Strategy for defining ‘patron’ is changing.

In the lexicon of public officials, the term “patron” has traditionally been used to define a tax-paying citizen whose resources are used to fund the greater community good, in all its forms.

However, we’re seeing that successful public entities are broadening that definition, and including new groups of individuals. These individuals may or may not show up on the tax rolls, but their understanding of, participation in, and advocacy for your vision are critical to its success.

More information can be found in our Redefining the Word “Patron” white paper.

Budget planning leads to discovery for Auburn-Washburn

With school districts wrapping up this year’s budget planning trauma, many that we are working with are pondering whether or not to ask their patrons to approve some form of revenue enhancement at the local level.

In a previous post, we observed that we are seeing some willingness among patrons in certain districts to consider a tax increase. But, not everybody is on board.

Specifically, we just published results from Auburn-Washburn (Kansas) USD 437 that showed an interesting pattern of response to the questions about revenue enhancement and/or cost reduction ideas.

Those patrons seemed to separate the options into three tiers, in terms of popularity. Tier one included a modest increase in class sizes and sharing some support staff between buildings – in other words, fairly painless. Tier two included such things as “Pay to Participate” fees and instituting transportation fees – suggesting that patrons think those who get more should pay for those privileges. At the bottom of the list were those items that were more systemically painful, if you will, such as class and textbook fee increases, and a tax increase.

Make no mistake – patrons adore this school district. But, they were clear in their desire to move slowly on cuts and revenue enhancement steps, if possible.

I’m guessing that’s a Board of Education that’s glad they asked, so that plans could be made accordingly.

Budget challenges bigger than a bake sale.

School districts push out so much information to their patrons, often wondering what is being heard and what goes in one ear and out the other. The current budget challenges are a prime example of how difficult this situation really can be.

Case in point: Recent research we’ve conducted on behalf of school districts shows a good level of awareness of the financial maelstrom that’s taking place right now, and even some specific awareness of steps that school districts are taking to address the issue. That’s the good news.

The bad news is one of the patrons’ solutions – mentioned more often than you might like to hear – is for the school district to “conduct fundraisers.” That’s right; the path to financial stability is dotted with sales of trash bags, cookie dough and wrapping paper, according to a meaningful segment of school district patrons.

This isn’t to criticize either the patrons – their hearts are in the right place – or the school districts, whose leaders are trying their best to get the word out. It’s just a wake-up call that you can never, ever be too repetitive on complicated matters such as budget woes.

Operating levy seen as possible budget option.

Actually, yes. Your patrons might surprise you with their willingness to support an operating levy increase.

Patron Insight recently completed research with the patrons of the Kearney (Mo.) R-I School District, in which we asked them to rank order 11 different options for cutting the budget and/or increasing revenue.

Number one on the list was to start a “pay to play” system for extracurricular activities, followed by “reduce non-instructional staff,” and “eliminate any renovation of school facilities.” A strong fourth? “Increase my taxes,” which was six places higher on the idea list than “increase class sizes.”

It was an eye-opener to the district, and may be to you. Send an e-mail with the subject line “Kearney Report” if you’d like to find out more.

Local leadership trumps state government. Again.

It’s all been very frustrating, hasn’t it?

Elected officials have thrown up their hands and said to school districts, “There’s nothing more we can do…you’ll just have to cut more,” thereby tearing down the educational accomplishments of generations in just one legislative session.

(Although, to be fair, Gov. Parkinson in Kansas did propose a short-term sales tax to help, which was quickly dismissed, and he has at least proposed throwing up a stop sign on more cuts. But the severe damage has already been done.)

So, it appears that the courage on this issue will, once again, have to come from the local level, where patrons consider their schools to be the foundations of their great communities.

If you’re not sure if your patrons would support a tax increase, let’s ask them. With the heightened awareness of everything school districts have been doing to cut (with those cuts now hurting the classroom product) I suspect you’ll be pleasantly surprised by the answer.

Tax messages should be about value. Always.

I once had a Board of Education member ask me if our company had “ever worked with a district where the patrons thought they paid too little in taxes.”

The answer, of course, was a polite “no.”

But, our research has shown a steady message over the last 18 years that it’s less about the actual tax figure than it is about what the patron is getting for his or her investment in your district.

Branding studies constantly affirm that consumers will pay more for brands that they believe are better. So, what have you done (or said) recently to reinforce to your patrons that their investment in your school district is a good value?

Operating levy seen as possible budget option

Actually, yes. Your patrons might surprise you with their willingness to support an operating levy increase.

Patron Insight recently completed research with the patrons of the Kearney (Mo.) R-I School District, in which we asked them to rank order 11 different options for cutting the budget and/or increasing revenue.

Number one on the list was to start a “pay to play” system for extracurricular activities, followed by “reduce non-instructional staff,” and “eliminate any renovation of school facilities.” A strong fourth? “Increase my taxes,” which was six places higher on the idea list than “increase class sizes.”

It was an eye-opener to the district, and may be to you. Send an e-mail with the subject line “Kearney Report” if you’d like to find out more.