor Robert
some elements of the plan may require Garcia was identified in focus groups as
collaboration with other operational areas being an effective communicator.);
beyond communications. “Empty nesters,” seniors and other
community members without children
In the plan, be sure to identify affected in LBUSD; and
stakeholder groups/target audiences and
the best ways to reach, build relationships Media representatives such as local
with and attract them. Define the print, broadcast and digital news
demographic and psychographic reporters, including for stations
characteristics of each main audience, and platforms that have formats for
including their attitudes, concerns speakers of Spanish and Khmer.
| 19Long Beach Unified School District
Focus around key messages to disseminate Areas to be considered for expenditures
to each target audience. Key messages could include:
should be “sticky”—memorable and Equipment/software licensing;
relevant to the audience. Aim for a
maximum of three key messages per Materials and supplies;
individual program, campaign or initiative. Printing and duplicating;
For example, initial messaging could Advertising;
address how LBUSD is taking proactive
steps to improve communication, Professional development;
provide transparency to build trust, and Staff travel (post COVID);
demonstrate progress toward achieving
Subscriptions;
the strategic plan goals.
Professional dues/fees; and
The plan also should articulate objectives
Additional staff members or contracted
for communication and marketing based
services.
on desired changes in awareness levels,
knowledge levels, perceptions and/ y Implement the plan and begin
or behaviors of key audiences (Action communicating with specific tools
Step 1.2). The objectives should be on an established schedule. The
measurable in order to evaluate the plan’s recommendations included in this report
effectiveness. For example, measurable provide some direction for identifying
objectives might call for: communication activities to accomplish
A desired percentage increase in the desired outcomes. Other ideas
positive statements from employees may come from discussions about key
about “being well-informed,” which messages related to the strategic plan or
could be measured via a survey; or from a group such as a communication
advisory council. Responsibility must be
A desired number of people who
assigned to someone for each action step
agree to serve on a Key Communicator
to ensure accountability and completion.
Network (also discussed in this report).
Identify the strategies to use to achieve y Evaluate the outcomes, whether
objectives and the tactics/tools for measurable objectives were achieved and
accomplishing each strategy. (Focus the success of the strategies and tactics
communication strategies and tactics used. (This step is often overlooked by
on increasing outreach, engagement school districts, yet it will be critical in
and two-way dialogue rather than demonstrating the impact of strategic
simply on broadcasting information.) communication in helping LBUSD achieve
Delineate specific tools and tactics for its strategic plan goals.) When initially
each stakeholder group/target audience. writing up the plan, be sure to identify
Identify needed resources to deploy tools/ evaluative measures to use at a later date
tactics and how they will be acquired. to determine whether the articulated goals
and measurable objectives were achieved.
A timeline to achieve the desired Those evaluative measures might include
outcomes should be set to ensure effective survey responses, participation numbers,
and efficient delivery of information. It election results, user analytics, etc.
should include starting dates for actions to
be taken, dates for objectives to be reached Regular evaluation of all communication
and dates for evaluation to be carried out. activities should take place throughout the year
to refine the plan and consider the addition
A budget that notes the resources needed or elimination of tactics and strategies as
is the final step of plan development.
20 |NSPRA Communication Audit Report 2021
necessary. The communication plan must be Action Step 1.4
a dynamic document that can be updated as
needed. Plan a communications team retreat
to evaluate current efforts.
Action Step 1.2 A planning retreat, whether virtual or
Include “SMART” objectives in in person, can be an effective way to give
communication planning. communications staff time to delve into the
intensive discussion, analysis and “give and
The strategic communication plan must take” necessary to evaluate the success of
include SMART (specific, measurable, ambitious current communication activities. This will
but attainable, results-oriented, and time- provide a solid starting point for developing the
bound) objectives for each goal. This will allow strategic communication and marketing plan
LBUSD to determine whether a communication and for ensuring all staff understand and own
activity is successful, needs additional resources their roles in the implementation of that plan.
or should be eliminated. When held annually, a departmental retreat
allows communication staff to review, plan and
An example of a SMART objective is, “By brainstorm activities, events and storytelling
[date], 80 percent of staff will indicate they opportunities.
are familiar with the five goals of the Board
of Education’s strategic plan.” In contrast,
an objective that only aims to “create Action Step 1.5
awareness”cannot be effectively measured. Create a crisis communication plan.
