The relationship between your school district's superintendent and communications office is pivotal, to say the least. This crucial connection forms the backbone of effective leadership, seamless communication, and a thriving educational community. It has far-reaching implications for your stakeholders, including students, parents, teachers, staff, and the community at large.

Why?

The superintendent is responsible for setting the vision and direction of the district, while the communications office plays a key role in sharing that mission with your community. If there’s a breakdown in that relationship, it can lead to confusion and undermine trust, which has a domino effect on your district's reputation, endangering your staff’s morale, and ultimately, impacting the quality of your education.

Superintendents need to ensure their goals and objectives are effectively communicated to all relevant parties — and they can’t do it alone.

According to data from the Superintendent Research Project, almost half of the largest districts have faced leadership changes since early 2020. Complicating that turnover is a shortage of school principals, who would usually rise through the ranks of school leadership to one day take the reins.

The aspiring district leaders of tomorrow will need to build collaborative, supportive relationships with their administrators to navigate the challenges of education. But before we look into how the communications office and the superintendent can create a better partnership, let’s first understand why there’s been a strained relationship in the first place.

Understanding the Challenge for School Leadership

Differences in communication styles, unclear expectations, or a lack of mutual understanding — the relationship between superintendents and their communications office can be…complex.

Resolving these challenges early on is crucial because it directly impacts your district's overall functioning, work environment, and reputation. However, a positive and cooperative relationship can be built by proactively identifying and addressing the sources of tension, leading to better outcomes for the district as a whole.

For instance, imagine a scenario where the superintendent and the comms office have contrasting communication styles. The school superintendent prefers direct and candid messaging, while the communications officer leans toward a more strategic and planned approach.

Sound familiar?

Without finding common ground, confusion can set in. This can trickle down to parents and students, frustrating stakeholders, damaging relationships, and threatening your district's reputation.

But it doesn’t have to be that way. By recognizing and addressing these challenges early on, the teams can align their communication strategies, and ensure a seamless flow of information throughout the district. That leads to better understanding, enhanced collaboration, and ultimately, the success of your district's communication efforts.

Keep Reading: School PR Strategies: Protecting Your Online Reputation

Tips for Superintendents to Communicate Effectively — Supporting Each Other for the District's Benefit

So, what’s needed for success between the superintendent and communications office? Cooperation and collaboration. While collaboration allows for sharing knowledge and innovation, efficient problem-solving saves resources AND achieves shared goals.

It’s important for the superintendent and communications office to provide mutual support to each other, too. Both teams can create a culture of empathy and respect by:

• Gaining a deep understanding of their respective roles, 
• Establishing clear responsibilities, and 
• Fostering open communication

For example, let's consider a situation where your comms office is responsible for sending out important information about a new district-wide initiative. Without a clear understanding of your leader's vision, you may struggle to effectively share the message with the greater community.

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On the other hand, if the superintendent doesn't have a grasp of the challenges faced by the communications office in managing district-wide communications, whether it’s access to the schools' communication tools, creating a landing page, securing accurate email lists, monitoring social media, handling emails from vocal parents, or responding to FOIA requests, they may create unrealistic expectations or fail to provide the necessary support.

The organizational chart of Long Beach Unified School District sets a clear understanding of roles and responsibilities and serves as an example of how, when districts understand their roles and maintain open communication, leadership can work together to ensure important initiatives are effectively communicated, stakeholder needs are met, and the district's goals are achieved.

Consider Incident Command and Coordination

Another consideration is the crucial role of the district communications person during times of crisis or incidents, as outlined in FEMA's National Incident Management System (NIMS). The Public Information Officer (PIO) in the communications office plays a vital role in providing accurate and timely information to the public, media, various agencies, and the private sector. They gather, verify, coordinate, and disseminate information related to the incident, ensuring that internal and external audiences have access to accessible and meaningful updates.

Additionally, the PIO monitors media and other public information sources to gather relevant information and share it with the incident management organization. Including the communications person in the incident response structure is essential for maintaining transparency, managing public perception, and effectively conveying information during critical situations.

Tips for Building Strong Communications Offices-Superintendent Relationships

Like any successful relationship, effective collaboration is crucial. So how can the two offices help establish the foundation for teamwork?

• Regular Meetings: Schedule and attend regular meetings between the offices to provide a platform for ongoing communication. Whether it’s weekly or monthly, this time should be dedicated to discussing current initiatives, reviewing progress, addressing challenges, and planning for the future.
   
