Prepared by ESD 112

Communication Team
Communication
for Multnomah Education
Service District
Audit Report
Contents
THE BIG PICTURE: WHAT WE LEARNED............page 1

INTRODUCTION AND OVERVIEW........................page 2

ABOUT THE CONSULTANTS...................................page 3

DATA COLLECTION......................................................page 4

THE CHALLENGES........................................................page 5

YOUR ASSETS................................................................ page 10

ADOPTION OF BEST PRACTICES........................page 13

ACTION ITEMS – RECOMMENDATIONS........ page 14

APPENDICES A–E....................................................... page 21

 The Big Picture
What we learned at MESD

The consultants offer these general Celebrate this:

observations based on employee PRIDE
feedback from both All employee groups are passionate about their work and believe in the MESD mission of
serving all students.
the focus groups and
online survey. HOPE AND OPTIMISM
Despite challenges in MESD’s past, employees feel optimistic and hopeful about the future.

RELATIONSHIPS
In general, employees feel they have good relationships with students and their colleagues but
they want to know more about what is happening across the agency.

CREDIBILITY
Numerous high-level leaders and frontline staff were identified as credible communicators.

CHANGE
Employees recognize and appreciate that positive change has already begun to take place in
the organization.

Consider this:
TRUST
There is disconnect between leadership and frontline staff, and a perception that
information is being withheld.

ACCOUNTABILITY AND CONSISTENCY

There is a perceived lack of accountability of supervisors and inconsistent treatment of
employees across departments.

COMMUNICATION PROTOCOLS AND TRAINING

There are no communication protocols or training in place, and information sharing
differs across the agency.

THE SILO EFFECT

Staff desire a greater connection with each other and with their leaders.

COLLABORATION
Employees believe the organization is managed from the top down and that leaders
make decisions that affect everyone before sharing information or seeking input.

MESD COMMUNICATIONS AUDIT 1

 Introduction & Overview
SPECIAL NOTE In the fall of 2015, Multnomah Education Service District (MESD) contracted with Educational
Service District 112 to conduct a review of the organization’s current communication practices,
Typically, the consultants conduct marketing strategies, materials and needs in order to make recommendations for improvements.
a communication review that The review was, in part, prompted by new leadership and by challenges associated with
spans both internal and external high-level turnover and high-profile problems at the agency. In addition, the new public
information officer (PIO) desired broad input in order to develop a comprehensive strategic
perspectives. In this case, the communication plan to improve practices and guide the organization into the future.
consultants received significant
This audit enables MESD leadership to learn from an “outside” perspective, and from a team
feedback early in the process from that fully understands, and has experience working with, similar educational organizations.
internal groups that indicated Specifically, the communication review was designed to:
it would be more appropriate »» Assess the effectiveness of MESD’s current communication program.
»» Solicit opinions, concerns and perceptions of stakeholders who represent various internal
for the work to be separated
and external audiences.
into two reports: one focused »» Discover communication and service gaps.
on internal perspectives and »» Recommend strategies to enhance communication with key audiences.

recommendations, and another Prior to reading this report, please consider these important notes:
focused on external audiences. »» The majority of the information used to write this report came from internal focus group
interviews with MESD employee groups and data collected via an online survey. It is
What follows is important to note that audiences stated what they know and believe, regardless of
the Internal Audit what is real or actual. Whether real or perceived, improvement is impossible unless there
is a plan to address what people perceive to be true.
Report.
»» During the stakeholder interviews, significant information was shared with the
consultants that might appear to be outside the realm of the communication review.
However, we believe that all information is important to include in this report because
most every aspect of an organization is judged on how the organization communicates
with its stakeholders. The consultants considered all data as they developed
recommendations, regardless of if it was specific to the topic of communication.

»» Although gauging perceptions about MESD and assessing communication practices was
the initial goal of this study, we believe a fundamental shift needs to occur in the way
MESD thinks about communication. This will be addressed in the recommendations.

This report should help MESD leadership achieve clarity in its internal communication
practices and help it remove negative barriers, whether real or perceived, in order to
improve communication throughout the agency.

MESD COMMUNICATIONS AUDIT 2

 About the Consultants
This audit enables MESD to review The consultants for the audit have significant experience in the field of communication. The

communication practices and learn ESD 112 team has worked with educational entities for 30+ years on communication practices,
marketing strategies, messaging and creative imagery. They are familiar with the challenges
from an “outside” perspective,
and opportunities of both large and small agencies that are complex in nature.
and from a team that fully
Lori Oberheide, Executive Director, Communication and Public Engagement
understands, and
Lori Oberheide has 32 years of professional experience in public
has experience with, relations, marketing development and implementation, strategic
similar educational communication leadership and related support services. She has
successfully developed, coordinated and implemented a variety of
organizations. community outreach and communication programs for individual
schools, districts, Educational Service Agencies and community
organizations throughout Washington and other states. She
provides leadership and expertise in crisis communication, strategic
messaging, school funding campaigns, communication audits and educational business
development. She maintains broad knowledge of the issues and challenges faced by
public, private and state systems, and successfully communicates the most difficult issues
to a variety of audiences. Lori serves as a member of the ESD 112 Cabinet and as a trusted
adviser to the ESD 112 superintendent and other superintendents and advisory groups
throughout the region.

Sarah Coomber, Communication Coordinator

Sarah Coomber’s communication background includes work as an
award-winning reporter, a public relations consultant and a science
writer. With master’s degrees in journalism and creative writing, and
experience teaching overseas, she brings a diverse set of tools and
perspectives to every project. At ESD 112, Sarah works with school
districts and educational service districts to convey the importance
of the work they do preparing students to pursue their dreams and
succeed in life.

MESD COMMUNICATIONS AUDIT 3

 Data Collection
Stakeholder Interviews
“This survey is an example The first step in this communication review was to interview employee groups to gauge
of how MESD is working to perceptions of their workplace and their organization. The interviews were conducted in
December 2015 and January 2016.
make positive changes.”
Most interviews were conducted in person. A couple were conducted in scheduled
telephone conversations. Questions were similar for all participants, although some
wording may have been adjusted to make it appropriate for the target audiences, which
included:
TAKING A »» Cabinet members
CLOSER LOOK »» Administrators (coordinators, officers, managers and supervisors)
»» Key communicators (staff from each department who assist with communication activities)
Appendix A: »» Frontline office staff
Sample questions »» Board members
»» Union members
Appendix B:
The consultants found every group to be forthright in offering feedback, productively sharing
Snapshot of the most prominent positives along with concerns that could be improved through more effective communication.
themes recorded during
stakeholder interviews with each Online Employee Surveys
focus group. In an effort to gather broad feedback from the MESD organization and give every agency
employee an opportunity to participate, the consultants created a 40-question online
Appendix C: survey to gather information and perceptions about MESD’s internal communication.
Online survey data A total of 140 employees participated in the survey, many investing the time to offer
thoughtful and insightful comments.
Appendix D: The consultants found the feedback offered many helpful specifics—both in terms
Materials and website review of actions MESD could take to improve its internal communication and examples of
things that already are working well. What was especially interesting is that the feedback
Appendix E: received via the online employee survey closely echoed the input the consultants
ESD 112’s Agency Culture received in the stakeholder interviews.
Initiative and Survey Questions
Materials and Website Review
A review of MESD’s website and electronic and printed materials was conducted by the
ESD 112 Creative Services team. The team spent time assessing branding, messaging and
overall impact of the materials submitted by MESD, both in hard copy and electronically.

MESD COMMUNICATIONS AUDIT 4

 The Challenges
No. 1 – Trust | AGENCY LEVEL

Three words that came up repeatedly in stakeholder interviews and the online survey are “trust,”
“Historically, we hear “transparency” and “retaliation”— there is too little trust and transparency, and too much
retaliatory behavior.
that people are afraid to
communicate outside of
their safety nets.” TAKING A CLOSER LOOK:

The results of Question 21 from our online survey illustrate this:

45+24+31
Does MESD have mechanisms in place for leaders to hear
employee concerns and ideas in an atmosphere of safety and 31% 45%
No
without fear of retribution? Don’t Know

Especially concerning, three quarters of respondents said they 24%

Yes
either do not know whether there is a safe place or believe there
is not a safe place for MESD leadership to hear their concerns.

In focus groups and online, many frontline employees expressed that they often do
not receive the information they need, and when they ask questions or offer feedback
on happenings in the agency, they experience retaliation. There seems to be a
communication chasm separating upper management and frontline employees. Some
commented that they have many masters—at the agency and in the field—but no one
has their back, and they don’t know whom to ask for help or for information.

Leaders in the organization reflected this, with one supervisor commenting that MESD
has historically fostered a punitive rather than coaching environment. Sounding frustrated
and somewhat fearful themselves, some supervisors commented that they do not know
how much information they should share with staff members—what is theirs to share
and what should come from top MESD administration. It seems that many feel safest
keeping whatever information they have to themselves.

Supervisors indicated that frontline staff seem to feel engaged with their teams,
departments or buildings but not with MESD as an agency—and that administrators are
the most suspect members of the chain of command.

Part of this lack of trust seems to be related to transparency. Many employees mentioned
a lack of interaction with their supervisors—leaders not responding to emails and some
completely missing in action. Either way, employees have a hard time getting information
and support.

