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Communication Survey Results

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Communication Survey Results. Butler District 53. Agenda. Project ... Communicate results to PTA and faculty. Begin implementation of action plans. Action Plans ... – PowerPoint PPT presentation

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Title: Communication Survey Results


1
Communication Survey Results
  • Butler District 53

2
Agenda
  • Project Overview
  • Summary of Results
  • Recommendations
  • Next Steps
  • Action Plans

3
Project Overview
  • Initially charged with developing a
  • communications strategy for District 53 to
  • enhance communication across the
  • community
  • Conduct market research to understand the issues
    of each constituent base
  • Promote the schools externally
  • Work with parent community to further understand
    parent concerns

4
Survey Respondents
Total number of respondents 72
5
Current Communication Vehicles
  • Parents use principal newsletter as main source
    of communication
  • - Faculty uses principal newsletter and bulletin
    boards as main source of
  • communication
  • - Community members use civic association as
    their main source of
  • communication

6
Importance of Issues
Not Important
Very Important
  • Parents view curriculum and school activities
  • as most important
  • - Faculty views building/facilities as most
    important
  • - Community views academic performance as most
    important

7
Priority of Issues
  • The issues that were rated most important (in
    order
  • of importance) were
  • Academic performance
  • Curriculum
  • Building/facilities
  • District finances
  • These items should be consistently communicated
    to
  • parents, faculty, and the community, as they were
    the
  • most important issues.

8
Preferred Method of Communication
  • - Parents want district newsletter, principal
    newsletter, e-mails and web as communication
    vehicles
  • Faculty wants district newsletter and principal
    newsletter as communication
  • vehicles
  • Community wants civic association, newspaper, and
    district newsletter
  • as communication vehicles

9
Communication Vehicles Priorities
Based on the survey, the most important communicat
ion vehicles that the board should focus on are
- District Newsletter - Principal Newsletter -
Web - Emails
10
Perception of District 53 vs. Other Schools
Weaker than
Stronger than
District 53 is perceived stronger than other
Schools in all areas Faculty has a more positive
overall perception of school
11
Summary of Perceptions
  • Strengths
  • - Funds
  • - Curriculum
  • - Instruction
  • - Diversity
  • - Parental Involvement
  • Areas for Improvement
  • - Relationship with PTA
  • - Extracurricular activities
  • - District understanding of community issues
  • - Facilities

12
Recommended Communication Objectives
  • Build broad awareness of the schools performance
    across the community
  • Enhance communications within the school
    community parents and faculty
  • Position the schools as a key differentiator for
    the Oak Brook community

13
Focus on two way communication
PTA
Parents
District 53
Faculty
Community
Increase two way communication
14
Communication Constructs
Marketing Objectives
Internal communication
External communication
-Communicate to community at large -Media Focus
on Building awareness regarding district
academic performance Tax/Finance issues More One
way communication to community Two communication
with media where appropriate
Communicate to parents and faculty Focus
on Enhanced communications of key board and
district activities/actions District POV on
critical issues surrounding curriculum and
staffing Critical issues related to
buildings/facilities improvements for
staff Budget issues for staff Provide
opportunities for 2 way communication
15
Communication Strategy Key Messages
  • Critical messages for external constituents
    (media and community at large)
  • The Butler schools have excellent academic
    performance, cultural opportunities, and extra
    curricular programs that produce well rounded
    students
  • The Butler schools have a high level of cultural
    diversity
  • Our schools have a low student/teacher ratio
    wherever possible
  • Students from our district move on to a higher
    academic program and become valued leaders in
    society
  • The school districts operate with great fiscal
    responsibility performing well within the
    requirements established by state oversight
    bodies
  • The school district continues to get squeezed by
    the current funding sources available,
    alternative mechanisms for funding need to be
    evaluated.

16
Communication Strategy Key Messages
  • Critical messages for parent community
  • The Butler schools have excellent academic
    performance, cultural opportunities, and extra
    curricular programs that produce well rounded
    students
  • The current student/teacher ratio allow the
    schools to provide greater attention to the
    individual student, wherever possible
  • The schools continue to make enhancements to the
    curriculum to ensure our students remain ahead of
    the curve
  • The faculty is the districts most valued asset
    and we continue to identify opportunities to
    ensure that they achieve professional and
    personal satisfaction
  • The district wants to maintain open and
    collaborative relationships with its parent
    community and is dedicated to providing critical
    updates on key issues for parental concern
  • The school district operates with great fiscal
    responsibility performing well within the
    requirements established by state oversight
    bodies
  • The school district continues to get squeezed by
    the current funding sources available,
    alternative mechanisms for funding need to be
    evaluated.

17
Communication Strategy Key Messages
  • Critical messages for faculty community
  • You are the districts most valued asset and we
    are dedicated to identifying opportunities to
    ensure that you achieve professional and personal
    satisfaction
  • The administration wants to maintain open and
    collaborative relationships with its faculty and
    is dedicated to providing critical updates on key
    issues of faculty concern
  • The Butler schools have excellent academic
    performance, cultural opportunities, and extra
    curricular programs that produce well rounded
    students
  • Maintaining high academic performance of each of
    our students is imperative to the overall success
    of the district
  • The district continues to remain dedicated to
    providing as much individual student attention as
    is possible and is committed to maintaining a low
    student/teacher ratio where ever possible
  • We have made significant improvements to the
    buildings and facilities and are dedicated to
    continue to improve the environments in which we
    work
  • The school district operates with great fiscal
    responsibility performing well within the
    requirements established by state oversight
    bodies
  • The school district continues to get squeezed by
    the current funding sources available,
    alternative mechanisms for funding need to be
    evaluated

18
Communication Vehicles Recommendations
19
Marketing/Communication Committee
Board of Education
Communication Committee
Superintendent
Responsibilities Making recommendations
regarding key issues for communicating Working on
developing communication vehicles Provide insight
and advise board on underlying concerns of
community
Responsibilities Key contact for external
media Develop external communication to media,
corporate, realtors, non-residents
stakeholders Works with board member to approve
communication
DLT Meetings used for input to communication
committee Membership Superintendent, principals,
PTA presidents, faculty
20
Next Steps
  • Communicate results to PTA and faculty
  • Begin implementation of action plans

21
Action Plans
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