National, state, and local news stories have drawn attention to stories about numerous changes to school system governance, shrinking budgets and purchasing power. Headlines have included cuts to specific programs and overall reductions on federal expenditures. Often, these headlines frame changes in dramatic terms, either posing an existential threat or promising miraculous improvements for students. As with any public sector service that draws funding and oversight from local, state, and federal levels of government, the reality of the impacts for a specific school or district in any given year is always more complicated than any headline proclaims.

What is more pronounced this year is the amount of change–to both funding levels and to the funding mechanisms–which local education leaders are having to process simultaneously. Announcements on changes in the organizational structure and purpose of the US Department of Education have been coupled with cancellation of grant programs in not only future years, but the current fiscal year. Many states have passed legislation introducing or expanding school choice programs, mandating safety and security protocolus deparments, limiting cell phone or screen time, or added emphasis to career education programs. And at the local level, significant changes in enrollment have become much more common. This, combined with broader inflationary trends, has meant that school districts are being forced to do more with less. And very few schools and districts are immune to the mounting uncertainty that has accompanied these financial pressures. 

Though there have been previous cycles of concern about education funding, rarely have budget constraints, cost increases, and changes in public policy and regulatory oversight occurred so profoundly and simultaneously. The national visibility and mainstream awareness about these cuts is uniquely different from previous phases. Because of that, parents, families, educators, and school staff are acutely aware–and have heightened concern for–the potential programmatic, staffing, and organizational changes that may be required in this and coming school years.

It is a common response to fill voids of information and uncertainty on the impact of changes with negative speculation and worst-case scenarios.

‍In order to proactively manage concerns and misinformation, it is critical for districts to develop a communications plan that is transparent, timely, and responsive.

‍Districts can use the tips below to clarify expectations, build trust, and maintain community confidence in navigating these challenges.

• Communicate regularly even when there is uncertainty. Many schools and districts wait to provide information and updates until there is clarity. This approach, though well-meaning, can lead to increased anxiety, speculation, and distrust among families, staff, and community members. Districts should establish a regular cadence for sharing updates even when information is still evolving. Sharing what is known, what is still under consideration, and when more clarity is expected helps manage uncertainty and reinforces transparency.

• Be clear about potential impacts. Even if it is hard to communicate, it is important for districts to clearly share what programs or services might be reduced or changed with any impending funding changes. Being upfront about potential changes helps set realistic expectations, demonstrates transparency, and fosters a sense of shared understanding. It also prevents feelings of being blindsided or caught off guard. It is important to be clear when cuts or changes are under consideration versus when decisions are being implemented with no opportunity for public debate. While the latter should be avoided whenever possible, funding cuts or elimination from external sources, changes in allowable uses, or other circumstances can cause unilateral action on the part of schools; when this happens, explain the circumstances when making the announcement.

• Pair the impacts with a plan for how the district will adapt. When communicating about possible cuts, it is essential for districts to also outline how they plan to respond. This includes detailing efforts to reallocate resources to protect the highest-need areas, identify creative solutions to sustain critical programs, and leverage community partnerships to support students and families. Providing this broader context helps to reassure stakeholders that the district is actively working to mitigate negative consequences.

• Reinforce that student learning and well-being remain top priorities. As districts share this information, it is vital to emphasize that, even in the face of budget constraints, every decision is being guided by a commitment to student success. By explaining how decisions are being made including what criteria are being used, who is involved in the process, and how student impact is being weighed, the district can help stakeholders feel informed and have confidence that the deliberative process is being done thoughtfully and collaboratively.
  

• Create forums for community feedback. It can be incredibly helpful to invite community input on decision-making through town halls, surveys, listening sessions, or advisory groups. Giving stakeholders opportunities to share their perspectives and lived experiences encourages shared ownership over outcomes and builds buy-in. Broadening the conversation beyond typical decision-makers can also lead to creative solutions, identify resources or partnerships that might otherwise be overlooked, and help define community priorities that can guide effective decision making.

• Support school leaders with guidance on messaging their communities. Principals, counselors, and school staff are often the first points of contact for families seeking to understand how changes will affect their specific child. Keeping these leaders well-informed and providing them with clear and consistent messaging ensures alignment across the district, minimizes confusion, and empowers them to feel comfortable responding to questions and concerns. Bringing leaders together, both within and across schools, to have them discuss communication efforts, share experiences, and debate best practices serves as both a support system and a learning opportunity.

• Use local media to amplify messaging and extend the reach. Ensuring that messages are reaching the broadest possible audience means partnering with a variety of media outlets and using a host of different messengers. Press releases are a starting point, but follow-up interviews with print, radio, and television can bring clarity and inspire confidence even when the actions being taken are disappointing to the community. Having a consistent message across forms of media also helps to limit misunderstanding.

Creating a sense of shared purpose and community can be a powerful antidote to the stress and anxiety that often accompany funding cuts. It is critical that all stakeholders understand how decisions are being made, are given clear timelines for key milestones, and are kept informed about opportunities for input or engagement. Supporting any affected staff with access to job fairs, career counseling, or transition services in partnership with local organizations can help ease the burden of layoffs and demonstrate a continued commitment to the well-being of the district’s workforce and overall community.