MESD COMMUNICATIONS AUDIT 5

 The Challenges
No. 1 – Trust | DEPARTMENT LEVEL

For healthy communication to occur at MESD, trust must be established and transparency
All employees are looking practiced across the board.

for a greater sense of

transparency throughout TAKING A CLOSER LOOK:
the organization, and they

37+39+24
The results of Question 30 from our online survey
encourage leaders to “err on illustrate this: 24%
No 37%
the side of oversharing.” Does your department have mechanisms in place that make it
Don’t Know

possible for leaders to hear employee concerns and ideas in an 39%

Yes
atmosphere of safety and without fear of retribution?

As you can see, 61 percent of respondents expressed that they are unaware of or
believe there are no protocols in place that enable employees to express concerns
to their leaders without fear of retribution.

It should be mentioned that some employees did praise their supervisors as supportive
and engaged, but that is not the case across the agency. Face-time seems to be especially
appreciated by those who get it—and craved by those who don’t. One employee
observed, “My team has regular meetings, which keep everyone on task and in the loop.”
Others wish they had the same opportunity.

With few exceptions, MESD leaders seem to be regarded as “the wizards behind
the curtain.” All levels of employees are looking for a greater sense of transparency
throughout the organization, and they encourage leaders to “err on the side of
oversharing.”

LEADERSHIP BRAINSTORMING QUESTION

How can we gain the full trust and confidence of our entire staff?
What are the steps we must take to begin this process?

MESD COMMUNICATIONS AUDIT 6

 The Challenges
No. 2 – Accountability and Consistency | AGENCY LEVEL

As part of building the trust discussed in No. 1, it will be important to find ways to foster
“Often I am in the dark.” accountability and consistency districtwide.

Many participants described a workplace where treatment of employees varies,

depending on the department and supervisor for whom they work.

Our online survey showed that according to MESD staff, departments have difficulty
communicating with one another—37 percent said they do not communicate well and
only 15 percent said they do.

“We are heard, and TAKING A CLOSER LOOK:

48+15+37
decisions are agreed upon The results of Question 18 from our online survey
illustrate this: 37%
but often not followed No 48%
Sometimes
Is communication between MESD departments effective?
through on.” 15%
Yes

Frontline employees are well aware that some departments receive much more
information than others, which creates a rumor mill situation in which some have
firsthand knowledge of happenings or policy changes that will impact them while others
hear information through the grapevine and question its accuracy. Some receive no
information until after a policy or pay change is implemented. They say it feels political,
that only the chosen ones are kept informed. Some describe it as “cloak and dagger”—
leaders keeping staff in the dark so they can gloss over the truth or not admit mistakes.

Another area of inconsistency involves contracts. Frontline employees describe disparities

among supervisors and how they follow contracts, causing varying workloads among
employees with similar job descriptions. In addition, some departments do not receive
employee reviews, a time that staff regard as an opportunity for communication—
although some say they do not feel safe enough to express concerns or ask questions.

It should be noted that there is a lack of consistency and effectiveness within

departments too. Our online survey showed that less than one third of respondents
believed communication within their departments was effective.

MESD COMMUNICATIONS AUDIT 7

 The Challenges
No. 2 – Accountability and Consistency | DEPARTMENT LEVEL

To assist with communication within individual departments, supervisors indicated in the online
“I don’t feel like I have clear survey that they would like training in best communication practices to learn how to better

instructions about what I communicate with their staff members.

should be doing and what I

don’t need to be doing, and TAKING A CLOSER LOOK:

59+31+10
what meetings I should be
The results of Question 28 from our online survey 10%
participating in or not.” illustrate this: No

31% 59%
Is communication in your department effective? Yes Sometimes

Another thing that contributes to this issue is the oral tradition that exists at MESD.
Numerous focus group participants described it as a culture where job descriptions and
tasks are not written down. For example, if an employee leaves before his/her successor
begins, there is no one to explain the job responsibilities. From a systems standpoint, if
someone from a district calls the MESD seeking guidance, there is no guide or flow chart
to reference when offering information.

Communication-wise, one example of inconsistency we heard numerous times had

to do with the agency’s mission statement and tagline(s). Staff expressed that they do
not necessarily reflect the true work they do—providing services that are unavailable
elsewhere and helping students no one else can help.

LEADERSHIP BRAINSTORMING QUESTION

What are the benefits of creating a culture of predictability and consistency
where expectations are understood and appreciated? How can we create
that culture?

MESD COMMUNICATIONS AUDIT 8

 The Challenges
No. 3 – The Silo Effect

Part of what exacerbates the first two issues is the “silo” effect, which was described many
People want to feel they are part
times both in the focus groups and in the online survey. Many departments feel as if
of something larger—and they are they work in a vacuum, disconnected from other departments. Survey takers indicated
they would appreciate knowing more about the work of other departments and how all
inspired when they learn what other
employee efforts fit together. (For example, in one focus group, two people were working on
groups in the agency are doing. But the same project but had not realized it.)

as things are now, some don’t even This is not simply because people are busy; it also stems from friction among departmental
regularly see their own supervisors. leaders and from a lack of systems for interacting with others.

Also, because of the above-mentioned issues with trust, employees have been fearful to
communicate outside their departmental safety nets and to former superintendents/leaders.

TAKING A CLOSER LOOK:

The results of Question 23 from our online survey illustrate this:

54+13+33
Do you believe your ideas and concerns have an impact on
directions and decisions pursued by MESD leadership? 33%
No 54%
The online survey demonstrated that respondents feel it might Sometimes
not even be worth offering their ideas and concerns to MESD 13%
Yes
leadership. Only 13 percent of respondents felt confident that their
LEADERSHIP input would have any impact.
BRAINSTORMING QUESTION
What opportunities are we missing Newer supervisors say it is difficult to be new at MESD, because of the lack of information—
when people work in silos? How do or consistent information—and lack of support from the agency. The protocol for
completing tasks can be different depending on whom you ask. In one focus group, long-
we get them out of their silos and term leaders downplayed the importance of meetings whereas a newer leader described
more connected meetings as invaluable. It is important to balance the discrepancy between the perceptions
of newer employees and long-time employees.
with each other to
The silo effect also extends to MESD as a whole. Employees feel that the community and even
further the mission
school districts do not understand what the agency does. Healthcare professionals in particular
of MESD? find schools and districts often do not understand their legal limitations—especially with fewer
staff members serving more students, and those students having higher needs.

Additionally, the general public only receives information about MESD from the media, and
that is generally negative.

MESD COMMUNICATIONS AUDIT 9

 Your Assets
No. 1 – MESD Pride

LEADERSHIP We heard consistently from focus group participants and in the online survey that MESD
BRAINSTORMING QUESTION employees are deeply dedicated and they love their jobs.

Both staff in leadership positions and frontline employees long for a new and consistent
How can we harness this pride rebranding that conveys pride in the amazing work the agency accomplishes.
and dedication to even greater
While employees complain of working in silos, they find themselves rejuvenated when
levels and make it more evident they get to glimpse the broader work and the magnitude of what MESD accomplishes for
students in the region.
to our external
stakeholders and Employees embrace the goals of their programs but feel distanced from the agency. People
in schools seem especially passionate about what they do and seem to enjoy a closer team
public as a whole? atmosphere than at the MESD headquarters.

TAKING A CLOSER LOOK:

The results of Question 32 from our online survey illustrate this:

49+35+16
“I had no idea the Do you believe your ideas and concerns have an impact on
magnitude of what goes directions and decisions pursued by your supervisor(s) and 16%
No
department? 49%
on here!” 35%
Sometimes
It is important to note that whereas only 13 percent of survey Yes
respondents believe their ideas/concerns have an impact on
MESD’s direction (agency wide), 35 percent believe they have an
impact on their department’s course.

Asked in the online survey what they like most about working for MESD, 127 respondents
offered answers that fell generally into the following categories:

»» The positive atmosphere

»» The collective goal to serve children and families
»» Making education accessible to students with medical conditions
»» Relationships with colleagues and students
»» A supportive supervisor
»» The benefits, time off
»» Making a difference

MESD COMMUNICATIONS AUDIT 10

 Your Assets
No. 2 – Relationships

Leaders expressed a desire to make MESD a more collaborative—as opposed to top-down—

“Please visit and talk to us.” work environment. They want to provide opportunities for employees to get to know each other
and build deeper working relationships. The fact that they crave more face time with each other
is a good sign.

Employees expressed they have respect for many of their colleagues. The online survey
asked “Who are the most credible communicators in the organization,” and we received
dozens of names and employee groups ranging from frontline employees to people in
top leadership positions.

One of the main requests was more emails from the PIO and superintendent. These seem
to be well-read and appreciated. People want to know what’s happening in the agency as
a whole and in other departments. And—whether it’s good or bad news—they definitely
want to hear it before it comes out in the media and/or they hear it from a neighbor.
“We have the most
They also desire more face time. One survey respondent summed up the sense we
dedicated employees.” received from many: “Please visit us and talk to us.”

LEADERSHIP BRAINSTORMING QUESTION

Can we make the commitment to strengthen relationships as an agency and
not just within departments? What does this look like?

