Recommendation
Take control of the narrative on controversial issues.

Like many school districts across the country, current national issues have bled over into local controversies at SUHSD, specifically in relation to the status of the Ethnic Studies course and legal allegations regarding antisemitism. In SCOPE Survey comments, as well as in parent and community focus groups, participants expressed concern about these issues, but even greater concern about their perception that the district’s response was either reactive or nonexistent.

In this day and age, silence leaves a vacuum that is too often filled by others who are less knowledgeable about the situation. A January 2024 NSPRA member survey and report on the impact of false information in schools found that 96% of K-12 public school systems have dealt with false information, and 78% of school communicators faced challenges due to its spread in the past year.

To ensure the district’s voice rises above the spread of rumors and misinformation, the audit team recommends that SUHSD take a more proactive approach to issues management going forward by adopting the following practices.
 

Action Step:
Respond to controversy and/or misinformation quickly. 

While it may initially seem more comfortable to wait and see if a situation “blows up,” delayed responses may cause recipients to become skeptical about the transparency of the message when it is eventually sent. Particularly when an issue involves the spread of misinformation or disinformation, addressing the issue quickly helps to maintain trust. Err on the side of caution and address issues as early as possible, even if it feels like there is little to share.
 

Action Step:
Share as much information as you can. 

Employees, parents and community members expressed sincere understanding that the district is limited in the information it can share on issues involving employees and students. However, they also shared the view that it is important for the district to let stakeholders know that it is aware of the issue and is addressing it.

It is sometimes helpful to address the issue in a theoretical sense by making a statement such as: “While we are not able to share the specifics about situations involving employees/students, district policy guides our response, and it would be typical for xyz to happen in a situation such as this.” This not only assures people that the district is responding but is doing so based on pre-established policies and practices.
 

Action Step:
Develop quick reference fact sheets on controversial issues. 

These can be posted on the district website and linked to social media when appropriate. By identifying and framing key issues, these fact sheets can help people feel more confident in understanding and articulating the school district’s position. Following are the basic components of an effective fact sheet:

• A brief (one to two sentence) description of the issue or situation.
• The pertinent details of the issue in layman’s terms, including the barriers and/or objections to be overcome. Use infographics and pictures, as appropriate, to share data or illustrate a point.
• An outline of what has been done so far and when the issue is expected to be resolved.
• The next steps in the process. Include any means for community engagement that will be made available and how that input will be used.
• What various stakeholder groups can do to assist in the process beyond participating in any formal community engagement opportunities that may be provided.
• Succinct answers to frequently asked questions.
• Where additional information on the topic can be found and who to contact with questions.
   

Action Step:
Engage SUHSD’s network of school and community partnerships.

It was clear in the community member focus groups that local organizations are eager to partner with SUHSD in sharing accurate information about the district. Similarly, the influence of the school PTA organizations was apparent to the audit team. Leverage the power of these influential groups by making sure they remain informed, particularly when controversial issues arise. A network of respected parents, staff and community members who are not district leaders but share accurate, easy-to-understand information can build trust around controversial and complex issues. The public information officer can identify participants for this informal group and guide them on how to share the information they receive from the district.
 

Action Step:
Consider virtual or in-person town hall meetings to address complex subjects. 

When a decision or issue is complex or there is widespread misinformation on a topic, SUHSD may consider short-circuiting the rumor mill by inviting stakeholders to participate in meetings designed to share information and facilitate feedback. The format for these meetings could be as follows:
 

• Begin with a presentation by district leadership outlining the salient points around the issue and any data the district used to inform its decision. Share timelines and next steps for implementing any changes.
• After the presentation, divide participants into smaller groups with a facilitator who can guide the conversation and take notes as participants share their views and bring up any additional questions. Breaking into smaller groups encourages participation by those less likely to speak in front of a large group, keeps the conversation productive and makes it less likely that the discussion will devolve into a mass complaint session. When held in person, district leaders can mingle among the groups to help answer questions in real time. 
• After the meeting, the facilitators’ notes should be summarized and shared publicly, letting participants know that their voices were heard and answering any additional questions.

These conversations may not resolve all negativity around a particularly controversial issue, but it will build trust and let stakeholders know the district is interested in the views of their stakeholders. These sessions can also serve as a valuable feedback mechanism as the district implements changes and new initiatives.
 

Action Step:
Take preemptive steps before a controversy or crisis occurs. 

There are a number of things SUHSD can do to proactively prepare for addressing controversial issues.

• Scan for emerging issues. As SUHSD has experienced, issues can arise from issues within the school district and externally. At every Cabinet and site leadership meeting, take time to discuss potential emerging issues and how specific initiatives or decisions may result in controversy. Once identified, SUHSD can avoid controversy and misunderstanding by addressing rumors and misinformation before they spread using the best practices outlined above.
• Establish and/or reestablish media relations. Ensure media outlets know that the public information officer is their point of contact for issues involving the schools and district. Take the opportunity to get to know local media representatives, including student newspaper staff, when there is no emerging issue, so they are more likely to trust the district and the information they are given when problems arise.
• Ensure stakeholders understand what information the district can (and cannot) share about students and employees before an issue arises. Post this information on the website so that the applicable privacy laws and policies are readily available for viewing and to demonstrate that the district follows these practices in all circumstances and is not “holding out” information on a particular issue when it emerges.