Janey Lists 16 Sites for Lease Plan

School Superintendent Clifford B. Janey issued a report to the D.C. Board of Education yesterday listing 16 underused schools that are candidates for sharing space with charter schools.

The board was to vote yesterday on whether to begin negotiating leases with the charter schools for space in those buildings. Instead, the board decided to delay a decision for as long as two weeks.

At a closed meeting before the board's open session, Janey said his staff had not completed demographic studies needed before the plan could be carried out, according to school board President Peggy Cooper Cafritz. And some members expressed concern during the open session that officials of schools on the list might not know they had been identified as candidates for the program.

"We have to be thoughtful and respectful of the community on whether they are selected for a site for co-location," said school board member Tommy Wells (District 3). "I don't think I've been assured all the principals have been notified."

The names of the schools were not mentioned during the meeting, but Janey's report identifies 11 schools as candidates for sharing space with charters this fall: Bunker Hill Elementary, Draper Elementary, Ferebee-Hope Elementary, Emery Elementary, Fletcher-Johnson Education Center, the vacant former Miner School, P.R. Harris Education Center, Tyler Elementary, Ron Brown Middle, Hart Middle and Sousa Middle.

The report identified five other schools as candidates for co-location in fall 2006, after Janey has completed a "master education plan" outlining the school system's academic and construction needs. Those schools are: Ballou Senior High, Coolidge Senior High, the vacant Phelps building, the McKinley Technology High School's unfinished "A Wing" and the M.M. Washington Career Senior High.

The plan to lease unused space in traditional schools to the charters -- many of which are in tight quarters because of surging enrollment -- is part of a broader move toward using space more efficiently throughout the school system to ease its financial problems. Janey has said he is open to the idea of closing or consolidating schools after the master education plan is finished.

Some board members said yesterday that the two-week delay was unfortunate in light of their efforts to get more school construction money from the city. Some D.C. Council members had said that the board needed to move on the co-location plan before they would consider providing the additional funds.

"We are now paying light bills and maintenance bills for tens of thousands of square feet not in use," Cafritz said. "I think the council will look more favorably on us if they perceive us to be responsible on this co-location issue."

Reached after the meeting, council member Kathy Patterson (D-Ward 3), who chairs the council's education committee, said she was "very disappointed" by the delay. "One could take from that that they feel they don't need any additional revenue," she said.

The co-location policy calls for the superintendent to establish the list of schools and for assistant superintendents to notify principals. School officials are to publish the list and seek requests from charter schools to lease space. Neighborhood councils would be notified 45 days before a scheduled public hearing on a proposed co-location. The school board would have the final say on the proposed leases.

Robert Cane, executive director of Friends of Choice in Urban Schools, a charter-school advocacy group, said the delay makes it difficult for the charter schools to be ready to lease space in the buildings by this fall.

"This was supposed to have been approved by the board at their March meeting," Cane said. "Approval of the list was to be the first step in a long process that was to be completed by the signing of leases in May. They've been working on this a year. Why haven't the principals been notified?"

The school board approved the school calendar yesterday for the 2005-06 year. The school year will begin Aug. 29 and end June 14, said Meria Carstarphen, chief accountability officer.

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Officials Moving to Sell Some Schools

The red-brick, four-story Terrell Junior High School in Northwest Washington was designed during the baby boom of the early 1950s for more than 500 students. But after years of declining enrollment, a trend seen throughout the D.C. school system, the 100,648-square-foot facility houses 254 children.

Terrell Principal Francis Nicol has found that there are advantages to having an underused building. When students are displaced from a classroom by the school's leaky roof or the faulty heating system, he has plenty of other spaces to put them in. And he has used an empty classroom in the basement for in-school suspensions.

But Nicol said he also recognizes that under-capacity schools like his are a financial drain on the school system, which has been forced by budget problems to lay off teachers and postpone capital improvements.

He might not have to worry about it much longer. Some city and school officials have floated the idea of demolishing Terrell and using the land for a library or recreation center. Terrell's seventh- and eighth-graders would be sent to the adjacent Walker-Jones Elementary School, and ninth-graders would go to a nearby high school.

For years, D.C. leaders have avoided raising the sensitive topic of closing or consolidating schools, remembering the protests from students, parents and teachers when the school board shuttered seven buildings in 1996, the most recent round of closings. But the idea has reemerged and gained momentum in recent weeks because of the school system's continuing financial woes and the chronic space needs of the city's fast-growing public charter schools.

City and school officials say that reallocating school space is no longer a question of if, but when.