MESD COMMUNICATIONS AUDIT 11

 Your Assets
No. 3 – Hope for the Future

LEADERSHIP The words “hope” and “optimism” emerged again and again in our focus groups and in the
BRAINSTORMING QUESTION online survey responses, proving a counterbalance to the concerns expressed about “trust,”
“transparency” and “retaliation.”
How do we keep the
In fact, numerous online survey respondents and focus group members expressed
momentum going their appreciation of the agency embarking on this communication audit and said it
and the hope alive? demonstrates that change is already under way and the agency is making an honest
effort to improve its communication processes.

As we digested the data, we came to believe that MESD employs a remarkably resilient
group of people who, despite the turmoil of the past several years, has retained an
impressive sense of optimism and hope for a more stable, positive future.

WORTH A LOOK: Frontline employees believe today’s “new regime” recognizes the importance of
dealing with the agency’s challenges and is working hard to address them. One leader
Appendix E: commented that although “the communication is beyond awful”—she loves working for
ESD 112’s Agency MESD with the freedom and possibilities it offers.
Culture Initiative and Survey Staff and supervisors are not only looking for the agency to improve—they want to
Questions improve their own skills as well. A number of survey respondents said they would like to
receive training on communication protocols, and supervisors expressed a desire to learn
This provides an example
about best practices.
of a survey intended to
gauge what is important In a focus group, leaders expressed joy at the training offered by the interim
for a positive agency- superintendent about communication continuums—how to avoid destructive patterns
wide culture. and instead make them collaborative. They reported implementing these ideas
immediately with staff and getting great results.

MESD COMMUNICATIONS AUDIT 12

 Adoption of Best Practices
MESD Internal Communication

The auditors have adapted IPR’s 10 Best Practices into action statements reflecting ways
WORTH A LOOK: MESD could re-vision its internal communication. More specific information can be found
in the “Action Items” section of the report.
In 2013, the 1. We expect each leader to serve an important role as an internal communicator.
Institute for »» Communication with employees is one of MESD management’s primary job responsibilities
Public Relations (IPR) conducted
2. We will consistently ensure employees understand important changes and receive
in-depth interviews with internal
information about decisions that affect their work and the organization.
communication professionals at »» Consistent and anticipated communication
leading global organizations. Their »» Gathering feedback before important decisions are made.
mission was to understand the
3. We will challenge a new generation of employees to contribute to organizational
practices used to assure successful
growth and change.
internal communication. They
»» A new and consistent employee onboarding program
determined that four factors might
»» Engagement of all employees as a critical link in the organization’s future
contribute to the success of best-
in-class companies: 4. As we develop a roadmap (strategic communication plan), we will take steps to
ensure employees see a clear, measureable path forward in their journey.
1. An organizational structure that
»» A plan that is specific and encourages participation by all employees
connects internal communicators
with the rest of the company—up 5. We will create an internal process that better integrates employees with key
and down the chain of command stakeholders, and identifies and highlights special internal stakeholder needs.
»» Opportunities for frontline staff to engage and share work with stakeholder decision-makers
2. An innate understanding that
6. Leaders will take a “seat at all tables” (at all employee levels) to listen and help
strong internal communication
shape and influence organizational practices, drive performance and reinforce
will have a positive return for the
organizational culture and values.
organization that need not be
»» Engagement with employees at all levels (listening, learning, influencing, valuing)
proven at every juncture
»» Keeping values and culture consistent top to bottom
3. An arsenal of tools and
7. We will adopt an “authentic” voice that supports greater transparency and drives
practices for both listening and dialogue and engagement in the workforce.
communicating a message »» Consistent voice and protocols
4. A strong commitment to keeping »» Transparency in all matters
employees across the company 8. We will utilize the power of “line-of-sight” managers as communicators.
informed in a timely fashion, »» Internal communication is one of their most important roles
before stories break in mass »» Comprehensive training
media and digital channels
9. We will relentlessly reinforce and articulate the path forward by identifying important
IPR’s executive summary is online: messages and using them consistently and with conviction.
www.instituteforpr.org/wp-content/ »» Identify key messages and integrate them into daily conversations
uploads/IPR_Best_in_Class_White_ »» Messaging multiple times and using multiple tools
Paper_Executive-Summary_04_2013.pdf 10. We will use measurements to benchmark strategies and programs to prove that our
work is enabling the workforce to achieve key objectives.
»» Use powerful data to tell stories

MESD COMMUNICATIONS AUDIT 13

 Action Items–Recommendations
Introduction

The consultants typically develop recommendations and suggest they be implemented in

“Communication is phases over the course of one to two years. In this case, we chose to make recommendations by

everyone’s role in category, rather than assigning priorities and a timeline.

the agency.” It is strongly recommended that upon receipt and review of this report, an internal
workgroup be identified for each action item category, with the goal being to develop a
prioritized task list. Resources for this work will also need to be considered.

SPECIAL NOTE Once work teams have identified priorities, it is imperative that the PIO lead the process
of developing a strategic communication plan, complete with timelines, strategies and
There are assumptions that the assignments in order to move the work forward.

activities recommended in this A MAJOR FUNDAMENTAL SHIFT needs to occur in the way MESD thinks about internal
communication, and leadership must work together on solutions. Consider the following
section do not currently exist. This
as you work to improve internal communication:
may or may not be true. If there
»» Employees are your greatest investment; help them become your greatest
is a recommendation that the ambassadors.
MESD is already doing, the way in »» Empower them to build relationships with districts and be part of the decision-
making process.
which it is occurring might not be »» Adopt this statement: “Communication is everyone’s role in the agency.”
effective, and it might need to be »» Get to a place where employees represent MESD with pride.
»» Provide a safe forum for openly sharing ideas. Promote the mantra, “There are no bad ideas.”
retooled based on »» Walk the talk.
the feedback we The following recommendations will help MESD address internal employee
received. communication needs and harness the energy of employees at all levels.

MESD COMMUNICATIONS AUDIT 14

 Take Action
No. 1 – Face Time

RECOMMENDATION
SUPPORTING DATA:
Establish a consistent schedule for agency and departmental
»» Staff at all levels expressed
meetings, leadership tours in the field and coordinated staff activities.
the desire for more face-to-
face meetings—both at the agency and
department level. This seems especially IMPLEMENT CONSISTENT AGENCY-WIDE MEETINGS
important to newer staff members, but even »» Establish a schedule and guidelines for effective agency-wide meetings. Make
those who have been with MESD for some these regular and anticipated. As part of the trust-building (and habit-building)
years seek more personal interactions with process, set these up on a quarterly basis.
supervisors/leadership. »» These meetings are to be a time for MESD leadership to share important news,
»» Staff is not interested in additional “sit-and- achievements and concerns, and a place where employees feel safe to ask
get” meetings (although at times these are questions and discuss solutions.
important) but rather real opportunities for »» These meetings should be about more than business. We encourage you to set
interaction, places where employees can both aside part of the meeting as a social time, including time for employees to visit
receive and share information, and engage in informally, for departments to share news or success stories, to have table talks
conversations. with discussion questions and/or for team-building activities.
»» Because regular meetings could be a burden for employees in more distant
»» In light of the internal challenges surrounding
programs, explore ways technology can be used for them to participate remotely.
trust, transparency and retaliation, it will be
»» If it is logistically feasible, consider hosting agency and departmental meetings in
important to lay an appropriate groundwork
the field. Meet employees where they are.
for these gatherings, so they become a safe
place for two-way interaction. DEPARTMENTAL MEETINGS
»» Staff crave some fun interactions with »» Set guidelines so all departments have consistency in gathering their
their colleagues. A quick gathering with no departments together. Set protocols for how often meetings should occur and
business agenda but some coffee and snacks ideas for what they could include.
can be a good boost to morale. »» Encourage these gatherings to include both information from leadership and
»» People want to feel they are part of sharing by employees, and ensure they are safe places for employees to ask
something larger—and they are inspired questions and express concerns.
when they learn what other groups in the
LEADERSHIP TOURS (CABINET AND SUPERVISORS)
agency are doing. They are curious about
what is happening in other departments and »» Set a visitation schedule for leadership to visit programs, classrooms and schools
want to hear success stories that will make out in the field.
them better ambassadors for the agency. »» Make the goal one that thanks and praises employee efforts and allows them to
showcase the good work they are doing.
»» Consider planned activities such as
celebrations, staff potlucks, parties and STAFF ACTIVITIES
recognitions.
»» Create a social committee or employee group responsible for staff activities,
luncheons, celebrations, etc. These activities are designed to get staff out of their
offices to bond and enjoy one another’s company.

