NSPRA's Communication Audit Report - Harford County Public ...

However, with changing community needs and expectations for timely and
comprehensive communication with the schools, as well as for opportunities to have a voice in
decision-making, a program heavily focused on one-way information delivery is no longer as
effective in serving the communication needs of the district and the community.
Communications research has demonstrated that the news media and publications are useful for
creating awareness and providing basic information, but credible, two-way communication is
needed to change attitudes. As part of the development of a strategic communication plan, we
recommend that HCPS shift the primary focus of the office from information dissemination to
two-way communication focused on building relationships and active community engagement in
the schools.
The communication effort should focus on supporting the HCPS Strategic Plan and
demonstrating accountability to stakeholders by communicating progress, successes and
challenges related to the district’s mission, vision and goals. As noted above, it should be
designed to encourage two-way dialogue between the community and the district and focus on
building supportive relationships and active citizen engagement in the education process.
We believe there are several components necessary to making this transition in HCPS:
• HCPS first needs to develop a clear vision — and expectations — for its communication
program. At present the Public Information Office attempts to be responsive to a myriad
of internal and external audiences and the staff is involved in a multitude of
communication activities, both strategic and tactical. The office handles numerous media
requests, internal communication, web site content and graphics, special events
coordination, recognition programs, constituent relations, building-level PR assistance,
parent communication, cable TV and radio programming, front office reception and the
mail room, as well as other miscellaneous support activities.
The day-to-day communication demands alone of a large and complex school system can
easily consume staff time. Such demands also leave little time or resources for strategic
planning and evaluation. This often results in a great deal of general and reactive
communication being produced at the expense of focusing efforts on delivering the
system’s key messages and engaging stakeholders in meaningful relationships with the
schools. Communication programs, when not driven by a clear strategic vision, can easily
fall victim to the latest communication crisis or priority request. When “urgent
communication” becomes the focus, proactive communication opportunities that support
the district’s overall mission and goals are missed.
As part of clarifying the vision for the communications function and building
understanding of the role of the Public Information Office, HCPS leadership can use this
communication audit report in conjunction with the HCPS Strategic Plan to determine
critical communication, marketing and engagement priorities. Once a vision is
articulated, staff can begin to develop a strategic communications plan (see
Recommendation 1) and identify the timelines and resources that will be needed to
implement the plan.
NSPRA Communication Audit 12 Harford County Public Schools