"We have to show we are making better use of our space to make a credible request for more capital dollars," said school board member Victor A. Reinoso (District 2). "We need to begin the conversation on what the standards are [for consolidating and closing schools] -- the number of students, the percentage of utilization and a number of other factors."

At today's school board meeting, Superintendent Clifford B. Janey is to offer a list of 18 regular public schools that could lease unused space to charter schools. School officials also are considering closings such as the one contemplated at Terrell.

Janey said he wants to move on the issue next year, after developing a "master education plan" that would outline the academic needs of the system, examine population shifts and guide such decisions as whether to introduce a K-8 grade configuration citywide.

But some D.C. Council members are demanding that Janey act on a plan this year, before they consider the school board's request for an additional $40 million in capital money from the city. They want the school system to pursue the idea of having schools share space not only with charter schools but with city facilities such as libraries, recreation centers and health clinics.

"I would like to see a plan prior to the council recess July 15. This will give council members time to take a look at it and be prepared to act on it in September," said council member Sharon Ambrose (D-Ward 6). She said she will propose that timetable when the council votes on the school system's capital budget May 10.

"We should sell off space, and the money will help us renovate and build new schools," she added.

Thus far, the school system has not determined how many schools could be consolidated or closed or estimated how much money could be saved.

The vast majority of schools in the 61,700-student system -- 113 of 145 -- lost enrollment last school year, according to the 21st Century School Fund, a nonprofit organization specializing in school construction issues.

At this point, the school system needs only 10 million of the 16 million square feet it has at all its schools, according to a new study prepared for Mayor Anthony A. Williams (D) by 21st Century and the Brookings Institution. The report also said about 37 schools are operating at 65 percent or less of their capacity.

Meanwhile, charter school enrollment has surged, jumping from 10,679 in 2001 to 15,500. And the city's real estate boom has made it difficult for charter schools to find affordable property to lease or buy. Spurred in part by demands from charter school officials and some D.C. Council members, the school board in February adopted a general policy of allowing charter schools to lease unused space in the traditional public schools.

"There's oceans of space," said Malcolm "Mike" Peabody, chairman of Friends of Choice in Urban Schools, a charter school advocacy group.

Moreover, the 21st Century-Brookings Institution report found that the charter schools, which are independently run and exempt from such requirements as hiring union workers, spend far less for school renovations than the regular system does -- $101 a square foot, compared with $352 a square foot for traditional schools.

When the school board closed the seven schools in 1996, it opted to keep the buildings in the system's inventory rather than turn them over to the city for sale as surplus property.

Despite pressure from council members, school officials said they remain reluctant to sell off buildings that will no longer house schools. "We do not wish to voluntarily give up our land," Janey said. "Some may not be used as a school but as a training center to benefit older students and adults."

In the case of Terrell Junior High, 21st Century officials say the building has 661 square feet per student, far more than the school system standard for junior highs of 170 square feet per student.

Nicol, the principal, said that although closing the school would have financial benefits, he fears that school officials may decide to put seventh- and eighth-graders with younger students without fully studying the educational ramifications.

"I'm fearful this imbalance may not be in the best interest of young, impressionable minds," he said.

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Account Director (General Mills) at Imagination Publishing (Minneapolis, Minnesota)

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IMAGINATION ACCOUNT DIRECTOR

The Account Director is located at General Mills in Minneapolis, MN and reports to the General Mills leadership at Imagination in Chicago. This person will be the primary point of contact for five brands social presences, responsible for the strategic oversight and integration of the social spaces, including but not limited to integration and execution strategy development, brand and product integration, execution and reporting team communication.

This role is responsible for building and maintaining strong support infrastructures, identifying and testing growth opportunities and channels and expanding the impact and reach of the brands in the social space.

The Account Director will also work closely with the Chicago team, requiring experience managing timelines and deadlines, project management skills, the ability to multi-task, problem solve, a positive attitude, and a proven ability to work in a team environment.

Specific responsibilities include:

Client Support

Communicate and iterate processes and governance for the brands social spaces. This includes identifying trends, shifts, new technologies and opportunities and their impact on the team processes and infrastructure.

Support and contribute to channel synchronization for consumer consistency across touchpoints, including planning, consumer connectivity, and supporting and bolstering the brand voice and extracting and sharing learnings for the organization.

Client Strategy

Collaborate with clients and partner agencies to uncover and articulate business needs and objectives, craft appropriate strategies and identify/implement programs to achieve client business goals.

Work with team to integrate social planning and testing into strategies and planning, linking and connecting business objectives with executional excellence and metrics.