MESD COMMUNICATIONS AUDIT 15

 Take Action
No. 2 – Employee Engagement in Agency Mission & Goals

RECOMMENDATION
SUPPORTING DATA:
Involve staff in a project to re-vision MESD’s mission statement,
»» The auditors found it
refreshing to find employees logo and taglines to better reflect the agency’s work and honor its
cared so deeply about the mission of the employees. Use these work products to help build a more cohesive identity for
agency and the importance of a shared
understanding of it. However, the mission as MESD—internally and externally.
it is, is not being shared/adapted/translated
the way it should be.
RE-TOOL THE AGENCY’S MISSION
»» Employees are fully engaged in a mission to
serve students. They want to see an agency »» Engage in a strategic process to vet the MESD mission. Does it resonate with
mission statement that reflects this and internal stakeholders?
around which they can rally. They also want
the community to know that their mission »» Conducting agency-wide meetings, departmental meetings and leadership
involves serving children who might not tours would dovetail nicely with action items from the Face Time section. If
appropriate, the mission statement effort could become a centerpiece of initial
otherwise receive educational opportunities.
meetings/tours, giving departments and the agency a reason to meet and begin
Some expressed disappointment at seeing
collaboration efforts.
a tagline on the side of MESD trucks that
focused on saving taxpayer dollars. CELEBRATING THE NEW MESD
»» Because they invest so much in their work,
»» When this activity is finalized, re-introduce MESD to your internal and external
they want to be kept apprised of immediate
stakeholders. Combine a celebration with an agency-wide meeting that includes
events and changes at MESD, and also in
employees from all sites. Consider “reintroducing” MESD to the community and
the organization’s long-term vision. Being to its partner districts via an ad campaign, updated services materials and SWAG
involved in the creation of the organization’s that incorporates messages about the agency.
mission and vision will help them feel more a
part of the work.
SPECIAL NOTE
Due to work responsibilities and locations, some employees identify
more fully with schools and other off-site programs, so the mission
statement should have enough breadth and portability to include them.

MESD COMMUNICATIONS AUDIT 16

 Take Action
No. 3 – Communication Tools

RECOMMENDATION
SUPPORTING DATA:
Increase or enhance ALL available communication tools. These include
»» Employees want to know
what’s going on in their consistency in producing an all-staff internal newsletter, addressing web
own departments and across the agency, improvements, continuing leadership blogs and all-employee emails.
but they also feel inundated by too much
information. (Note: Some departments have
their own newsletters.) A CONSISTENT MONTHLY INTERNAL NEWSLETTER FOR THE AGENCY
»» There is great variety in the way »» We recommend developing a monthly internal agency-wide e-newsletter
departments communicate and the tools that puts all of the latest information employees need to know—along with a
they use. There should be consistent tools couple of human interest stories—in one place. Human interest stories would
and practices throughout the agency. focus on work being done at various sites and in departments, featuring and
»» Staff indicated they wish to know more recognizing staff and students.
about the work of other departments and
»» A suggestion: Send out the newsletter after the regular monthly Board
employees. They also appreciated receiving
meeting, so it could include timely publication of Board highlights—
Board highlights (that no longer exist).
something staff indicated they would appreciate.
»» Employees expressed frustration with
trying to navigate the MESD website. They A REDESIGNED WEBSITE
often come across outdated material—or »» We recommend initiating a redesign of the website, beginning by
are unable to find the information they answering a key question: What is the website’s purpose? Answering that
are looking for. While the website should question should help designers curate the content in a way that will make it
be designed and used as a place where easier to navigate and more user-friendly. If the agency decides the website
employees can find all the information is both for employees and clients, consider creating an intranet to serve
they need, it is not. Additionally, it is not staff-specific needs.
an effective tool for clients or for marketing
MESD’s programs. THE “ASK JIM” BLOG
»» Employees and Board members say that »» There is tremendous support for, and interest in, the “Ask Jim” blog.
MESD has countless positive stories to tell Employees love having the opportunity to submit questions and read the
and data to support them, but the stories answers. They found it to be a safe source of accurate, reliable information.
are not getting out there. The only negative comments were that some thought it was a bit too
sanitized, and it took too long to receive answers.

»» Many are hopeful that the blog will be continued and that other
administrators will consider creating their own blogs. (In light of changing
leadership, the name of this tool would change.)

Continued on next page >

MESD COMMUNICATIONS AUDIT 17

 Take Action
No. 3 – Communication Tools (continued)

MESD EMAILS
“We need to get better about
»» Focus groups and the online survey indicate that email is currently an
telling our story and using data essential way employees receive agency-level information. The results for
department-level information were similar with the highest numbers of
to show it.” employees liking MESD email, face-to-face meetings and e-newsletters. In
both cases, many disliked getting their information via Facebook and Twitter.

Even with implementation of the proposed e-newsletter, MESD email will remain
an important source of immediate information. A few improvements will make it
more effective:
»» Establish MESD emails as the preferred method of communication for key
information.
»» Create a “news flash” heading and subject line, so employees recognize when
important information is being transmitted.
»» Ensure that all employees are connected to the All-MESD email address list, so
everyone gets important information at the same time.

TAKING A CLOSER LOOK:

The results of Question 20 from our online survey support the

importance of these communication tools:
How do you prefer to receive agency-level information?

LIKE NEUTRAL DISLIKE

120

80

40

0
MESD MESD MESD MESD E-newsletter Face-to-face Paper Fliers
Facebook Twitter Homepage Email Other
Meetings and/or Posters
Updates Updates Updates

MESD COMMUNICATIONS AUDIT 18

 Take Action
No. 4 – Communication Training for Supervisors

RECOMMENDATION
SUPPORTING DATA:
Implement strict communication protocols and an accompanying
»» Departments describe great
discrepancies in the way supervisor training program to provide guidance and set expectations
communication occurs. This was voiced regarding communication across the agency and in individual departments.
multiple times throughout the audit process.
»» Supervisors say they are unsure of what
information is theirs to share and with LEADERSHIP TRAINING
what tools they should share it.
»» Establish consistent onboarding protocols that supervisors should use with
»» Departments are unsure what other new employees agency-wide.
departments are doing or saying, so many
supervisors end up not communicating »» End the agency’s oral history style of institutional memory. Work with
anything at all. supervisors to formalize meaningful job descriptions and protocols for
accomplishing employee tasks.
»» Supervisors expressed their desire for
training and direction, and clear protocols »» For departments whose employees work in the field, determine the most
for doing their jobs. effective ways for supervisors to engage with those districts and schools, to
»» Field staff long for their supervisors to have conversations about the parameters of employees’ job responsibilities.
communicate more effectively with
COMMUNICATION TRAINING
districts, so district expectations are in line
with what employees are authorized to do. »» Dedicate time for communication training for supervisors—educating them
»» Employee onboarding is inconsistent about best communication practices.
and often dependent on predecessors
»» Develop protocols and share the expectation that all supervisors adhere
providing training. When there is a gap in
to basic practices. For example, share situations in which email might be a
the position, no one is able to explain job
better tool than face-to-face meetings and vice versa.
responsibilities or protocols.
»» During regular meetings of supervisors, take time to discuss what information
they should convey to their staff members and provide key talking points.
Suggest the platform they should use to help them convey information.

»» Encourage supervisors to share what communication tools and strategies

have worked well in their departments.

MESD COMMUNICATIONS AUDIT 19

 Conclusion
SPECIAL NOTE As suggested earlier in this report, we recommend convening four different internal groups to
spearhead implementation of action items contained in each category. This process will take
If MESD is interested in additional some time and results should not be expected overnight. However, the importance of taking the
consultation about process, time needed to work through each recommendation is critical.

implementation and external It will be very important to keep employees updated along the way.
marketing work, The end result of this work will be a comprehensive strategic communication plan
ESD 112 is available that will guide the agency’s communication efforts into the future.

to help with these Additionally, it is recommended that MESD consider re-visiting employee engagement
and employee satisfaction with communication improvements following implementation
next steps.
of the action items—after 12 to 18 months.

We appreciate the opportunity to work with MESD and we valued the conversations
and candid feedback that will help the organization as it moves forward with a strategic
communication plan.

MESD COMMUNICATIONS AUDIT 20

 Appendix A
Sample Stakeholder Interview Questions

SPECIAL NOTE 1. Do you know and understand the MESD mission, goals, purpose?
2. Do you receive timely information about decisions and actions that impact you?
Questions were adapted 3. What do you tell people about your workplace?
as appropriate for 4. Do you have protocols in place in your departments that help you be a good
communicator? What would help you?
each group.
5. What do you like most about working for your organization?
6. What do you like least?
7. In your opinion, is MESD currently reaching key audiences?
8. Who is your primary audience?
9. Do the messages you receive from MESD move you to take action?
10. What information is not being conveyed that should be?
11. Who are the most credible messengers in the organization?
12. What do you believe would make clients want to use MESD services in a more
significant way?
13. What tools would help you better share information within your department and
with other departments?
14. What do you perceive to be the strengths of MESD’s current communication efforts?
15. What do you perceive to be the weaknesses of MESD’s current communication efforts?
16. What communication tools and practices have been most effective?
17. What communication tools and practices have been least effective?
18. What communication opportunities is MESD missing?
19. Is there a specific piece of communication that is missing from your communication
library?
20. Do you use the MESD website (or direct people there)? Why or why not?
21. What do you need MESD to improve on in its communication with you as a staff
member?
22. Share your opinion about the impact of MESD’s printed and electronic
communication materials – what’s working, what’s not? (Visually appealing? Color
and font choice? Key messages? Style?)
23. What is your favorite MESD publication/webpage/other communication? Why is it
your favorite?
24. Is communication within your department effective? Why or why not?
25. Is communication among MESD departments effective? Why or why not?

