All education is NOT equal. Are you choosing the BEST? All education is NOT equal. Choose the BEST! | Page 3

families to move to the area. The district receives more than $5,000 in revenue for each student, and
budget projections were showing a decrease in state funding of more than $4 million. Coupled with
increased expenditures due to operations and educational innovation, GISD was preparing for a $14
million shortfall.
Meanwhile, the district continued to receive letters from charter schools with an intent to build within GISD
boundaries. On average, one letter was received every month. And, while research showed that most of
the plans did not come to fruition, the potential for increased competition made district leadership call for
action.
Analysis
The first step was to identify competition already within GISD’s tri-cities. This included charter and private
schools where district students currently attended or could leave to attend in the future. GISD’s
Geographic Information Systems Department created a map, which plotted locations not only in Garland,
Rowlett and Sachse but also the entire North Texas region. In total, 101 charter schools and 226 private
schools were pulling from public school districts’ enrollment. Those numbers were five and 12,
respectively, within GISD’s tri-cities. The district then put names to its competition, such as International
Leadership of Texas (ILT), Harmony Science Academy, Harmony School of Innovation, Harmony School
of Business, Garland Christian Academy and New World Day School.
The second step was to uncover why families may choose to leave GISD. Implementing an exit survey,
the district asked families where they were headed and why. Approximately half of the respondents
simply moved out of the area. However, program offerings ranked as a main reason the other half chose
to withdraw. Results also showed that the most popular competition schools included ILT and the three
Harmony campuses. This meant that GISD needed to understand the draw of charter schools and how
the district could combat it.
In April 2017, GISD Communications heard a presentation from BOK Financial Securities during a
meeting of the School Public Relations In North Texas group—a regional chapter of the Texas School
Public Relations Association. BOK provided an overview of charter school operations in Texas, including
how they differ from public schools and a growth plan to reach 1 million students, or approximately 17
percent of Texas’ enrollment, by 2025. Upon realizing that GISD’s biggest competition came from ILT and
Harmony, Communications asked BOK to tailor a presentation specifically for the district’s Executive
Council. This presentation showed that more than 3,000 students who live within GISD’s tri-cities could
be attending charter schools, equaling more than $22 million in lost revenue. It also showed that ILT and
Harmony dedicate less resources to providing excellence in education and have higher class sizes in
addition to less experienced teachers. BOK then helped break down the charter school’s brand, which
centers around exclusivity, international curriculum and college readiness. The company also provided
tips on how to develop a marketing, branding and student retention/recruitment program.
With the support of GISD leadership, Communications began to plan a campaign like none other. It
needed to “sell” the district for the first time in history. While marketing, or sharing information, would be a
main component, the overarching goal would be branding. In the words of BOK Financial Securities,
“Your brand is the story your stakeholders tell. It needs to match the story you want told.”
Communications came up with the campaign #ChooseGarlandISD for three reasons. First, it was
intended to capitalize on the school choice movement throughout the U.S. Second, it could signify one of
the district’s most exclusive attributes, its robust Choice of School program. Lastly, it encouraged
conversation through the use of a hashtag.
Campaign strategies included utilizing GISD’s in-house graphic designer, videographer and Print Shop to
offer a cost-effective, comprehensive campaign. Tapping into the district’s social media channels, website
and existing digital billboard contract, as well as creating videos and content for pre-scheduled printed