Making Dollars Make Sense

Making DollarsMake SenseACSA CEL InstituteFebruary 27, 2014

Presented by Tom DeLappCommunication Resources for Schools

The Power of PunctuationAn English professor wrote this sentence on the board and asked her class to punctuate it correctly.

“A woman without her man is nothing”How would you punctuate it?

All the males in the class wrote:

“A woman, without her man, is nothing.”All the females in the class wrote:

“A woman; without her, man is nothing.”LESSON: Point of view leads to miscommunication!

Taking time to communicate

Who’s got time to communicate!?

Working harder to stay even

Educational employees feel like they’re working much harder with less support and satisfaction

ReformRestructure

RefocusRetrench

Era of the R Words

Using the C Words

Era of the A Words

CommunicateCollaborate

ConnectConsumer

AssessmentArticulation

AchievementAlternatives

RESULTS

The Era of Accountability

The only “R” word left is RESULTS.

Now we’re in the era of the “A” words!

Tectonic Shifts Impact Schools• Time Compression, Fast Pace

• Accelerating Change

• Informational Clutter

• Globalization & Reach

• Mixed Media Transparency

• Integrating Diversity

• Impatience with Status Quo

• Polarizing Debate

When the ground shakes, people look for the fault line

The Hydraulic Fluid for ChangeCommunication –• Aligns efforts with objectives

• Builds clarity of purpose

• Coordinates collaboration

• Drives initiatives into actions

• Energizes and engages people

• Facilitates change and growth

Change can be scary!Educators are very change averse

CHANGECHANCECHAOSCHOICECHANGE=

GROWTH

What, more money for schools?!

• When the pie gets smaller or bigger, the first thing to go are the table manners!

• As we consider spending new money are we just going to restore cuts?

• Pruning the Rose Bush

Planned and Measurable Impact

Proactive Strategies to Position You

Efficiencies & Integrated Efforts

Building Communicating Capacity

1

2

3

4

Communicating Strategically

. . . that is our primary goal!

Our Agenda for TodayMaking Dollars Make Sense:

The New Fiscal Reality — R.O.I.

Creating a Budget “Lesson Plan”

Delivering Persuasive Messages that Stick

Authentic Stakeholder Engagement

Developing an Integrated Virtual Community

THE NEW FISCAL REALITY

Local Control or Local Conflict?

On a Collision CourseBudgeting demands for common core

Perception is everythingWhat part do you see first?

The Slice or the Circle?

Most people only see their slice of the pie. It’s up to us to get them to see the bigger picture. Give them the context not just the facts. This is a “teachable moment”!

Make the budget personalWhen people don’t see the bigger budget picture they tend to think of themselves more and cocoon. Communication gives people a sense of the whole financial puzzle.

People will judge whether your decisions are equitable and logical based on what’s in it for them!

People Today• Diverse audiences with diverse perspectives

• Short attention spans; MTV environment

• Impatient consumers; no brand loyalty

• Want what’s best for their kids —NOW!!!

• Care little for chain of command

• Distrust institutions and bureaucracy

• Information overload/access

• Everyone is an expert on what you do!

• “Incredibly busy” even if they’re not

Word of Mouth•Interests•Groups•Social Media

Entrenched Perceptions

•Bias•Prejudice•History

Media Clutter

•Press•Web sites•Citizen Journalists

Polarizing Viewpoints

•Agendas•Blogs•Commentary

Networks

CompetingInterests

Stereotypes, Rumors, Myths, Misinformation

News Media

The Public Opinion Mix

Be accountable on three fronts► Are my kids in a safe, secure learning

environment? Free from gangs, drugs and violence Healthy physical environment and classrooms Culture free from bullying, intolerance, isolation,

indifference, racism, harassment, etc.

► Are they getting a good education? To higher standards with a rigorous curriculum Does it meet my child’s unique needs Is it competitive and comparable

► Are you spending my tax dollars wisely? Exercising your fiduciary responsibility Putting resources toward results Showing efficiency and effectiveness Facilities and technology management

How are you meeting these

needs?

The Leadership Factor

• They want to know that you know what you’re doing Leadership, vision, credible decision‐making

Caliber and quality of the people serving them

You are walking your talk

You are listening to stakeholders

A Crisis is a Leadership Test• The Chinese character for crisis is a

blend of the characters Wei for “danger” and Ji for “crucial point”

• Your response in this high profile situation can be your finest hour!