MESD COMMUNICATION AUDIT APPENDIX A

 Appendix B
Stakeholder Interview Snapshot – Leadership

SPECIAL NOTE Administrators and the Board should be commended for taking time to work through a
comprehensive review process and accept guidance about how to improve communication
The following snapshot represents and marketing strategies for MESD. During our interview with key leadership we learned:
the most prominent themes Perceptions
recorded during »» There is unrest because of the leadership turnover. Supervisors are having difficulty
stakeholder knowing how to guide their employees because they don’t know where to get
information and how to consistently share it. Lack of consistent approach.
interviews with
»» There is a culture of information being passed along verbally, and because many
each focus group. people have left, there are many holes to be filled. It’s evident there is no protocol in
place for how to get needed information.
»» There are many broken links in the chain of communication.
»» There seems to be a punitive approach more prevalent than coaching.
»» People trust their supervisors and the union, but not as much administrators.
»» Staff morale is a concern.
»» The general public does not know or understand what the agency is and what it does.
»» Data is either not available or not being used effectively.
»» A new brand is needed that more closely aligns with what MESD does.

MESD COMMUNICATION AUDIT APPENDIX B

 Appendix B
Stakeholder Interview Snapshot – MESD Frontline Staff

SPECIAL NOTE The focus groups with three different MESD staff groups were insightful. It is clear employees feel
passionate about their work and dedicated to their programs.
The following snapshot represents
Perceptions
the most prominent themes »» There is inconsistent treatment of employees.
recorded during »» There is a lack of responsiveness from supervisors in some departments.
»» There is a perception that there is great dysfunction, especially in the last two years.
stakeholder
»» People keep their heads down because they don’t understand what can be said legally.
interviews with »» There is lots of mistrust; a big communication gap between upper management and
the rest of us.
each focus group.
»» Information about decisions or actions that impact employees is hit and miss,
depending on supervisor’s communication style.
»» Lots of information is being shared through the rumor mill, which may or may not be
factual.
»» The website is difficult to navigate and is not being managed effectively. It’s difficult for
employees to find what they need. New employees feel helpless when trying to find
information.
»» There is a lack of consistent training and onboarding. Supervisors don’t always know
what their people do.
»» There is a lack of styles and standards for communicating professionaly in writing and
online.
»» Employees do not believe the mission statement reflects the true purpose of the
agency.
»» Employees feel that the MESD needs a new and consistent rebranding that reflects what
they truly do.
»» MESD has hit rock bottom in terms of moral and public perception. However, there is
hope that it will improve.
»» Employees are working in silos and have no idea of the magnitude of what the agency
accomplishes.
»» Apparent lack of communication protocol across the agency.
»» People are not necessarily on the correct email lists.
»» New employees are not introduced around the agency in a consistent manner.
»» Employees embrace program goals more than agency-level goals.
»» People want to have autonomy in their jobs but also to feel supported and valued.
»» New regime is recognizing the importance of dealing with challenges in the agency and
discussing how to address them.
»» There is a lack of clarity around expectations of workload and disparities among
supervisor approaches to following employee contracts.
Continued on next page >

MESD COMMUNICATION AUDIT APPENDIX B

Appendix B
Stakeholder Interview Snapshot – MESD Frontline Staff (continued)

»» Workload is up and finances are down. This is causing great stress around the agency.
(For example: School Districts are paying less but expecting the same amount of work
from MESD employees.)
»» There are employees who work out in the districts who feel challenged because their
supervisors there don’t understand what they can and can’t do legally. This causes
tension and disconnect.
»» There are rumors about supervisors getting pay back while frontline employees have to
take cuts. (This speaks to the need for clear communication.)
»» Don’t know who to call for help.
»» MESD employees feel like they have many masters but no one has their back. They
worry about relationships with districts because they don’t want to lose contracts.
»» Little acknowledgement of staff, high emotional toll – but staff keep going.
»» Staff don’t feel engaged with MESD as an agency, but they do with their team,
department or building.

MESD COMMUNICATION AUDIT APPENDIX B

Online Survey Data Appendix C
  
 
 
 
 

APPENDIX C
MESD Online Survey Data
 
 
Board decisions [How important is it for you to receive the following agency-level and
department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important    

 
 
 
 
Very important 92 66.2%
Somewhat important 42 30.2%
Not important 5 3.6%
 
 
New employees [How important is it for you to receive the following agency-level and
department-level communications? ]
 
 
Very important    
 
Somewhat im…  

 
Not important    
 
 
 
 
Very important 53 38.7%
Somewhat important 74 54%
Not important 10 7.3%

 
 

  Page  1    |    APPENDIX  C  
  
 
 
 
 
Departing employees [How important is it for you to receive the following agency-level and
department-level communications? ]
 
 
 
 
 
  Very important
Very important 50 36.5%
Somewhat im…
Somewhat important 79 57.7%
Not important
Not important 8 5.8%

 
Positive news and stories about staff members [How important is it for you to receive the
following agency-level and department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important    
 
 
 
 
Very important 70 50.4%
Somewhat important 62 44.6%
Not important 7 5%
 
 
Legislative updates [How important is it for you to receive the following agency-level and department-level
communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important    
 
 
 
 
Very important 81 58.7%
Somewhat important 53 38.4%
Not important 4 2.9%
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  Page  2    |    APPENDIX  C  
  
 
Workshops and seminars [How important is it for you to receive the following agency-level and
department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important    
 
 
Very important 84 60.4%
Somewhat important 50 36%
Not important 5 3.6%

Department decisions about procedures and practices [How important is it for you to
receive the following agency-level and department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important

   
 
 
Very important 129 92.8%
Somewhat important 8 5.8%
Not important 2 1.4%
 
 
MESD staff events (appreciation days, etc.) [How important is it for you to receive the following
agency-level and department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important    

 
 
 
 
Very important 73 52.5%
Somewhat important 62 44.6%
Not important 4 2.9%
 
 
 
 
 
 
 
 
 
 
  Page  3    |    APPENDIX  C  
  
 
Scheduling updates (holidays, building closures, etc.) [How important is it for you to receive
the following agency-level and department-level communications? ]
 
 
Very important  

 
Somewhat im…    
 
Not important

   
Very important 114 81.4%
Somewhat important 24 17.1%
Not important 2 1.4%

Media coverage of MESD [How important is it for you to receive the following agency-level
and department-level communications? ]

Very important 78 56.9%

Somewhat important 51 37.2%
Not important 8 5.8%

Are there types of information not listed above that are important for you to receive?
 

Answers  to  this  question  include:  

§ Many  requests  to  receive  information  before  changes  occur  in  terms  of  contract,  pay,  benefits,  
scheduling/programming,  new  tools/apps,  technology,  policies,  practices,  departmental  changes  and  cabinet  
decisions.    
§ Requests  for  opportunities  to  be  included  in  decision-­‐making.    
§ Requests  for  information  on  different  departments,  on  districts  and  on  education/school  health  throughout  
Oregon.  
§ Requests  to  be  alerted  to  job  opportunities  within  the  MESD  organization.  
 
Do you receive information in a timely manner, so you can do your job?
 
  Yes 60 43.2%
49.6%
No 10 7.2%
 
  Sometimes 69 49.6%
 
   
 
43.2%
 
 
 
 

  Page  4    |    APPENDIX  C  
  
What do you like most about working for your organization?
In  general,  people  were  most  pleased  about  the  people  they  work  with,  their  perceived  mission,  the  work  they  
do  and  the  benefits  they  receive.  Here  is  a  sampling  of  responses:  
§ Relationships  with  colleagues  and  students  
§ The  facility  I  work  at  
§ Positive  atmosphere  
§ Making  a  difference  
§ Making  education  accessible  to  students  with  medical  conditions  
§ Collective  goal  to  serve  children  and  families  
§ Supportive  supervisors  
§ Support  for  school  nurses  
§ Benefits,  time  off  
 
What do you like least?
Answers  ranged  from  specifics  such  as  leadership  issues  and  website  problems  to  the  more  general  issue  of  
atmosphere  and  a  lack  of  vision.  Here  is  a  sampling:    
• Not  feeling  valued  
• Workload  is  massive.  
• Negativity,  dysfunction  of  MESD  admin  and  HR  
• That  key  positions  are  filled  by  interim  people,  the  revolving  doors  of  administration  
• No  encouragement  to  learn  more,  get  promoted  from  within.  
• Inconsistent  communication—frontline  employees  are  the  last  to  know  what’s  going  on.    
• Lack  of  info  flow  among  some  departments  
• Secrecy,  dishonesty  
• Lack  of  transparency  at  cabinet  level,  us  vs.  them  mentality,  lack  of  consulting  with  subject  matter  experts    
• Atmosphere  of  reacting  vs.  acting    
• Right  hand  doesn’t  know  what  left  hand  is  doing.  
• High  stress—high  turnover,  disorganization  
• Negative  image  from  media—and  lack  of  positive  stories  about  the  good  done  by  nurses  
• Not  fairly  compensated  
• Departments  in  siloes  
• Oral  history-­‐style  training/lack  of  training  
• Lack  of  team  decision-­‐making,  any  decision-­‐making  
• Lack  of  vision  
• Top-­‐down  attitude  
• Website  is  out  of  date  (current  employees,  bios)  
• Lack  of  flexibility  in  schedule  
• Board  is  unprofessional  
• Difficult  to  explain  our  purpose/mission—it  seems  to  have  evolved.  
• Inconsistent,  ever-­‐changing  procedures  
 