Partner with teams on special projects, leverage content, design, digital media and engagement marketing groups to identify and, create and support new solutions and opportunities for consumers and Brand teams.

Act as a strategic advisor based on deep knowledge and understanding of the clients business objectives, while always keeping the Consumers needs and expectations at the forefront.

Client Growth

Work with the Relationship Marketing team and the Imagination team to craft ideas and plans for social outreach beyond the current branded borders, including participation in non-branded spaces as relevant and valuable.

Support and influence external influencer relationships, support the core platforms with external conversations and driving innovation.

Client Management

Develop and foster account relationships, including understanding of each brands goals, markets, needs and expectations. Create/maintain both vertical and horizontal client contact relationships, working toward deeper penetration at senior management level.

Attend and lead client meetings on an ongoing basis, interface as needed with executive level and middle management level on client side and at Imagination during meetings and presentations.

Create and deliver strong and compelling communications providing context and rationale to the client behind recommendations, proposals and new ideas.

Facilitate strong relationships and open communication between client leadership and Imaginations Chicago-based creative team.

** This position is based at General Mills HQ in Minneapolis, MN. We will offer complete relocation assistance to the hired candidate.

Imagination is an EOE.

Learn more about Imagination at www.imaginepub.com

Please send resume, cover letter and salary history to Andrea Scott, VP of Talent at ascott@imaginepub.com.

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Social Media Manager - 52337 at WellPoint (New York, New York)

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AppId is over the quota
WellPoint is the nation's leading health benefits insurer and a Fortune Top 50 company. At WellPoint, we are dedicated to improving the lives of the people we serve and the health of our communities. WellPoint strives to simplify the connection between health, care, and value for our customers.

Bring your expertise to our innovative, achievement-driven culture, and you will discover lasting rewards and the opportunity to take your career further than you can imagine.

Our Social Media Manager is responsible for managing all social media activities and managing all promotion and advertising campaigns centered on the companys social presence. Primary duties to include, but are not limited to: Manages all social media activities which includes maintaining social media sites and leading new social media strategic initiatives, such as a Social Media 101 course. Manages the end-to-end process and production of all high impact promotion and advertising campaigns centered on the companys social presence. Leads work efforts of internal cross-functional teams and social media agencies. Develops social media scorecard and all analytics. Contributes to special projects such as overseeing digital guidelines development.

In addition to core aspects of social media manager, good comfort with social technology and how it works, the following also apply:

Launch the Twitter customer service handle @AnthemHealth (i.e. take it out of pilot into wide release).
Oversee Facebook social pilots (ie Senior/Boomer, Dental, crowdsourcing/product development; Disney project to tweens/families).
Act as product manager and advocate for the Health Footprint Calculator. Plan for future feature sets and syndication strategy.
Oversight of all listening technology (Radian 6) from contract to implementation, including training of additional users. Build all listening profiles and develop infrastructure using existing technology to circulate daily/weekly/monthly data.
Assist with development of formalized social media governance and social media process mapping.
Build requirements and oversee development of social media dashboardIdeal to have some experience in mobile marketing.

Requires a BA/BS degree; 5 years of advertising management experience; or any combination of education and experience, which would provide an equivalent background. Experience with Radian 6 preferred, social technologies and mobile marketing knowledge important.

WellPoint is ranked as one of Americas Most Admired Companies among health insurers by Fortune magazine, one of the 100 Best Places to Work by Working Mother magazine, and is a 2011 DiversityInc magazine Top 50 Company for Diversity. To learn more about our company please visit us at www.wellpoint.com/careers. EOE

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Digital Group Director at OMD (Los Angeles, California)

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AppId is over the quota

Group Digital Director

Omnicom Media Group is the largest full service media group in the world, with 80 cities in 55 countries, and over 7000 employees worldwide. Omnicom Media Group, is a leader in all regions and maintains more top market positions than any global competitor and is a part of Omnicom Group Inc. (NYSE: OMC) (www.omnicomgroup.com).

Omnicom is a leading global marketing and corporate communications company. Omnicom's branded networks and numerous specialty firms provide advertising, strategic media planning and buying, direct and promotional marketing, public relations and other specialty communications services to over 5,000 clients in more than 100 countries.

OMD Los Angeles is looking for a Digital Group Director as well as a Global Account Director (same duties as posting below, but with more extensive Global Account experience).
The person in this role acts as a senior media management representative for his/her respective businesses.

The person will manage a digital staff and educate the traditional teams on the state of the digital industry. The person will actively manage solid client relationships, providing key strategic initiatives/thinking. This person will also have the opportunity to also help out with new business.