• It can also damage personal, professional, and organizational reputations if not handled well!

• In a crisis, people look for security, stability, and solutions

• A fiscal crisis or change is a test of financial leadership. Make it count!

How will you be the “go to“ person to see us through fiscal

change?

Do our schools measure up?• That’s the question on the mind of every stakeholder and parent

• Connecting individual perceptions to facts, trends, and evidence of success is your job!

• Giving them a basis to make good choices and shape accurate opinions is your bottom line

• The budget is a yardstick for measuring success

That’s ACCOUNTABILITY!

Investing Resources in Results

• Return on investment attitude

• Track how dollars make differences

• Show efficiencies and cost effectiveness

• Correlate budgeted accounts to student achievement and school performance

Give stakeholders an investment portfolio when

you report on the budget

Anatomy of School Leadership• Superintendent is the Brains of the Operation

• Educational Services is the Heart & Soul

• CBO is the Conscience Eyes and ears from the field

Thoughtful correlation of alternatives

Diagnostician of upsides/downsides

Forecaster of implications

Solution oriented pragmatist

Get comfortable being a “Public Face”• CBOs often want to or feel they have to be “behind the scenes” players

With budgets and finances being such high profile issues today, you can’t afford the luxury of anonymity any more

You’re going to be called on so you might as well be ready to be a more public face of the school district

Think “Public Comment” instead of “No Comment”

You are the message!

— Roger Ailes,Reagan PR advisor

and Fox News President

Be the compass that points true northTo build credibility, you must be:

• Ethical, legal & honest

• Transparent & forthcoming

• Consistent & dependable

• Accurate & reliable

• Future focused & visionary

• Collaborative & cooperative

Don’t use the budget as a weapon

Don’t practice the Golden Rule:

He who has the gold makes the rules

Building Public TrustPR =

PERFORMANCE(Doing a good job)

+

RECOGNITION(Getting credit for it)

CREATING THE BUDGET LESSON PLAN

Don’t Practice Ready, Fire Aim!

The Tipping FactorSupport Apathy

What should we add to tipthe balance in our favor?

Will more of the same get us a better result?


Lack of Relevance

Limited Awareness

No Sense of Urgency

Persuasive Information

Two‐Way Communication

Public Engagement

Demonstrate ±Impacts

Broaden Your Reach, Brand & Identity Blanket

Be Compelling toPersonalize theConsequences

Lighten the LoadAdd Weight


Create a FaithfulAttachment to become a “Cause”

Build Affinity & Sense of“Ownership”

Have a persuasive, responsive dialogue with the community

Research

What & Why

Who & Where

How & When

Planning Programs Review

Communication is a Four-Step Process

Impact & Return On Investment

THINK

PR2

Strategic CommunicationPublic Information

Reputation Management

Community Engagement

Integrity of Decision-Making

Two-Way Communication

Your communication plan is your accountability plan!

Develop Skills & Sophistication

Workload, support & timing

Clearly defined, realistic, measurable expectations

PLAN

PEOPLE

PROGRAMS

SUC

CES

S

Communication Elements

Make Dollars Make Sense• Your job is to translate numbers

into words and key messages

• You need people to “learn” about your budget over time

• Words tell the story, but be graphic in the way you tell it

• Gives graphs and charts active titles to convey key messages

• Summarize and use bullets

• Teach Economics 101Spreadsheets read like hieroglyphics to most people. Decipher them!

Show them a Budget PlanBe genuine• Do not over‐sell your case

• With disaster scenarios or business‐as‐usual talk

• Credibility takes a long time to build and a short time to lose• One wrong number raises doubts

• Immediate tasks should be part of an overall long range strategy to build fiscal awareness

• Make it a continuous improvement process in the way you talk about budgets

• Ensure that the right people are “in the loop”

Target Messages

Integrate All District PlansAllocate Resources for Results

STRATEGIC GOALS

LABORCONTRACTS

OPERATINGBUDGET STAFFING COMMUNICATION

PLANCURRICULUM

& INSTRUCTION

The intersection of these is where you “walk your talk” and demonstrate a consistent, clearly articulated vision for success. Keep in mind that labor contracts trump other plans because they spend your human capital

Do Strategic Budgeting

Let core values drive decisions• Match your vision, goals and objectives to the pattern of allocations in the budget

• Start every budget conversation with the results for students that you hope to achieve

• Use an Interest‐Based model for considering priority reductions and allocations Common interests not just positions tied to people

• Do long term goals take a back seat to survival?

