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Independent audit urges Sequoia Union to define roles, build strategic communications over 3–5 years
Summary
An independent communications audit presented to the Sequoia Union High School District board found inconsistent districtwide communications and recommended eight priorities — from defining roles to upgrading websites and social media — with a multi-year rollout and some immediate “quick wins.”
Susan Downing, lead auditor for the National School Public Relations Association (INSPRA), told the Sequoia Union High School District Board of Trustees on June 4 that the district’s communications work is strong in places but lacks consistent leadership and clear processes across departments.
"It takes some bravery to do this," Downing said, summarizing an 89‑page audit that combined a scope survey, focus groups and a media review. The audit found that 71% of parents, 62% of employees and 48% of community members rate the district as “excellent” or above average, while fewer — 57% of parents, 25% of employees and 20% of community members — rate district communications that highly.
The audit identified strengths — broad program offerings, committed staff and effective school‑level communications — and recurring weaknesses: unclear district vs. site roles, inconsistent interdepartmental coordination, and no single, searchable place for routine public information. Downing recommended eight prioritized steps, beginning with establishing a communications foundation and leadership consensus and developing a strategic communications plan. Other recommendations included integrating communications into decision‑making, increasing district visibility in schools, creating processes for sharing information between sites and district offices, upgrading web infrastructure and building a measured social media strategy.
Board members pressed on concrete next steps. One trustee asked whether “district leadership” visibility should include trustees; Downing said yes, naming the superintendent, cabinet and the board as leaders who benefit from greater presence at school events and in the community. Trustees also raised questions about photo permissions and privacy when posting on social media; district staff confirmed existing permission processes and said more policy guidance will be discussed.
Downing emphasized implementation timelines and metrics: the audit recommends a multi‑year effort, with foundational work and strategic planning prioritized in the first year and a broader 3–5 year horizon to complete the full set of recommendations. For measuring progress, she suggested repeating a scope survey in future years and using targeted, smaller “check‑in” surveys and operational metrics for quick wins.
The board acknowledged the report and discussed next steps for public dissemination and for bringing specific changes (for example, clearer roles and intake tools) to the district’s leadership retreat. The presentation concluded with an offer from the auditors to assist with follow‑up work and with district staff committing to share the full report and begin implementing priority items.