Who are the most credible communicators in the organization?
Dozens  of  people—from  top  administrators  to  frontline  employees—were  named  in  these  responses,  but  the  
ones  who  came  up  most  often:  
• Jim  Rose  (many  times)    
• Laura  Conroy  
• Margo  Lalich  
• Scott  Perry    
 
 
 
 
 
  Page  5    |    APPENDIX  C  
  
What do you perceive to be the strengths of MESD’s current communications efforts?
Responses  included  both  current  and  past  efforts,  most  notably:    
• The  “Ask  Jim”  blog,  and  Jim  in  general.  Responders  observed  that  the  blog  made  them  feel  as  if  he  cared  about  
schools  and  employees.  
• The  communication  audit—some  expressed  that  it  shows  MESD  is  addressing  the  lack  of  process,  making  an  
honest  effort  to  improve  and  communicating  more  openly  and  clearly  and  trying  to  create  climate  of  
transparency.  Change  is  under  way.  
• More  frequent  agency-­‐wide  emails.  
• Emails  and  updates  from  the  CIO,  interim  superintendent  
• PIO  is  approachable  and  open  to  feedback.  
• Website,  social  media,  email  
• Videos  Skolnick  put  out  a  year  ago  to  share  vision  
• Skolnick’s  “All  Access”  was  good—stories  about  kids,  staff  in  schools,  etc.  
Miss  the  regular  newsletter  
 
What do you perceive to be the weaknesses of MESD’s current communications efforts?
Responses  ranged  from  specific  communications  topics  and  platforms  to  more  general  organizational  
challenges.  They  include:  
• Lack  of  newsletter  re:  MESD  and  employees  (“the  Interaction”)  
• Lack  of  trust  
• Lack  of  face-­‐to-­‐face  interaction  out  in  work  places  (they  want  superintendent  and  others  to  visit  programs  and  
share  stories  about  them)  
• Communications  are  not  up  front,  gloss  over  the  truth  and  do  not  admit  mistakes.  
• Resistance  to  change  
• Inconsistency  among  departments  
• Classroom-­‐level  staff  disconnected  from  Cabinet/Board  members  
• Last-­‐minute  communications  or  lack  of  information  (and  decision-­‐making  ability)  on  changes  affecting  
employees  
• High  turnover  of  leadership  
• Lack  of  input  from  staff  
• Hearing  about  the  internal  workings  of  MESD/department  from  news  agencies  
• Conflicting  information    
• Lack  of  communication  with  districts  causes  them  to  expect  unsustainable  levels  of  service  
• Too  many  places  to  look  for  information    
• Emails  not  sent  to  those  who  need  them  but  sent  to  those  who  don’t  
• Lack  of  good  news  
• Lack  of  news  on  what’s  happening  with  Board.  
• Messages  from  admin  and  ER(?)  are  too  long.  
• Website  is  hard  to  navigate.  
• Lack  of  communication  pathways  in  departments  
• Slow  communications  
• Too  much  politicking—information  released  on  a  need-­‐to-­‐know  basis  
• Lack  of  information  being  shared  outside  Ainsworth  building  
 
 
 
 
 
 
 
 
  Page  6    |    APPENDIX  C  
  

Why  or  why  not?    

Responses  included  both  positive  and  negative  attributes  of  the  website:  
Positives  of  the  website  
• It  contains  the  information  I  need  to  do  my  job.    
• It  contains  necessary  forms.  
• It  has  useful  information  for  parents.  
• It  contains  contact  information  on  programs  and  people.  
• It  contains  information  about  my  department.  
• It  contains  information  about  other  departments.  
• It’s  a  good  staff  tool  but  not  a  good  marketing  tool.  

Negatives  of  the  website  

• The  program  doesn’t  have  time  to  keep  it  current.  
• It’s  hard  to  navigate  if  you’re  not  familiar  with  it—you  will  waste  time  hunting  down  information.  
• It  is  not  intuitive.  
• I  only  direct  MESD  employees  there.  
• We  need  an  employee  cheat  sheet  or  training  to  navigate  email,  Helpdesk,  server,  etc.  
• The  website  needs  updating.  
• It’s  unreliable.    
What is your favorite MESD publication/webpage/other communication?
Responses  included  both  current  and  past  communications  platforms:  
• The  “Ask  Jim”  blog  (many)    
• “Pulse  Points,”  Department  of  School  Health  Services  (many)  
• The  homepage  (numerous)  
• The  MESD  (former?)  “Interaction”  (several)  
• Skolnick’s  newsletter  (several)  
• Wellness  updates  (several)  
• All  Access  (from  years  ago)  (several)  
• Facebook  (a  few)    
• HR  newsletter  (a  few)  
• Board  minutes  
• All-­‐staff  emails  
• Staff  health  info  
• Job  openings  
• Local  Service  Plan  
• Marshall  Memo  
 

  Page  7    |    APPENDIX  C  
  
Why is it your favorite?
Survey  respondents  offered  many  reasons  why  they  like  certain  publications.  Here  are  the  most  common:  
• I  get  to  hear  what’s  happening  in  different  programs.  
• Agency  and  department-­‐level  communication  is  in  one  place.  
• I  can  read  about  decisions/budget  issues.  
• It’s  clear,  concise,  honest.  
• Pulse  Points  because  there  is  a  lot  of  information  and  updates.  
• It’s  a  reminder  that  we  are  serving  students.  
• It  offers  timely  information  about  events.  
• It’s  applicable  to  work.  
• It  generates  thought.  
• We  can  speak  freely  without  retribution.  
• It’s  short  but  informative.  
• It’s  positive  and  focuses  on  employee  health.  
• It  offers  news  plus  information  on  student/staff  celebrations.  
• It  offers  open,  frank  communication  between  supervisors  and  staff.  

 
What do you need MESD to improve on in its communications with you as a staff
member?
These  are  the  most  common  types  of  responses:  
• Consistency  
• Transparency  
• Create  an  environment  where  staff  can  trust  administration  to  not  retaliate.  
• Be  united,  transparent  
• Offer  timely  information,  especially  on  changes.  
• Satellite  programs  want  communication  about  MESD  programs.  
• Share  what’s  happening  throughout  agency,  in  various  departments.  
• Give  budget  projections,  offer  insight  into  legislative  issues.  
• Meet  with  colleagues  in  small,  informal  groups.  
• Offer  a  biannual  open  forum/Q&A  with  component  district  leaders.  
• Provide  clear,  concise  information  with  more  perspectives.  
• Clarify  for  supervisors  what  they  should  tell  staff  vs.  what  MESD  administration  should  tell  staff.  
• Provide  consistent  messaging  to  entire  agency  and  talking  points  for  supervisors  to  share.  
• Share  the  five-­‐year/future  plan.  
• Get  cabinet  members  out  into  programs.  
• Provide  Board  updates.  
• Offer  how-­‐to  tutorials  for  technology  and  training  for  teachers/staff.  
• Ask  for  staff  input  via  discussion  at  meetings  before  changing  policies/procedures.  
• Respond  to  concerns.  
• Let  staff  know  when  news  releases  go  to  media.  We  don’t  want  to  learn  about  MESD  from  the  
newspaper/neighbors.  
• Create  onboarding  procedures.  

  Page  8    |    APPENDIX  C  
  
What do you tell people about communications within your workplace?
Respondents  provided  mostly  negative  responses,  but  there  were  a  few  positives.  Here  are  representative  
responses:  
• It’s  not  good/very  poor.  
• It’s  inconsistent  and  disorganized.  
• It’s  retaliatory.  
• It’s  a  professional  embarrassment.    
• Improving,  but  we  still  have  a  ways  to  go.  
• MESD  is  trying  to  change  (this  survey  is  example).  
• Silos  need  to  come  down.  
• I  need  more  contact  with  my  supervisor.  
• MESD’s  communications  demonstrate  a  lack  of  understanding  of  its  programs  when  it  makes  universal  
decisions.  
• We  have  contract  issues.  
• It’s  very  good.  
• My  site  is  fine.  
• We  have  some  great  school  teams.  

Do you feel you are considered an integral part of the organization?

 
  Yes 69 51.1%
 
No 37 27.4%
27.4%  
21.5%
Don't know 29 21.5%
 
   
 
 
51.1%
 
 
Do you believe your workplace is responsive to ideas and input from employees?
 
  Yes 38 27.9%
58.1% No 19 14%
 
  Sometimes 79 58.1%
 
 
 
14% 27.9%
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  Page  9    |    APPENDIX  C  
  
AGENCY-LEVEL QUESTIONS
 
 
 
Do you receive information about agency happenings and decisions in a timely manner?
 
  Yes 45 32.1%
55%
  No 18 12.9%
  Sometimes 77 55%
 
   
 
32.1%
 
 
 
 
 
 
Is communication between MESD departments effective?
   
