By Patrick Tepoorten

The North Branch School Board's desire to improve the relationship between the district and the community at large got a shot in the arm on Feb. 8, when representatives of Springsted Inc. provided the board with a road map, of sorts, to achieve that goal.

The "Community Engagement Plan" (CEP) is an exhaustive look at district demographics and perceptions of services provided. In compiling the data from which recommendations were drawn, Springsted's Barb Nicol and Carrie Smith interviewed district administrators, reviewed surveys and demographics, gathered input from the school board, identified community organizations that could be conduits for the district, and held three input sessions, two with staff groups and one with community members.

Although the board expressed on occasion that previously failed referenda played a role in the decision to create this plan, more important was the larger issue of a perceived disconnect between the district and the residents it serves.

The board is hopeful that engaging the community in a broad and tactical manner will increase a sense of ownership in the district, as well as establish trust and increase support.

Based on study of the district and its residents, the CEP outlines 10 strategies that, if pursued, Nicol believes can strengthen the relationship between the two entities.

1. Be more visible - The district is encouraged to get out into the community and build relationships personally.

2. Develop "key communicators" - A communication tree of sorts, the district should have a group of residents it shares information with, who in turn share the information with others.

3. Make use of community groups - Within the district there are a number of smaller communities the district should treat as partners.

4. More combined events - The district should plan and provide more events that combine several needs at once. For instance, an informational events could provide dinner and child care for residents wishing to attend. Also, events should be in partnership with civic groups, thus highlighting those partnerships.

5. Annual accountability - Although the district does publish an annual financial statement each year, it is encouraged to create another one that simplifies the complexities of school finance, and showcases district successes to provide context.

6. Open district doors - opportunities should be created for residents to see what happens in school first-hand. Open houses and a "Principal for a Day" program were offered as examples. As well, Nicol encouraged the district to reinstate the Education Fair it used to host in the 1990s.

7. Make the trip - As some residents feel intimidated coming to the school, district representatives should make an effort to go to them by holding events in non-school locations.

8. Focus on the benefits - When framing issues, the district should make every attempt to focus primarily on what the benefit will be to the community. If it is possible, groups that might realize a benefit should be enlisted to help disseminate information. For instance, if the issue is public safety, local law enforcement could be a partner.

9. Use existing communicators - The district employs an "army of ambassadors" that should be apprised of district issues and priorities to, in turn, share that information with others.

10. Re-evaluate - Commit to the CEP long-term and track progress.

Nicol informed the school board that the CEP will require more than just lip service. "A plan like this needs to be the belief of many people," she said. The board adopted the CEP.

The CEP was approved by the board at a cost not to exceed $5,700. Actual cost for the plan is not yet known.