Jenn

Nimke

District Communications Plan Director of Strategic Planning &

Communications
Prepared August 13, 2019
Executive Summary: Lombard District 44
 
Lombard District 44 has a long-standing reputation as a prospering school district in Illinois. We are home to several Blue Ribbon Schools,
exceptionally talented educators, the award-winning John Schroder Early Childhood Center, highly regarded athletic programs and world-class
fine arts and music programs.We are a community made-up of highly involved, highly dedicated parents, staff and community members, and
our students benefit greatly from this level of support and loyalty to the district. Collectively, we all are focused on the social-well being of the
children of Lombard, and we are committed to ensuring they will be socially responsible citizens of the world.
 
Currently, we are experiencing a great deal of change within our make-up; our student needs are increasing, our population is growing and we
continue to greatly diversify. This is both a welcome opportunity as well as a challenge that must be met.
 
Finally, a clear strength to be noted about District 44 is that this is a district made-up of people who stay connected – in various degrees --for a
lifetime. More specifically, many of our current parents and employees are graduates themselves. This is a place where people choose to stay
and raise their own families, and we take great comfort in this sense of strong community pride. 
 
 
Scope of Plan
 
The purpose of this plan is to outline what communication strategies the Department of Communications & Strategic Planning will be focused
on executing over the next 3-5 years -- all of which are in achievement of the district’s strategic plan. These strategies are critical to improve our
communication efforts over time and provide all of our stakeholders with a more consistent, reliable approach to receiving and retaining critical
information about our district.
 
 
Based off of feedback received during the strategic planning process as well as survey data and research, there is a definite need to bring a
more strategic direction to the district’s communication efforts. While parents and staff do receive the information they need, the method in
which they receive it can be inconsistent, confusing and, often times, frustrating.
 
Additionally, another area of communications that must be addressed is the district’s engagement efforts with taxpayers who do not have
children in the district. Right now, there are few ways in which the district is able to reach this population of stakeholders, and a major focus of
the strategic planning process is establishing stronger connections with Lombard’s aging population as well as District 44’s alumni population.

 Overall, the strategies and tactics presented in this plan will also address ways for the district to enhance its communication and engagement
efforts with both internal and external publics.
 
Scope of Plan
 
Understanding the Research

 At the start of the 2018-2019 school year, Lombard District 44 engaged in a strategic planning process known as Connect 44. This work
 occurred over a six-month period and included 44 people from throughout the community. The end result was a new strategic plan to be
completed over a 5-year period.
 
A key piece of research the strategic plan team dissected during the start of their work was a survey that was issued to all parents, staff
members and members of the community. Below is a summary of key findings as it relates to our communication efforts during that analysis. It
should be noted we experienced a 77 % response rate to the survey for staff and 20 percent response rate for parents.  The findings of these
results as well as the work of the strategic planning team directly informed and influenced the goals and strategies listed in this plan.
 
Key Findings:
Parents (Findings linked to Connect 44 Survey & Connect 44 Strategic Planning Discussions)
Summary: Across the board, data from the survey shows that trust and support for District 44 is high in the local community. Local residents
are most reliant on school or district websites and e-mails for information.  
95 % agree strongly agree that they know where to find information about their child’s school
92% agree strongly agree that they are informed about the initiatives at their child’s school
91% believe the district does a good job providing fre uent and relevant communications to parents
arents are most satisfied with the district’s communication efforts regarding rules and polices. This is followed by communication about
their child’s academic progress and then communication about events or activities.
According to the survey, school newsletters and school e-mails rank highest as reliable sources of information.  The district website is
second, followed by district e-mails or newsletters.
8% noted that they did read the district’s previously printed newsletter, the District 44 Reporter, regularly when it was available to them.
When analy ing our communication efforts on social media platforms, there is interest and support for this type of communication, but
there is definite confusion as to which mobile apps, social media platforms and specific social media accounts i.e. following the district
account vs. a specific staff member parents should use.

Staff (Findings linked to Connect 44 Survey & Connect 44 Strategic Planning Discussions)
Summary: Most staff members are very supportive of the district and have spent almost the entirety of their careers working for District 44.
There is a strong sense of optimism and support for the future direction of the district. Globally, communication efforts were not ranked as
high for staff members as they were for parents.
% cite district e-mails as their primary form of communication to receive information about District 44. econd to that cite principal e-
mails and then the district website.
0% of staff members cite that they were not aware that a printed district newsletter District 44 Reporter existed, and of those who were
aware of it, only 0% cite that they read it. 0% of staff members cite that they were not aware that a printed district newsletter District
44 Reporter existed, and of those who were aware of it, only 0% cite that they read it.
 2019-2024 GOALS
ur Communication s Plan is directly informed and guided by Lombard District
44 s 5- ear Strategic Plan. The following set of outcomes are included in that
plan, with specific goals and initiatives developed in achievement of those
outcomes.

P E S
ur stakeholders have great awareness of the philosophy and

LOMBARD DISTRICT 44 goals of our district. They are knowledgeable, supportive

advocates who are engaged in the learning experience of our

COMMUNICATIONS
students.

PLAN E SE
L E E
ES L E P E

ur stakeholders work in close collaboration with our teachers

and schools in order for students to excel in their academic
uild rust reate areness mprove nderstandin achievement. ur families and community partnerships feel
welcome, included and connected to their learning experience
of our students. We have great community support, awareness
and connection to our schools.

S E E P E S PS
PP ES
Parents are actively involved and invested in the educational
experience of their children. We are able to better assess the
needs of our students and meet those needs by having a clear
understanding of their home life and building positive bridges
to their home life. Parents are supported with understanding
the tools and practices of our district in order to help their child
at home and meet the expectations of their classroom teacher
and school.  