  Yes 20 14.9%
47.8%
No 50 37.3%
Sometimes 64 47.8%
 
 
 
37.3%

 
 
 
 

  Page  10    |    APPENDIX  C  

  
Why  or  why  not?    
Respondents  offered  a  number  of  reasons  why  communications  between  MESD  departments  is  ineffective  and  
a  few  reasons  why  it  is  working,  including:  
• Departments  feel  like  separate  organizations  and  don’t  all  get  along.  
• It’s  done  without  students  in  mind.  
• There’s  no  visible  system  other  than  1:1  email/group  email/phone/text.  Communication  is  at  an  individual  
level,  not  at  high  level.  
• “I’ve  never  seen  it.”  
• Departments  are  siloed.  
• There  is  friction  among  leadership  in  different  departments.    
• Lack  of  consistency  in  hearing  about  other  departments  
• No  mechanism  to  promote  this.  
• There  are  just  rumors.  
• There  are  no  standards/expectations.  
• “Ever  since  Laura  Conroy  arrived,  communication  has  improved  dramatically  for  the  better.”  
• We  are  at  75-­‐80%  effectiveness—and  improvements  are  continuing.  
• SHS  is  effective  in  communications.  

MESD Facebook updates [How do you prefer to receive agency-level information?]

 
  Like 14 10.8%
Like     Neutral 44 33.8%
  Dislike 72 55.4%
Neutral    
   
Dislike  
 
 
 
MESD Twitter updates [How do you prefer to receive agency-level information?]
 
  Like 5 3.9%
Like     Neutral 31 24.2%
  Dislike 92 71.9%
Neutral    
   
Dislike  
 
 
 
MESD homepage updates [How do you prefer to receive agency-level information?]
 
  Like 83 61.9%
Like   Neutral 43 32.1%
  Dislike 8 6%
Neutral    
   
Dislike    
 
 
MESD email [How do you prefer to receive agency-level information?]
 
Like 132 95.7%
Like   Neutral 6 4.3%
  Dislike 0 0%
Neutral    
 
Dislike

   

  Page  11    |    APPENDIX  C  

  
 
E-newsletter [How do you prefer to receive agency-level information?]
 
  Like 74 56.5%
Like   Neutral 47 35.9%
  Dislike 10 7.6%
Neutral    
   
Dislike    
 
 
 
Face-to-face meetings [How do you prefer to receive agency-level information?]
 
  Like 90 68.7%
Like   Neutral 32 24.4%
  Dislike 9 6.9%
Neutral    
   
Dislike    
 
 
 
 
Paper fliers and/or posters [How do you prefer to receive agency-level information?]
 
  Like 32 24.6%
Like     Neutral 58 44.6%
  Dislike 40 30.8%
Neutral  
   
Dislike    
 
 
 
 
 
Other [How do you prefer to receive agency-level information?]
 
Like 2 3.2%
Like     Neutral 53 84.1%
  Dislike 8 12.7%
Neutral  
 
Dislike    
 

  Page  12    |    APPENDIX  C  

  
 
 
 

If yes, what do these mechanisms look like? If no, what would make this possible?

Respondents  answered  this  question  with  answers  about  methods  that  would  be  useful  for  conveying  
information  and  issues  with  leadership:  
• Lots  of  comments  about  the  need  to  reestablish  trust  in  administrators,  relationships  between  managers  and  
employees.  
• The  annual  review  can  be  a  good  time  to  communicate,  but  not  all  supervisors  are  receptive/helpful;  there’s  
been  retaliation  in  the  past.  
• We  are  directed  to  go  to  our  supervisor  first,  but  sometimes  they  are  the  issue.  
• There  is  no  consistent  mechanism—it  depends  on  individual  supervisor.  
• “Ask  Jim”  has  been  helpful,  but  sometimes  it  took  too  long  to  get  response  and  seemed  censored.    
• There  should  be  a  blog  for  every  director.  
• How  about  department  suggestion  boxes?  
• There  are  suggestion  boxes,  but  not  aware  of  outcome  of  usage.  
• Used  to  have  operations  meeting  at  Ainsworth  led  by  Skolnick—a  safe  and  confidential  place  to  make  
suggestions  to  leadership  team.    
• Listening  sessions  haven’t  happened  for  a  while  
• Open  meetings  with  superintendent  would  be  helpful.  
• People  fear  retribution,  whether  real  or  just  perceived.  
• You  never  see  leaders  unless  you’re  at  Ainsworth.  
• Email  or  face-­‐to-­‐face  meetings  would  be  most  helpful.  
• We  address  at  Labor  Management  Meetings  when  there  is  a  problem  or  concern.  
• Email  works  great.  
• Some  employees  feel  well-­‐supported  by  responsive  administrators.  

 
Do you believe your ideas and concerns have an impact on directions and decisions
pursued by MESD leadership?
 
  Yes 18 13.2%
53.7%
No 45 33.1%
 
  Sometimes 73 53.7%
 
   
 
33.1%

 
Do you feel that the communications you receive from MESD are real and genuine?
 
  Yes 51 37.5%
52.2%
No 14 10.3%
 
  Sometimes 71 52.2%
 
   
 
37.5%
 
 
 
 
 

  Page  13    |    APPENDIX  C  

  
DEPARTMENT-LEVEL QUESTIONS
 
 
 
MESD Facebook updates [How do you prefer to receive department-level information?]
 
  Like 6 4.9%
Like     Neutral 28 23%
  Dislike 88 72.1%
Neutral    
   
Dislike  
 
 
 
 
MESD Twitter updates [How do you prefer to receive department-level information?]
 
  Like 2 1.6%
Like
 
Neutral 17 13.9%

Neutral     Dislike 103 84.4%

   
Dislike  
 
 
 
 
Departmental homepage updates [How do you prefer to receive department-level
information?]
 
  Like 52 41.3%
Like   Neutral 44 34.9%
  Dislike 30 23.8%
Neutral    
   
Dislike    
 
 
 
 
MESD email [How do you prefer to receive department-level information?]
 
  Like 132 96.4%
Like   Neutral 5 3.6%
  Dislike 0 0%
Neutral    
   
Dislike

  Page  14    |    APPENDIX  C  

  
 
E-newsletter [How do you prefer to receive department-level information?]
 
  Like 68 54.4%
Like   Neutral 37 29.6%
  Dislike 20 16%
Neutral    
   
Dislike    
 
 
 
 
Face-to-face meetings [How do you prefer to receive department-level information?]
 
  Like 103 80.5%
Like   Neutral 18 14.1%
  Dislike 7 5.5%
Neutral    
   
Dislike    
 
 
 
 
Paper fliers and/or posters [How do you prefer to receive department-level information?]
 
  Like 24 20%
Like     Neutral 49 40.8%
 
Neutral   Dislike 47 39.2%
   
Dislike    
 
 
 
 
Other [How do you prefer to receive department-level information?]
 
  Like 4 6.5%
Like     Neutral 47 75.8%
 
Neutral   Dislike 11 17.7%
   
Dislike    
 
 
 
 
Do you have protocols in place in your department that help you be a good
communicator?
 
  Yes 63 46%
36.5% No 24 17.5%
 
Not sure 50 36.5%
17.5%
   
 
 
46%
 
 
 
 
 
 
 
 
 
  Page  15    |    APPENDIX  C  
  
 
 
 
What would help you be a good communicator?
Respondents  offered  ideas  that  fit  in  the  following  themes:  
• Working  as  a  team.  
• Having  more  informal  meetings,  weekly  meetings,  more  face-­‐to-­‐face  meetings,  scheduled  opportunities  to  
discuss  concerns.  
• Reading  my  own  emails  more  frequently.  
• If  I  knew  there  would  be  no  retribution  for  speaking  up.  
• Trust  
• Opportunity  to  give  input  on  possible  changes.  
• If  this  culture  were  one  that  would  close  the  loop  on  communications.  We  need  timely,  responsive  
communication,  we  need  to  know  it  matters.  
• We  need  replies  to  our  emails.  
• Communication  classes/workshops  and  documents  with  strategies  for  positive,  clear  communication.    
• Supervisors  want  to  know  best  practices,  expectations  for  what  to  tell  employees.  
• Want  supervisors  to  be  role  models  
• Want  clear  expectations  from  director  
• Training  on  protocols  
• Would  like  HR  visits,  informing  us  of  what’s  going  on  and  seeking  input  
• We  have  good  protocols;  I  have  the  tools  I  need.  
• I  am  satisfied.  
• My  team  has  regular  meetings,  which  keep  everyone  on  task  and  in  the  loop.  
 
 
Is communication within your department effective?
 
  Yes 42 31.1%
58.5% No 14 10.4%
 
  Sometimes 79 58.5%
 
 
 
31.1%
 
 
 
 
 

  Page  16    |    APPENDIX  C  

  
Why or why not?
Respondents  offered  many  reasons  why  communication  within  their  departments  is  or  is  not  effective.  They  
generally  fall  in  the  following  categories:  
• No  clear  vision  is  set  by  director.  
• Some  never  hear  from  their  directors.  
• Some  principals  aren’t  receptive/supportive.  
• It’s  sometimes  too  vague.  
• It’s  top-­‐down.  
• Peers  don’t  communicate  well  
• We  are  flooded  with  email,  so  it’s  hard  to  prioritize.  
• Information  is  given  in  too  many  formats.  
• If  you’re  there  to  hear  information,  you’ll  get  it;  if  you’re  sick,  you  might  never  know.  
• Still  lots  of  secrecy  at  administration  level.  
• There  is  inconsistent  delivery  of  information.  
• We  hear  conflicting  information  from  multiple  higher  ups.  
• Sometimes  decisions  are  made  and  then  input  is  sought.  
• Some  people  are  not  on  the  right  email  lists,  so  they  miss  out  on  information.    
• Some  lack  physical  proximity  to  others  with  similar  responsibilities  and  have  no  central  communicator.  
• We  are  heard  and  decisions  are  agreed  upon  but  often  not  followed  through  on.  
• Department  meetings  every  other  week.  
• We  are  led  to  be  problem  solvers  and  free  to  initiate  and  work  things  out.  
• Bi-­‐monthly  meetings  and  daily  emails  when  needed.  
• We  are  a  small,  tight-­‐knit  group.    
• Monthly  department  meetings  are  open  and  allow  for  open  communication.  
 