Measurable objectives will increase the
accountability of communication efforts. Auditors’ analysis did not yield any formal
Results-oriented, outcome-based objectives will plan for how crisis communications is handled
enable LBUSD to better demonstrate its return by communication staff. Crisis communication
on investment of resources (funds and staff plans may be separate from or embedded
time) spent on communications. within existing crisis management plans, but
they should be very specific about which staff
Action Step 1.3 member(s) is responsible for disseminating
communications during a crisis when, how
Create mini communication plans for and to whom. In addition to the LBUSD crisis
new programs and initiatives. management plan (EOC – MMA), consider
developing an internal document that details
Where an annual or multi-year strategic what each communication staff member will
communication and marketing plan serves as do in the event of a district or school crisis. For
an overall guide for district communication example, if a serious bus accident occurs and
efforts, a major initiative may require its own media coverage at the site is expected, which
mini communication plan. Such a plan is more staff member drives to the site? Who will
narrowly focused, but it still follows the best answer news media calls, who will answer calls
practices as outlined in the preceding four-step and social posts from the public, and how will
strategic planning process. Consider developing they all stay consistent in their messaging? If an
a mini plan template that communications staff earthquake shut down a school, what would the
can use whenever they are asked to consult role be of each communication staff person in
with another department or a school building to that scenario? Some school districts create a flip
help them communicate about a new program book that be scanned by any communications
or service. staff member. Auditors recommend reviewing
this plan annually as staff roles and
organization change.
| 21Long Beach Unified School District
charter schools, private schools and virtual
Recommendation 2: learning alternatives—makes it essential that
LBUSD elevate the marketing of its brand
Increase alignment of the (Recommendation 7) to families seeking a
varied communication service quality education for their children.
areas and staff to maximize the Consideration must be given to how LBUSD
effectiveness of the district can create the capacity needed to maximize the
communication program. effectiveness of its marketing efforts and to
strategically focus its communication efforts, in
alignment with the LBUSD Strategic Plan. While
Long Beach Unified School District currently having adequate capacity is often a function
manages its communication functions of staffing levels, it can also be improved
through a Public Information office and through rethinking how work is prioritized.
the separate Marketing and Media Services. This concept is addressed throughout the
Public Information, led by a director, largely recommendations in this report. The ability
coordinates media relations, major internal to improve the strategic focus, though, relies
and external communications, website content both on improved strategic communication
and communications support for executive planning (Recommendation 1) as well as on
leadership and the Board of Education. ensuring alignment across the many and
Marketing and Media Services, led by an varied functional areas that now shape district
assistant director, has primary responsibility communications.
for cable streaming content, social media
(Facebook, Twitter, Instagram) and project After reviewing the tasks, responsibilities
management for specialized marketing events. and organization of the varied offices involved
The Public Information director and the in district communications, auditors offer
Marketing and Media Services assistant director, the following suggestions for improving
who each report directly to the superintendent, the effectiveness of LBUSD’s official
meet regularly and work closely together. The communication functions.
work of two other departments—Organizational
Equity and Engagement, and Equity, Access Action Step 2.1
and College/Career Readiness—necessitate
additional, regular communication efforts, and Reconfigure the structure of the
those efforts fall inside and outside the purview communications function.
of official communications staff.
To manage the complex communication
As LBUSD communication needs have evolved challenges and opportunities facing large
with advanced communication technology and urban systems today, consider creating a
increased engagement activities, the separate chief communications and community
offices responsible for communications have engagement officer position that serves on
attempted to keep pace by adding an increased the executive staff and provides ongoing,
use of social media, video communication and high-level strategic communication counsel to
“Leading Students in Time of Crisis” podcasts. the superintendent and executive leadership
Yet the communication needs of the district team. This position would oversee all staff and
and its stakeholders continue to grow and functions pertaining to public information,
change. One example is the increasing diversity public relations, marketing, media services,
of the school community, which brings with it communications equity and community
more opportunities to tailor messages, tactics engagement. Where now the Public Information
and tools to meet the communication needs director and Marketing and Media Services
of these varied audiences. In addition, today’s assistant director report directly and separately
competitive learning environment—with to the superintendent, such positions and
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