Seize teachable moments

• Audit from last year• First Interim Report• Special Legislative Sessions• Governor’s Budget released• Legislative Analyst’s Report• March 15th layoff notices• Second Interim Report• P2 enrollment calculated• Preliminary budget adoption• Final budget adopted• State budget enacted• Unaudited Actual Financials

How does your labor relations timeline fit with the budget timeline?

Budget Calendar is a built‐in Lesson Plan

Watching the Bottom LineIn Public Education our —

Product = LearningProfit = Performance

How does the budget help your district turn a profit by improving your product?

Staying in BalanceLabor ContractsIf labor costs place more demands then the budget has to give

Operating BudgetIf the budget is stressed then labor union concessions have to occur

Create a budget clearinghouse Integrate all of your work; find collateral uses

Be transparent about process and product

Your web site is a budget database

Shelf date all documents you release

Create a “look and feel” to be memorable

Be message driven and frame the debate

Give links and citations to all relevant resources

Creating Persuasive Sticky Messages

Tell me a story that I can repeat

Create Sticky Messages• Memorable

• Understandable• Believable• Credible• Repeatable without distortion• Transportable and translate well• They can be “planted” across your entire grassroots network

We Leave No Child Behind

Create Message Campaigns• Like in an election, you want measurable outcomes

• All efforts should reinforce each other to produce message discipline and awareness

• Repetition is a good thing. Repetition is a good thing.

• People receive information in different ways and you never know which one appeals to them at any given time or on any given issue

• Don’t just PR all over everyone! Target messages for maximum effect to essential audiences first

• All messages should reflect the District Strategic Plan

Create Memorable MessagesFour steps to developing a message: Brief thematic statement

Backed up by evidence, data, indicators

Analogies, case study examples, stories

Conclusion to reinforce the message

• Can they repeat what you said?

Means & Methods

• Electronic• Print• Internet• Engagement

Audiences & Constituencies

• Staff• Parents• Public• Media• Leaders

When we will reach them

• Calendar• Frequency• Integration• Repetition

Measuring Impact

• Surveys• Advisory• Input

Systems

TARGETS TOOLS TIMING RESULTS

Message Management & Mapping

Information and messaging impact on our stakeholders

Manage Your Grassroots• Irrigate the “lawn” with a steady flow of information, inspiration, and invitation

• Employees and civic leaders need the tools and arguments to be opinion leaders for you

• Make sure your efforts are sustainable, replicable, pervasive, and consistent

Identify “dry patches” where the weeds could grow

Don’t pick me up and put me down. A once a year flood

won’t do it!

Grow Grassroots Support• Create a Business e‐Bulletin Fiscal Facts, Money Matters, Dollars & Sense, The Bottom Line

• Keep people informed about key budget facts and the budget development process

• Produce FAQs and fact sheets

• Publish a Fiscal Annual Report with key indicators of success

People don’t care about your grass seed; they care about their lawn

Transparency = Accountability• Your communication toolbox– E-bulletins and e-mail updates

– Listservs, blogs, podcasts and chat rooms

– Use Twitter as a traffic manager

– Key communicator networks

– Print materials (FAQs, fact sheets, visuals)

– District/school site displays, bulletin boards

– Speakers Bureaus and message mapping

– Meeting agenda management

– Media relations, editorial boards, media kits

Transparency isn’t about seeing raw data alone; it’s about ease of access to

explanations and interpretations of data

Content rules the delivery system

• Spend more time on what you’re going to say than on how you’re going to say it

• Over‐communicating can be worse than under‐communicating if we anesthetize them to our message

• Catch them when they’re ready to listen

• Quality of information trumps quantity every time

Extending Outreach• Build AFFINITY They like & value us which makes them more receptive

• Cultivate ADHERENCE They have a “faithful attraction” to your public schools

• Move them to ADVOCACY So they evangelically spread your “gospel” Mobilize others without hesitation to join in support Defend your honor from attack; amplify your positives

View Education as a “Cause”• When we portray ourselves as systems, we lose the spirit, passion and faithful attachment that drive people to take action on our behalf

• We need to have devout and devoted followers who see it in their interest to support the educational public interest

• We need people willing to support and vote for other people’s kids out of a sense of urgency and personal stake

Create Raving FansOur district/school has employees.