Our stakeholders have great awareness of the philosophy and goals of our district. They are knowledgeable, supportive advocates who are engaged in the learning experience of our students.
Initiative
Develop a comprehensive
communications strategy that will allow
the district to become more purposeful, printed and electronic publications as well
proactive and strategic in its
communication efforts across the
district
IMPROVED COMMUNICATIONS
ACTION PLAN/TACTICS TIMELINE PROFESSIONAL DEVELOPMENT BUDGET
Once we determine what preferred
communication tools we will be
using district-wide (i.e Bloomz,
Facebook, Twitter, etc.), training
Conduct an internal assessment of will need to be provided to staff to
current and preferred communication ensure all are trained and
methods, channels, interests, needs and supported on utilizing these same
priorities of all stakeholders. 2019-2020 tools.
Design editorial calendar to ensure all
as the website and social media are more 2019-2020
focused on the key outcomes of the
district’s strategic plan. N/A
Depending on the nature of this work,
Develop an inventory of all district and the district may determine that a
school websites that need to be updated Training will need to be provided to complete redesign is needed to
or deleted to ensure all websites have 2019-2020 all principals and building address large-scale issues with
current and relevant information available secretaries regarding an ongoing content delivery. This will be
to the public and staff. process to ensure the district and determined following an update of
school websites stay up-to-date. current content on all websites.
Continue Implementation of Staff
Engagement Campaign that includes
discussions led by the Superintendent on
topics staff are most interested in learning 2019-2020
about, engaging in discussions about or
receiving professional development
about.

communications/stakeholder satisfaction
survey that will be used to directly inform
This will be issued and reviewed annually
and this should be implemented the year
Implement Annual Communications
Survey/Stakeholder Satisfaction Survey
Develop Communications & Social
Media Procedure with aligned
professional development for staff
Develop Translation Criteria
Enhance media relations opportunities
and partnership
MEASUREMENTS TO
DETERMINE EFFECTIVENESS
Celebrations: YEAR 1
Celebrations: YEAR 2
Celebrations: YEAR 3
IMPROVED COMMUNICATIONS
Design and implement
and drive our communications efforts.
following our internal audit. The survey
2020-2021
will provide us with specific topics
parents, staff and community members
view as the highest priority to receive
information about, which will then drive
what content we post on the website, in
newsletters and on our social media
accounts. N/A
Professional Development will
Develop and implement policy and
need to be conducted for staff to
strategy to enhance use of district
ensure our behaviors as an
accounts and provide consistency across 2019-2020
organization are aligned with our
the district regarding our social media use
new policy and procedure and
and behavior.
rooted in best practice.
Launch Social Media Campaign to
promote specific accounts and platforms 2020-2021
that district will be utilizing.
Professional Development will
Determine what vital documents should
need to be provided to staff to
be translated and the method to support 2021-2022
ensure they are following the
ongoing translation.
translation criteria as expected.
Create weekly round-up of news items to
be shared with press to ensure important
stories are being shared and coverage is Ongoing
being provided in celebration of our
district's accomplishments.
Communications Audit, Communications Survey, Website Analytics, Social Media Analytics, Newsletter Open Rates
 STRENGTHENED COMMUNITY PARTNERSHIPS & CIVIC OPPORTUNITIES
Our stakeholders work in close collaboration with our teachers and schools in order for students to excel in their academic achievement. Our families and community partnerships feel welcome, included and connected to their learning experience o

Initiative ACTION PLAN/TACTICS TIMELINE PROFESSIONAL DEVELOPMENT BUDGET

Conduct a recruitment campaign to
determine interested and experienced
community members to serve as founding Training should be provided to all
members and build the foundation. 2019-2023 board members. $1,000
Establish bylaws and role of the
*Contingent upon recruitment
foundation and its relationship to the
Establish District 44 Foundation efforts being completed.
district. N/A
Develop communications campaign and
strategy to continue to retain and recruit
future board members, promote efforts of 2020-2021
the foundation and encourage community
donations and involvement.
Conduct needs assessment to pair district
needs with local organizations, including
Develop outreach and engagement
plan for older adults
the senior communities, that could work in 2020-2021
support of servicing those needs or
providing necessary resources. N/A

MEASUREMENTS TO Results of Recruitment Campaign, Results of Needs Assessments, Fundraising Efforts of the Foundation
DETERMINE EFFECTIVENESS

Celebrations: YEAR 1
Celebrations: YEAR 2
Celebrations: YEAR 3
 INCREASE HOME/SCHOOL CONNECTION & PARENT INVOLVEMENT

Parents are actively involved and invested in the educational experience of their children. We are able to better assess the needs of our students and meet those needs by having a clear understanding of their home life and b

Initiative ACTION PLAN/TACTICS TIMELINE PROFESSIONAL DEVELOPMENT BUDGET

Conduct a recruitment campaign to
determine interested and experienced
community members to serve as founding Training should be provided to all
members and build the foundation. 2019-2023 board members. $1,000
Establish bylaws and role of the
*Contingent upon recruitment
foundation and its relationship to the
Establish District 44 Foundation efforts being completed.
district. N/A
Develop communications campaign and
strategy to continue to retain and recruit
future board members, promote efforts of 2020-2021
the foundation and encourage community
donations and involvement.
Conduct community engagement
Engage Students and Community in re-
branding of District
campaign focused on logo creation and 2020-2021 $10,000
district-rebranding efforts.

MEASUREMENTS TO Results of Recruitment Campaign, Implementation of New Logo and Branding

DETERMINE EFFECTIVENESS

Celebrations: YEAR 1
Celebrations: YEAR 2