CASE STUDY: Changes & Challenges
Community Learning Center (CLC) Schools:
Alameda Community Learning Center (ACLC)
Nea Community Learning Center (Nea)
At a point of transition, CLC Schools (public charter system for schools, ACLC and Nea) faced some daunting and ongoing challenges.
I started as a marketing communications consultant, and was later hired as the Marketing, Admissions & Technology Director during this difficult time. Below are the strategies and actions I implemented to meet these challenges:
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Re-branded the three organizational entities (CLCS, ACLC, Nea) with new logos, tag lines, colors and branding standards.
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Designed, developed and created 80% of the content for three distinct new websites, built on a shared Content Management System for maximum efficiency (see: clcschools.org).
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Initiated and implemented social media identities and programs for ACLC and Nea on Facebook and Google.
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Maintained a constant flow of positive PR exposure — news and feature stories, op-eds, letters to the Editor, with a proven record of publication in print publications including the Oakland Tribune, the Alameda Sun, the Alameda Journal and Alameda Magazine, and online media like Alameda Patch, Action Alameda News and The Alamedan.
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Developed and expanded multi-channel advertising including online, print ads and community direct mail programs.
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Created pass-along email and poster campaigns for constituents to spread among friends and neighbors.
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Initiated student and parent "Ambassador Clubs" to help recruit local neighbors, family and friends into the schools.
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Enhanced community-building with events, newsletters, social and fundraising activities.
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Increased leverage with the local school district through negotiation, outreach, education and political strategy.
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Used effective crisis communication techniques to calm multiple public and community relations challenges.
Organizational changes. Communications challenges.
CLC Schools faced multiple major organizational changes and communications challenges during the years that I handled marketing and PR:
Challenge #1: School Sports Privileges
After years of allowing public charter students to play on sport teams, in 2011, the Alameda Unified School District (AUSD) suddenly revoked sports privileges for charter students.
Action: With concerned parents and learners, we orchestrated a community-relations and PR initiative among the charter community to reinstate these privileges. First, I reported on the charter schools’ attempt to field their own teams, a poignant story featured widely in East Bay media outlets. We initiated in-person meetings between young athletes impacted by this decision and AUSD officials and Board members. Leveraging social media and word-of-mouth, we implemented an ongoing letters-to-the-editor campaign in local print and online media, and made multiple carefully orchestrated appeals to the AUSD School Board.
Result: Sports privileges for Alameda charter students were reinstated by AUSD before the start of the 2012-13 school year.
Challenge #2: Multiple Forced Relocations
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Nea’s K-12 program was split into two campuses by AUSD in 2011.
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AUSD relocated ACLC from its 18-year home at Encinal High School to the Wood Middle School campus in 2013.
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In 2014, AUSD relocated both ACLC and Nea to a shared campus at the former Woodstock site.
Action: These unprecedented and destabilizing moves caused uproar within the school communities. Many dedicated families considered leaving due to the continued upset. Some threatened lawsuits that would have poisoned the charter schools’ interdependent relationship with AUSD. Effective use of internal communications, social channels and external PR helped make lemonade from these lemons.
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To calm nerves, we arranged Q&A sessions with AUSD officials, convened town halls with stakeholders, and offered tours of the new sites. We held site design and facility usage forums and encouraged ongoing idea-sharing via school listservs and social media channels to alleviate anxiety and stoke excitement about the new site(s). As these head-spinning relocations became a topic of conversation within the larger Alameda community, I used PR to provide continual updates about the schools' indomitable spirit in the face of opposition with the theme of "change is good!"
Result: We used these crises as opportunities — raising awareness of ACLC and Nea within the local community while minimizing parent and student exodus caused by the relocations.
Challenge #3: Leadership and Staff Changes
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CLC Schools’ long-term (20+ years) Executive Director retired and was replaced.
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ACLC hired a principal from outside its ranks for the first time in its history.
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Nea’s Principal/School Founder was fired by the CLC Schools Board during the school year.
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CLC Schools' teachers unionized, creating factions within a previously unified community.
Action: A pro-active approach included invitations to participate in the hiring process, community outreach and casual social mixers to help introduce the new leaders to the school communities. These actions allowed teachers, highly-invested parents and learners a voice in the process and demystified the new leaders.
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Upon the firing of Nea's school founder, we implemented a multi-pronged crisis communication strategy. This included both community and public relations approaches: holding town hall meetings with the school community to listen and answer questions; providing accurate, but minimal, reporting of the firing to local news media; and, when the kids staged a protest "strike," we transformed it into an opportunity to vent feelings and frustrations and model the school's commitment to democratic values and student self-expression.
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To counteract the divisiveness of unionization, we instituted an employee recognition program on Facebook that spotlighted a different teacher each week. I solicited teacher input to create PR stories that showcased unique teaching methods and projects. We began a formal recognition program of milestones, birthdays and anniversaries. Consistent efforts to reach out to employees, recognize contributions and accomplishments and celebrate special days nurtured a more positive and productive team atmosphere.
Results: A strong crisis communications strategy and a commitment to rebuilding a sense of community helped contain these volatile situations, and resulted in increased school spirit, higher school enrollments, and much improved rates of staff retention and satisfaction.
Relief & Renewal...
ACLC and Nea not only survived these challenges, they thrived and grew stronger. The 2015-2016 school year saw their highest enrollments to-date. Since then, both schools have maintained high enrollments with flourishing programs and a re-energized community. I experienced great satisfaction helping CLC Schools navigate these rough seas.
As you consider me for your organization's needs, please keep these qualifications in mind:
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Versatile strategic marketing communications generalist with a holistic approach and a calm head in a crisis
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Organizational development expertise with strategic planning and implementation experience
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Collaborative problem solver adept at co-creating solutions among diverse stakeholders
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Demonstrated effectiveness using internal and external relations during extreme upheaval, challenge and change
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Proven ability to create valuable branding, develop effective content, and gain placement online and in print
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Facility with a broad range of online marketing techniques: website platforms, video, social media, email marketing
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Award-winning creativity – recognized by the Public Relations Society of America with highest honor – a 'Silver Anvil' Award, and multiple 'Telly' and 'Summit Creative' Awards
I look forward to working collaboratively to evaluate your current marketing communications needs and challenges, and create and implement an effective plan that leverages the best available tools and opportunities for maximum impact.