If each one sets a personal goal to convert one person a month (10 per school term) to be a school supporter we would have

fans in our community!

What can we do with that many supporters? Anything we want!

What if we doubled that with community voices spreading the news to their friends?

A Pandemic of Popularity!

Exponential Support• Use Influentials to amplify your message. “Fold” them into your communication strategy:

• Folding a piece of paper in half = 3 folds = Width of a Fingernail 7 folds = Width of a Notebook 10 folds = Width of Your Hand 17 folds = Tall as a House 20 folds = ¼ as Tall as the Sears Tower 30 folds = Out of Earth’s Atmosphere 50 folds = Almost to the Sun

Influential interactions

compound our Public Reach

Authentic Strategic Listening

Building accountable two‐way communication systems

Strategic Listening

LISTENSILENT

With authentic public engagement you listen as much as you talk

Maintain Message Discipline!Frequently we don’t speak with one clear voice

What did we hear? Noise!

Now, simultaneously repeat these words as a group:

“Achievement, improvement, equity, safety, accountability, success!”Now what did we hear?

One clear uniform message!

Find a partner. In 30 seconds, simultaneously tell each other the three best thing about your schools. In other words, both talk at the same time you are trying to listen.

KeyMessages

Talking Points & FAQs Web TransparencyIntegrated Delivery

Staff & LeadershipTeam

ParentsNews Media & Social Networks

Publics & Key Communicator Network

Speaking with One Clear Voice

Engage people in the budget• Advisory mechanism to whom?

• Superintendent, CBO, Board of Education

• Types of input mechanisms• Public comment at school board meetings• Town hall meetings and community forums• Study Circles with small group discussions • PTA/Parent club briefings and Q&As• Digital suggestion boxes (idea harvesting)• Surveys (web based or e‐mail)• Community Leader Advisory Committees• Budget Advisory Committees

How do they all link together?

Budget Advisory CommitteesGeneral concepts• Promote organizational ownership of the process as valid, legitimate & worthwhile

• Be clear about the purpose, role and limits of any advisory process

• Balance perspectives that checkmate “lobbyists” and ensure diverse viewpoints

• Demonstrate genuine, responsive listening for priorities and interests; keep a record of those inputs and ideas

• Give ample opportunities for input, reflection and decision‐making. Be open to non‐traditional, innovative ideas

Advisory Group MembersCommittee composition• Diversity of membership• Varied perspectives at the table• Organizational and independent members• Parent leaders• Foundations and partners• School Board liaison, but not a dominating role• Civic leaders with financial backgrounds• No drive‐by members or fair weather friends• Not too management heavy

Getting responsible advice• Use the advisory system to “absorb” the public comment demonstrations at Board meetings and to diffuse “public pleading”

• Work the problem, not the people by having protocols and standards in place

• Have members work from an interest base not a positionbase

• Educate members first by giving them enough information and data to make good choices and overcome stereotypes, misperceptions, and bias

Things to keep in mind• Ultimate authority is with the school board and not the advisory committee

• Set a realistic financial goal/target to meet

• Talk about what priority programs you’re saving not just the ones you’re proposing to cut

• Start with priority setting, not laundry lists

• Forced choices promote shared accountability

• Quantity of input on a single subject, program or issue doesn’t mandate its adoption

• Push for consensus, but do not enable negativists to veto ideas by just saying “no”

Things to watch out for• Witch hunts or vendettas on people or programs• Nest feathering for pet projects and people• Red herrings to divert attention away from vulnerable programs

• Using budgeting as a prelude to labor negotiations• Unions get two bites of the apple when they dominate the committee• Unions can boycott participation and later disavow the decisions on cuts

• “Our role is to tell you what we want not how you’re going to pay for it” attitude

Minority Rules• Most people like you unless you give them a reason not to

• How do we get past the 10% who keep sucking up our attention?

• Problem with engagement is we tend to engage the usual suspects

Who want to fix us or criticize

A loud voice shouldn’t rule• Engage more people in the debate, step up outreach & communication to inoculate people to negativists

• Use letters to the editor and public comment at meetings to get third‐party endorsement to counter‐weight critics

• Create Key Communicator Networks and District Advisory Committees with a mission

Got a bad soloist?Get a bigger choir!