• Inclusion at the Executive Leadership Table: School communicators should have a seat at the district executive leadership table to ensure they are informed about decisions that can impact the district. This level of inclusion not only empowers communicators to provide valuable insights and perspectives but also fosters a culture where other members of the executive team respect and appreciate the role of communication.
   
• Joint Projects: These provide opportunities for shared success and improved teamwork. By working together on common goals, both parties can leverage their respective strengths and contribute to the overall success of the district.
   
• Shared Decision-Making: Involve both parties in making key decisions that impact the district. This approach ensures that multiple and diverse perspectives are considered and leads to more inclusive and well-rounded outcomes. When both offices feel empowered, it also promotes a sense of ownership and responsibility.
   
• Open and Honest Communication: Establish transparent school communication channels. This includes open dialogue, active listening, and providing constructive feedback — both ways. Not only is it needed for successful collaboration, but it helps avoid confusion as you work toward your goals.
   
• Clear Roles and Responsibilities: Clearly outline the areas where each person has ownership and authority. This clarity helps prevent confusion, reduces conflicts over responsibilities, and allows both parties to focus on their areas of expertise.
   
• Respect and Appreciation: Building a foundation of mutual respect strengthens everything mentioned above. Recognize and value each other's contributions, expertise, and perspectives.
   
• Continuous Learning and Improvement: Stay updated on the latest trends, tools, and strategies for effective communication and collaboration. Professional development opportunities for the superintendent and the communications office promote growth and improvement in the partnership — just don’t forget to share what you’ve learned!
   
• Learn Together: Offered in partnership with the National School Public Relations Association (NSPRA) and the School Superintendents Association (AASA), the Leadership in School Communication (LISC) program brings together superintendents and communication directors from districts nationwide. This highly acclaimed initiative focuses on effective strategies, best practices, and continuous improvement in communication. It equips education leaders to navigate the complexities of public education communication and create a roadmap for success in their districts.

School District Communications and PR Strategies

By putting effective communication and public relations strategies into practice, your superintendent and comms office can actively manage your district's image and engage your community. This collaboration enables the teams to share achievements and student success and generate a positive impact on your district's reputation — especially when there’s a need to respond during a crisis.

When a district faces a crisis such as a safety incident, no one should be working in a silo. A unified message delivered through coordinated efforts between the superintendent and the comms office can reassure students, teachers, and parents, by promptly addressing concerns, providing accurate information, and demonstrating a commitment to safety.

Richmond Public Schools’ media relations page serves as a hub for press contacts. As part of a team of designated spokespersons, the chief engagement officer and superintendent of the district are listed along with other points of contact, and a wealth of information about board meetings, newsletter archives, and branding and style guidelines.

Like RPS, it’s critical your teams work together to show your district can maintain trust with teachers and parents, too. Ultimately, this approach to crisis communication will enhance your district's image and restore confidence in its ability to protect and support your community.

Supporting the District Brand

It is essential for both offices to have a deep understanding of the school brand and actively embody it — with every communication, with every click on the website, with every email, every day.

While all employees of the district should have a solid understanding of your district’s values, mission, and voice, branding really begins at the top. By aligning both teams’ communications with the brand, the superintendent and comms offices can ensure consistent and clear messaging.

Let's consider a school district that prides itself on fostering a culture of community, respect, and service. The superintendent and the communications office would work together to ensure that all communications, whether through newsletters, social media posts, or public announcements, consistently reflect and reinforce that message.

Dr. Melanie Kay-Wyatt, Interim Superintendent of Alexandra City Public Schools, was praised over social media for stepping into critical roles during a staffing shortage — a great example of school leadership supporting the mission of the district.

And by consistently promoting this brand message, the district establishes a strong reputation as a hub of community members who value and resonate with this brand identity.

Key Takeaway

To build a better partnership, fostering cooperation, collaboration, and mutual support between both offices is important. Despite the challenges that often work against progress and innovation, effective communications offices and superintendent collaboration involves regular meetings and shared decision-making to support a healthy relationship. Going forward, together, your partnership can create a better district.

ABOUT THE AUTHOR

Stacey brings 14+ years of education technology experience across various marketing and account management leadership roles. As Director of District Marketing, Stacey leads a team of marketers responsible for driving client acquisition and retention strategies through delivering meaningful communication and marketing content, engaging learning opportunities, and memorable in-person and virtual experiences. Stacey resides in Annapolis, MD with her husband and two small children.