Required Background, Competencies and Skills:

* Agency experience OR MAJOR ACCOUNT experience on the client side or full-service agency side with a SOLID grasp of Media principle and strategy
* Thorough knowledge of the dynamics of media. How each media element performs alone, how they perform together and how they are constantly changing
* A strong understanding of the clients industries and environments within which they operate

Leadership

* Ability to foster a strong, cohesive working team
* Thorough knowledge of the principles of marketing and advertising as well as an understanding of media concepts and terms, creative and budget requirements
*Ability to use alternative analytical approaches to solve media problems
*Ability to think in a non-linear fashion
*Ability to effectively handle personnel issues
*Ability to write clearly and concisely and present orally in an articulate and confident manner
*Ability to effectively and comfortably communicate and interact with clients and negotiate on the clients behalf
*Ability to articulate objectives, opportunities and techniques

Interested candidates should email their resume to:

peter.movesian@omnicommediagroup.com

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Account Director at Engage121, Inc. (New York, New York)

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Job Description - Client Service Account Director

Support the growth of the business through strong client relationships and a thorough understanding of the value that Engage121 can add
Maintain program of regular client contact including strategic counsel, presentations, long-term plan development, etc.
Coordinate internal resources to deliver contract expectations, meet service level agreements and achieve overall performance objectives
Ensure profitability of the company by meeting or exceeding business forecasts for client retention and increased revenue per client while maintaining expected margins.
Foster a customer first culture through a constant focus on the needs of our clients, driving improvements in the end-user experience
Serve as primary point of contact for all internal departments on client issues

Knowledge, Skills and Experience

BA or BS in Marketing Communications, Business or related field
3-5 years of Client Service / Account Management experience
Digital acumen and solid experience with social media
Outstanding relationship building and client management skills
Proven ability to work strategically
Commercially astute with strong understanding of value drivers
Passionate about the customer and improving the customer experience
Motivated and self-driven
Excellent oral and written communication skills
Ability to travel up to 50%

Openings exist in our offices in both Norwalk, CT and New York, NY.

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Web Content Specialist at SchoolDude (Cary, North Carolina)

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AppId is over the quota
The web content specialist will be responsible for developing, acquiring, organizing, and editing content for multiple websites, social networks and blogs to accelerate SchoolDudes visibility in the market, and attract online visitors to SchoolDude and affiliated organizations. Content developed by the web content specialist will attract the audience needed to accomplish business goals. The web content specialist will report to the web marketing manager and have the following responsibilities:

MAJOR RESPONSIBILITIES:
Use web and social media channels such as blogging tools, social networks, twitter, and microsites to tell a story and disseminate content using text, images, or audio, create content that draws an audience.

Recognize story opportunities and develop content to make them human and interesting.

Create multiple interrelated ways for web content to be accessed.

Understanding the business goal of content, develop metrics to determine how articles, tweets, videos, etc. are generating visitors, leads, and customers.

Attract internal and external contributing writer and procure relevant content from them.

Ensure that content is relevant to the specified audience
See that content is consistently delivered at agreed upon deadlines and intervals.

SPECIFIC FUNCTIONS PERFORMED:
Work with the market managers to understand personas to create relevant content.

Work with all departments to acquire content for social outlets that expose the culture of SchoolDude.

Work with outside sources to acquire relevant content.

Develop and communicate to internal departments the processes for how content is to be collected, updated and managed from sources both inside and outside the company.

BASIC QUALIFICATIONS:
Minimum of 5 years of marketing experience
Minimum of 3 years web content experience
Bachelor's Degree in Marketing, Journalism, or related degree
Excellent ability to coach other people
Superb writing and editorial skills
Strong communication and coordination skills
Proven success in utilizing social networking and collaboration technologies; prior professional experience in social media execution is required
Passion for digital media
Outstanding analytical and critical thinking skills
Attention to detail

PREFERRED QUALIFICATIONS:
Basic understanding of Marketing automation tools and CRM software (Salesforce experience required. Eloqua experience a plus.)
Understanding of basic html
Experience as a print or broadcast journalist

ADDITIONAL EXPECTATIONS:
Moderate travel is required for this position. You should be prepared to travel up to 30 days per year.
You will be required to attend these mandatory professional development functions:
Attend at least 2 trade shows per year.
Attend one presentation delivered by SchoolDude.com at a tradeshow or conference.
Attend SchoolDude University.
Spend at least 3 days on a client site getting to know what we do for them and how we help them achieve success.
Additional professional development may be required.
Serve on committees and teams deemed necessary to the growth of the company.

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