Are people immune to our message?

When misinformation embeds, people stop listeningOnce opinions are fully formed they’re harder to change; sometimes data and facts aren’t enough to dislodge viewsHow can we create enough critical mass to move people to act on their basic support for education?

Rumors = Mis‐translationConcept or Incident enters the Rumor Mill:

• It gets LEVELED Details get stripped down Supporting data eliminated

• Then SHARPENED Details misconstrued out of context to fit a point of view or current environment

• Finally ASSIMILATED So misinterpretation fits into preconceptions and expectations reinforced by faulty examples

So Practice Rumor Control• Rumors can’t be stopped, they are like water running downhill

• They can only be channeled so they don‘t erode your support

• Rumors win on quantity and speed. Give them quality so they become key communicators

• “Sell” key communicators and rumorists on your program so they don’t become negativists

Communicationimmunizes people to the

“negativity virus”

Create community around your budget

Building Buy‐In and Support

We achieve critical mass when …

Public SchoolsTheOurThe public has a

sense of shared ownership or common belief

Personal Interest Aligns with the Public Interest

But how do we reshape public perception?


How should we measure success?• When people say OUR budget, not THE budget

• When we have enough informed confidence that our publics will always pass a bond or parcel tax

• In negotiations, when we aren’t talking about IF we have the money, but how to prioritize spending it

• When employees and parents see the business office as roadside assistance instead of a roadblock

• When FCMAT comes to your district for advice and best practices

These Tools Can Tip the Balance in Your

Favor to:

EducateInoculateActivate

Message Targeting

Relationship Marketing


Public Awareness

Strategic Communication

Planned Communication

Communication Delivery System

Methods, Tools, Programs, Projects, Capacity Building Campaigns, Services

Outcomes

Relationships

Support

Key Messages& Vision

Networking & Relationships

Marketing & Awareness

Communication Objectives

• Use cutting‐edge tools to reach audiences

• Focus efforts on highest yield activities

• Diverse methods integrated effectively

• Offering multiple access points to information

• Being proactive while maintaining the ability to respond and react well

• Building a communicating culture with greater capacity among staff to be key communicators

Building A ReputationIngredients:

• Good or Bad Performance

• Good or Bad Perceptions

• Good or Bad Experiences

• Opinion Leader Validation (±)

• Reinforcing Trust & Belief (±)

In a vacuum, I’ll define your reputation if you don’t

Keys to a Good Reputation• Measure of quality Demonstrate your worth and value to me and others

• Consistency I’m comfortable because I can rely on you

• Transparency I see you as a “brand” and can find out about you easily

• Sustainability Is your organization personality dependent or does it transcend individuals? Do leaders define the district? As they change, does the district reputation stay intact?

Leaders manage reputationsBuild a reputation, don’t just let it pile up

• I will support your organization if I value what you do, know about it, and see that I have a place in it

• Plan to manage your reputation

No random acts of PR or drive by PR stunts

Sustained, pervasive, reinforcing efforts that nurture and enhance your reputation and image

• PR isn’t one person’s job, it’s everybody’s job!

• Make sure people know about you and your success

Relationship Reality Check

• VIRTUAL • ACTUAL• Two‐thirds to three‐fourths of your voters don’t have kids in school

• How do you win a political campaign?

• Not by focusing on your opposition, but by rallying supporters and undecided voters!

People connect with schools in the real world and in cyberspace

RELATIONSHIPS! If the average school district has 1,000

employees, that results in one million possible one‐on‐one relationships

If you just add one more person (a third dimension) into that connection matrix you have more than 166 million possible ways for relationships to short circuit!

How do we build solid relationships?

What do organizations run on?

Relationships Are CrucialRemember:

It’s awfully hard to be unfair to someone you know!

Relationships see us through good and bad times

We need a “relationship” with our community

Practice Public RelationSHIPS!

Create Your Own Virtual Community

Communication Traffic Control CenterBe the best source for –

• Networking, connections

• Reliable, timely information

• Resources and referrals

• Multiple entry/access points

• Getting answers to questions

Elevate Communication• Create Talking Points on major

decisions

• Maintain Message Discipline and intra‐team channels of communication

• Anticipate questions stakeholders will ask about issues and policies

• Ask: “How are we going to communicate about this?”

