of eight strategies. Following community
input, in 2013 a ninth strategy, devoted to
Health, Wellness and Safety was added to
the plan. Superintendent Marsden encour-
ages leaders across the district to always
include people in the decisions that affect
them. School principals routinely take this
approach and involve parents, students and
community partners in decision making.
Serving a diverse population and includ-
ing their voices in decision making has been
successful when the district plans meetings
to fit the needs of the community. This means
SBCUSD holds parent input meetings dur-
ing the day and in the early evening to help
parents with a variety of work schedules.
All meetings are not held in the same
location, so parents have the option of at-
tending meetings at a location that is most
convenient. Offering free childcare, trans-
lation services and refreshments are other
strategies SBCUSD uses to make parents
feel welcomed.
The fact that San Bernardino City Uni-
fied has created a culture centered on par-
ent involvement has helped the district move
through the healing process following April
10. Faith communities were among the first
on scene because the district had invested
time in building relationships with the In-
land Empire Concerned African American
Churches and the Inland Congregations
United for Change. The Inland Empire
Church of Christ planned and facilitated
a candlelight vigil on April 11. When the
school reopened on April 17, clergy from
various churches were stationed near the
school to welcome students and provide
spiritual support upon the families’ request.
Another effort that enhanced the district’s
response on April 10 was Superintendent
Marsden’s efforts to grow the district into
a “high reliability organization.” As part of
this effort, in 2013 National Transporta-
tion Safety Board Vice Chairman Christo-
pher Hart visited the district several times
to share the importance of high reliability
organization principles in school districts.
The key message of Hart’s presentations was
the importance of managing safety risks ef-
ficiently and effectively.
Although San Bernardino City Unified
could not have predicted it would one day
join the growing list of schools and univer-
sities across the U.S. that have endured a
school shooting, the district’s planning for
the unthinkable began years before April
10, 2017. That intentional planning and
preparation, coupled with effective district
leadership, played a vital role in successfully
managing a school crisis.
Linda Bardere is director of
Communications/Community Relations for
the 49,000-student San Bernardino City
USD. A former elementary school teacher,
she has a master’s in communications and
holds an Accreditation in Public Relations
credential from the Public Relations
Society of America. She received
California’s highest award for valor for her
role in the aftermath of the Dec. 2, 2015
terrorist attack at the Inland Regional
Center. Maria Garcia is communications
officer in SBCUSD and a former reporter
for The Press-Enterprise newspaper.
September | October 2017
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