 
Does your department have mechanisms in place that make it possible for leaders to hear
employee concerns and ideas in an atmosphere of safety and without fear of retribution?
 
Yes 54 39.1%
  37 No 33 23.9%
  %
  Don't know 51 37%
23.9%

  Page  17    |    APPENDIX  C  

  
 
 
39.1%

If yes, what do these mechanisms look like? If no, what would make this possible?
Respondents  offered  the  following  suggestions  and  experiences  that  have  given  employees  safe  ways  to  
express  concerns  to  leadership:    
• Shared  leadership  meetings,  supervisors  active  in  program  activities  
• Regular  meetings,  1:1  conversations  
• Open  door  policies  
• Accepting  any  Google  invite  to  meet  
• Suggestion  box  
• Bi-­‐monthly  staff  meetings  
• Weekly  meetings  
• Nurse  council  
• Positive  conversations  with  supervisor  
• We  have  ground  rules,  but  still  lack  trust  and  fear  retribution  
• Surveys  might  help  
• Suggestion  boxes  
• More  administrator  blogs  like  Jim’s  
• Anonymous  suggestions,  so  no  retribution  would  occur  
• Need  follow-­‐up  when  employees  share  concerns.  
• Need  to  first  establish  trust  
• Frequent  staff  meetings  

 
Do you believe your ideas and concerns have an impact on directions pursued by your
supervisor(s) and department?
   
  Yes 47 34.6%
49.3%
No 22 16.2%
Sometimes 67 49.3%

  Page  18    |    APPENDIX  C  

   2/25/2016
 

 
Here  are  representative  responses:  
• There  is  a  sense  of  lingering  mistrust.  
• Working  off-­‐site  is  hard.  There  is  inconsistent  communication  follow-­‐through,  and  it’s  hard  to  get  a  hold  of  
people.  
• People  get  pigeon-­‐holed  here  and  can’t  evolve.  
• We  need  a  culture  of  vision.  
• Certain  administrators  are  altogether  missing.  
• We  need  a  consistent  system  for  alerting  all  employees  about  good/bad  news.  
• I’m  happy  at  my  school  but  looking  for  consistency  in  how  expectations  are  communicated  for  all  teachers.  
• Field  staff  feels  forgotten.  
• We  need  visionaries  to  move  MESD  forward,  and  serve  in  new  and  different  ways.  
• Communications  and  collaboration  are  improving  now.  
• I’ve  worked  here  a  long  time,  and  communication  has  always  been  a  problem.  
• Please  visit  us  and  talk  to  us.  
• We  appreciate  the  survey  and  that  MESD  is  asking  our  opinion.  

  Page  19    |    APPENDIX  C  

   2/25/2016

DEMOGRAPHIC INFORMATION
 
 
 
26. Including the current year, how many years have you worked for MESD?
 
1-5 years 54 39.4%
42.3% 6-10 years 25 18.2%
More than 10 years 58 42.3%
 
18.2%
 
 
39.4%
 
 
 
 
 
27. In what department do you work?
 
Business Services 2 1.5%
Education Services 55 40.4%
39.7% 11  
% Human Resources 0 0%
 
  School Health Services 54 39.7%
 
  Technology Services 15 11%
  Other 10 7.4%
40.4%
 
 
 
 
 
28. Are you in a supervisory position?
 
Yes 16 11.7%
No 121 88.3%
 

88.3%
 
 
 
 
 
 
 
  Are you a certificated or classified member of MESD?

  Page  20    |    APPENDIX  C  

   2/25/2016
 
 
 
Where is your primary workplace?
 
 
35.3%
 
 
 
 
 
53.4%
 
 
 
 
MESD campus (for example: Ainsworth, Wheatley, Helensview, Arata Creek, Burlingame Creek, WynneWatts) 71 53%
Out in a district or community served by MESD 47 35.1%
Both 15 11.2%
 
 
 
29. Are you ... ?
Full time 123 92.5%
Part time 10 7.5%
 
 
92.5%
 
 
 
 
 
 
 
Number of daily responses
 
30.0
 
22.5
 
15.0
 
7.5
 
0.0

  Page  21    |    APPENDIX  C  

 Appendix D
Materials Review

A review of the MESD website and The following recommendations were made after reviewing samples of MESD marketing materials:

printed materials was conducted by The materials created by Multnomah ESD lack brand consistency, including improper
use (or lack) of MESD logo, color palette, fonts, key messaging and imagery. In order to
the ESD 112 Creative Services team.
establish consistency across all agency materials, it is recommended that MESD develop a
The team spent time assessing set of brand guidelines.
branding, messaging and overall The brand guidelines should consist of the following:
impact of the »» Trademark/logo (and uses of)
»» Tagline (and uses of, with or without trademark, etc.)
materials submitted »» Color Palette
by MESD. »» Typography
»» Suggested use of Photography
»» Messaging (brand personality/driver)

Once these guidelines are created it is advised that they be posted along with various
useable formats of the logo and fonts on the MESD website/intranet and sent to all staff
to implement in all of their materials. Training of employees responsible for creating any
materials should be a top priority.

RECOMMENDATION
It is recommended that MESD create a marketing plan after developing the
brand guidelines. Rethinking communication strategies will yield targeted
messaging.

MESD COMMUNICATION AUDIT APPENDIX D

 Appendix D
Website Review

The ESD 112 Communication team conducted a review of the MESD website to assess whether
TAKING A content is relevant and engaging to users. Providing timely and targeted information is key to
CLOSER LOOK a user-friendly experience. The following observations and actionable recommendations are
intended to help increase the effectiveness of your website.
To consider a
different strategy NAVIGATION
of organizing internal
and extermal information »» Creating user-friendly URLs would make areas of the website easier to refer to in
electronically, take a look marketing materials (ie www.mesd.org/businessservices instead of www.mesd.k12.
at these examples: or.us/domain/37)

www.esd112.org »» The implementation of a mega-menu (see www.chehalisschools.org) would allow

users to access more areas of the site with just one click.
Public website targeting all
audiences about ESD 112 »» Alphabetizing all links within menus would make navigation significantly easier.
programs and services.
»» Typically, Quick Links should be a short, easily scanned list based on popularity/
importance. These could be edited down and moved into the main navigation menu
www.esd112news.org (rather than just shown on the homepage).
ESD newsroom targeting all
DESIGN AND ORGANIZATION
audiences with stories specific
to ESD 112 school districts and »» Limit word count in articles featured on the homepage, and include “read more” links.
programs.
»» Increase visual appeal and friendliness of the website by adding more imagery to
content-heavy pages.
www.goesd112.org
ESD 112 staff website containing »» Utilize design elements such as toggles, tabs and boxes to help organize content in an
internal communication, events easy-to-read manner.
and staff engagement. »» Consider reorganizing information as referenced in the “Taking a Closer Look” sidebar
on the left of this page.

RECOMMENDATION
If and/or when resources are available, it is our recommendation to redesign the
MESD website to be more user-friendly.

MESD COMMUNICATION AUDIT APPENDIX D

Appendix E
ESD 112’s Agency Culture Initiative and Survey Questions

1. My primary workplace is…

2. I am… full time, part time
3. I am… a certificated employee, a classified employee
4. One of ESD 112’s goals is to “Provide a work environment that values employees and
creates opportunities for growth, contribution, and reward.” Do you feel a shared
value for our organization is important in order to do your work to the best of your
ability? Yes, important, no, not important, unsure
5. Our ESD 112 workgroup has identified eight general concepts we believe are essential
for providing a supportive work environment. Please indicate the TOP THREE
concepts that are most important to you:
»» Employee engagement
»» Clear communication
»» Work/life balance
»» Employee recognition
»» Incentives and rewards
»» Special events
»» Succession planning/career growth…
»» Taking care of Employees
6. Do you have any other concepts that are not listed in the previous question that
you’d like to share with the group?
7. On a scale of 1-5, with 1 meaning you strongly disagree with the statement and
5 meaning you strongly agree, please indicate your level of agreement for the
following:
»» Employee engagement: I feel included and engaged in my workplace.
»» Clear communication: I receive timely and important communication about things
that impact me or my job.
»» Work/life balance: I feel I can balance my work and my personal life appropriately.
»» Employee recognition: I feel like I am adequately recognized for the job I do.
»» Incentives and rewards: I feel ESD 112 rewards my work.
»» Special events: I feel there are opportunities to have fun in my workplace.
»» Succession planning/career growth: I feel the agency is committed to supporting
career growth and advancement.
»» Take care of employees: I feel my employer takes care of me.
8. Do you have other items to share with the group that you believe contribute to a
supportive work environment?
9. I am interested in participating in a focus group to further share my thoughts on
agency culture.

MESD COMMUNICATION AUDIT APPENDIX E