Communication must have a priority seat at the decision‐making

table

Target your message• Two‐way communication

Listen and inform

• Don’t think one‐size fits all

• Dialogue embeds opinions

• “Close the sale” by persuading people

• Reach the people who influence public opinion either individually or as groups

The Modern Day Side Arm• Smart phones are the “weapon of choice”

to contend with a hectic life

• Seniors are the fastest growing users of cell phones because Boomers equip their parents

• The phone is a common denominator in a mixed media world to reach all stakeholders

• Phones bridge the digital, generational and language divides

WMDWeapon of Mass Distraction

It’s A Mixed Media World!• We don’t communicate to a place or set time anymore; wherever people are we must fit their schedule

• People define how they want to receive information through filters they choose

• People can get on‐demand or intrusive updates on issues, products, programs and interests

• People are not just information recipients; most can and do create content

Mass Personalized Information

The public is watching you!• Public meetings are much more public and

you may not even be aware of it happening! You’re always on stage.

• Anyone with a cell phone is a potential “citizen journalist” Cameras, video clips and recordings

Text messages and e‐mails of what you’re saying in real time

Blogging, My Space, You Tube, Face Book postings occur during the meeting

Half the adults in America are on Facebook

Stage your meetings well!

Information ConsumersThe bull’s eye on this target is getting smaller every day

Traditionalists (46%)

Integrators (23%)

Net Newsers (13%)

Disengaged (14%)

The three outer rings have more access to more information, but are less deeply informed on overall policy issues. They only drill down on things they care about or see as impacting them directly

They move information quickly, but aren’t stuck to it as much

Integrate Communication Vehicles• Use diverse communication tools

Web sites, media relations, language translations, e‐mail newsletters, information centers/posters, postcards, columns in site newsletters, annual reports, auto‐dialing phone systems, community banners, Speakers Bureaus, etc.

• Do it once, then step on it to get maximum exposure

• Follow an awareness calendar and a communication plan so information layers out to stakeholders

• Hitch a ride on other organizations’ efforts

• Tap into social networking Twitter, Facebook, You Tube, blogs, etc.

Drive people back to your web site

Integrate All Your Tools

Web Site

E‐newsletters, E‐zines

Twitter, E‐Blasts

Telephone Auto‐Dialers

Media Releases

FaceBook, MySpace, Linked In

ListServs

Blogs

Key Communicator

Networks

Cable Channels

Print Publications

Be Your Own Wire Service• Be clear on the “latest” stuff

• Have people judge the media by what they already know about you and not vice versa

• Have a “Media Watch” page to track issues and beat back rumors

• “Setting The Record Straight” page

• Attack stereotypes & myths

• Challenge the blogosphere here

Be an Answering Service• “If I can’t get facts from you, I’ll go somewhere else . . . fast!”

• A one‐stop information shopping mall for your school district

• Make it user friendly

• FAQ‐based and easy to navigate

• Shelf date information! Restock your shelves occasionally

• Summarize & head note all posted documents

Don’t make me do homework to understand you

Be the Message Center• Be message‐driven, not data‐driven

• Why should I enroll my kids in your schools?

• What are your strategic objectives, highest priorities, core values and accomplishments

• Create and make visible your “Indicators of Success”

• Show me a return on investment and a bottom line

Your web page shouldn’t just

inform people; it should market your schools

Some Budget Axioms• One‐time money can certainly ease the pain, but it cannot cure the problem

• Financial roller coasters aren’t fun to ride; they’re scary and can hurt people

• Live within your means each year by every means possible

• People want their CBO to be a realist, a pragmatist, and an optimist

• It’s not what you do; it’s how you explain what you do that counts

More Budget Axioms• Schools aren’t businesses, but they can and should be business‐like

• A student’s face and future are imprinted on every dollar bill you spend, save or cut

• If it was easy anybody could do it; be prepared to make tough choices

• You are a unique professional in a sea of educators so bring that perspective to the table

• Don’t be ruled by the loudest voice in the room

For further informationTom DeLapp, PresidentCommunication Resources for Schools

2351 Sunset Blvd, Suite 170, #504

Rocklin, California 95765

(916) 315‐1409Cell & Text: (916) 765‐1759

Email: [email protected]

Web Site: www.tomdelapp.com

Blog: www.tomdelapp.blogspot.com

Follow me on Facebook, Linked In and Twitter @tomdelapp