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Illinois School Board Journal
March/April 2007

Practical PR:
Optimize meetings with unhappy public
by Julie Armantrout

Julie Armantrout is a school public relations consultant with Education Services Associates in Glen Ellyn, Illinois, and former director of community relations for Glenbard THSD 87 in Glen Ellyn.

Whether they're called "watchdogs" or "malcontents" because they question or challenge things that others accept, their dissatisfaction frequently focuses on a public entity — and often it's a school system. Discontent often reflects a widespread perception of government waste/arrogance and a growing demand for greater accountability.

A school system is an excellent target for the ire of disgruntled citizens for four main reasons: it is local; it spends millions of taxpayer dollars; it lacks a conventional "bottom line;" and it plays an important role in the lives and future success of a community's most important asset — children.

The development of a dissident group is often preceded by a "triggering event," for example, a tax increase or property reassessment, supposed financial irresponsibility, real or perceived misinformation, unrealistic expectations and/or rude treatment.

Extremely hostile people generally feel they have lost, or may lose something — perceptions that often are due to a poor understanding of key issues such as school finance, academic quality and parity.

Dissatisfied taxpayers are frequently outside the board's standard information loop. They might have missed important communications that would have answered their questions and diffused their discontent. But boards also might look at their insights and ideas as a fresh perspective that can add new dimensions to board considerations.

But if in coming to a better understanding, a board is arrogant and/or dismissive, these taxpayers can quickly coalesce into an organized protest group that has stature and political muscle. The difference between watchdog "malcontents" and protest groups is that malcontents want something changed. Protest groups want political control.

A coalition of unhappy taxpayers will place the board of education under close scrutiny. Board meetings will attract large numbers of attendees and media coverage will intensify. Consequently, the demeanor of the board and the manner in which meetings are conducted becomes the public's image of the district — friendly, professional, organized, well-managed and student focused versus uninformed, unfocused, truculent, bickering and aloof. A board with the latter image is not a pretty picture!

So how do you make certain that your district puts forth its best image when the board is seated around its table conducting business? Here are two dozen quick tips to help you put on your best face and keep the watchdogs from nipping at your heels:

• Because board meetings are a district's showcase, they should be well-planned and held in an appropriate setting. Formality and professional appearance and demeanor demonstrate the truly serious nature of board business.
• All visitors, including dissidents, should be welcomed and provided with agendas and background information that will help them understand the meeting, the district and the issues to be discussed.
• Every meeting should have a "sign-in sheet" where visitors can voluntarily provide their name, address/phone/e-mail and school attendance area. In addition to having a record of who wants to speak, this can help expand the district's information network!
• Have a "Welcome to a Board Meeting" brochure that provides general information about the district, brief biographies of board members, how the board meeting is conducted and a detailed public participation policy. If attendees know the rules, they are more
  likely to follow them, thereby diminishing conflict and inappropriate/interruptive behavior.
• Every board agenda should expose the public to the district's top priorities: students and instruction. Public recognition of the achievements of students and staff reflects well on the district and also brings out the district's friends.
• Have handouts to give meeting attendees a brief, lucid summary/explanation of complex agenda items.
• Provide an opportunity for public participation early in the meeting. Whenever feasible, put sensitive items up front on the agenda. Disgruntled attendees should not be made to sit through an entire meeting before they can speak. Also, if they speak and leave before the meeting concludes, it demonstrates their lack of interest in the bigger picture!
• Ask speakers if they represent themselves, or a group. If it is a group, ask the purpose of the group and its composition/membership. Ask that the speaker not repeat the substance of previous presentations by group members. If it is a persistently negative group, tactfully clarify the group's status/purpose for the press and public.
• Put a time limit on public participation. Have the limit in the board brochure and also notify attendees at the beginning of the meeting.
• Make it clear to attendees that the purpose of public participation is not to debate an issue, but to provide input for board consideration.
• If an administrative issue is involved, ask that it be handled through proper channels and list how those channels work in your board brochure.
• Don't discourage or disparage ideas from opponents. They might be on to something!
• Board members should not get segued into side issues or personal opinions. Always stay on the issue at hand and maintain the board's perspective.
• Waffling indicates a lack of board resolve. When denying a request, say "no" firmly, stating that this is the board's position at present. This shows that the board could reconsider if and when the situation warrants it.
• Do not hold a debate with an antagonist. Listen carefully, answer in a calm, factual manner. If necessary, repeat your message.
• Do not label people as "troublemakers" when they simply ask for information or help.
• Remember that dissent is frequently fueled by lack of information or a poor understanding of the issue(s) involved.
• Never hold a public debate with an antagonist. Stick to the facts and remain calm.
• Do not get segued into side issues or personal opinion that can expand the debate/controversy.
• Never indicate sympathy or support from the board table. This will encourage protesters to try and split the board.
• Never, never, never "wing" an answer or give a "guesstimate," especially if it is related to money or policy. This could get the board into real hot water if the information is wrong.
• Ask for time to think about non-routine requests/information. This indicates that the idea/proposal warrants further consideration.
• Despite public dissatisfaction, be firm when a decision is made. Provide the board's rationale for the decision and offer to re-evaluate the situation at the appropriate time, or if further information evolves.
• Last but not least, never forget that the board — not the pressure group — is responsible for making decisions.

The board is charged with the long-range welfare of the school system and the students and communities it serves. This cannot be jeopardized to placate a pressure group. However, a board should always keep an open mind.

Malcontents may perceive an issue/situation that truly warrants board attention. Keep an open mind and maintain lines of communication.

If you want to find out what irritates people about a board meeting, go to another public body's meeting and see what irritates you! Poor sightlines? Poor acoustics/audio? Insufficient and/or uncomfortable seating? Unfriendly/unwelcoming atmosphere? Lack of information to understand the discussion?

If you see some of the same problems in your meetings, work to correct them. Taking a little extra time to put on your best face at the meeting can pay off in big dividends with your public.

The great majority of a district's taxpaying constituents receive much of their information from the media. District newsletters and e-mails can do a good job of communicating with parents and staff, but the "greater public" receives a significant proportion of its school information from the media, which it feels is more objective than district-produced information. Therefore, it is important that school systems cooperate with the media and forge relationships characterized by mutual cooperation and respect.

Be press friendly. Provide the press with background information and/or a news release about items to be discussed at the board meeting. This is especially important when complex issues are on the agenda. Spend a few minutes after the meeting answering questions.

Have a press area and/or table. This is a courtesy to the press and also keeps the press separated from special interest groups who may be attending the session.

Maximize press coverage. Find out when a reporter must file his/her story. Many reporters must call in their story by a specific deadline, for example by 8 or 9 p.m., for the next day's newspaper. If you want media coverage for important items, move them up on the agenda. This is especially important, when daily newspapers and/or TV are involved. If a deadline is not met, the story becomes "old news" and may never appear in print or on air.

And remember, if you have bad news, release it in its entirety. Sequential release of a little bit of news over a longer span of time boosts media interest and exposure, boosts public skepticism and implies concealment.