Thank you. It is a rare treat to be invited to a conference where play is the theme. I mean, how much does that happen? And I’m telling you, it’s our superpower. So we were so excited when Ann called. To understand playworks, you really need to understand our core belief. Let me see. Oh, that’s a pointer. Somebody, oh, there. We believe in the power of play to bring out the best in every kid. Number one, that means we believe there is a best in every kid. Number two, we actually believe it for adults as well, which is why we’re here playing with you, with our staff playing things like booty bumping. And I hope you’ll experience that with us at Resauce because it is the feeling of connecting with others through play that is the most powerful thing about it. So we play games like Four Square, Kickball, Banana Tag, Band-Aid Tag, Switch. The games go on and on in elementary schools all across the country. And that sounds like a lot of fun, which it is. It’s also getting them physically active, which is good. But the secret to the whole thing is that the kids, unbeknownst to them, are learning how to cooperate, how to take turns, how to be kind. When someone gets out, how to give them a high five, how to be respectful, how to include others in the game, how to adapt when the game’s challenge means that you’re not winning. All of those skills that are so important, they’re learning on the playground. As a result, they’re more physically active, bullying disappears, discipline referrals plummet, the kids go back to class focused and ready to learn, and everybody likes school better, adults included. So I could go on and on about what play does. And for those of you who are parents, I’m sure you’ve seen it firsthand with your own kids. But I know you’re wondering, yeah, great, but what does that have to do with communications? So that story begins in 2005 when Robert Wood Johnson Foundation invested in Playworks. And I want to thank Jane Lowe, who’s in the audience today. Jane was our program officer. Thank you, Jane. And with it came this icing on the top situation of communication support, Enter and Cristiano, who helped us learn how to message and how to talk to our audiences. It was a thrill, and it really helped us grow across the country from a small Bay Area organization to being a national one. And as we grew, we got other communication support from Robert Wood Johnson Foundation. Susan Promslow, who’s here, took over for Ann, and then Ben Milder, and Matt Pritchard showed up, and we really got that we didn’t know what the heck we were talking about, and we needed all of people like that, people like you to help us. We kept growing. And then it gets to be 2014. And by then, we’re almost serving 1,000 schools. Great, right? Proud. We got this. Actually, no. We were super frustrated. We were frustrated because we believed Malcolm Gladwell’s book about the tipping point and thought that if we got to some certain size, a number we made up, that would mean that the idea would spread through other schools. And it just wasn’t. We were only changing the schools we were actually in. And that was upsetting. We didn’t actually tell a lot of people how upset we were because it sounded like we were ungrateful that we were in 1,000 schools. We just believed in getting to every school. So then another actor entered the story. This is Paul. Paul is a teacher. He could be a teacher anywhere. He happens to be a teacher in Ireland. We got invited by Ashoka to go to Ireland for a week, boom-doggle, and we’ll show off playworks to the education ministry and others, including a workshop for some teachers where Paul came. You know, we spent a couple of hours, our team, with him and some other teachers. He took it back. He implemented our stuff. And voila, he turned his school into a playwork school without us. I mean, he took our stuff. Yeah, and he was very upfront about that. And he kept asking for more support. But we weren’t there. We don’t run an office in Ireland. And you’re wondering, how do we know that it actually worked? Well, Paul sent us these artifacts. He asked kids, what do you love about playworks? This student wrote, I love playworks because I sometimes don’t have anyone to play with, but with playworks now, I do. That’s what we were doing in US schools. So clearly it was actually working. At this moment, there’s something like 30 schools in Ireland that call themselves playwork schools. There’s been a media blitz about us in Ireland, and we don’t even operate there. So that story came at the same moment that this frustration is happening, and we had to ask ourselves a question. What if the path to scale is not about building? Now we had been convincing Robert Wood Johnson Foundation and others that it was about building the whole time. And now we have to ask ourselves, what if it’s really about unleashing others? Like, whoa. As an organization at that time, that was about $35 million with 600 full-time employees operating in 19 states to change your idea of how you’re going to get where you want to go in the middle is really painful. I can tell you my communication style for the first couple days there was not very kind because I was so freaked out. So here’s what happened then. Three things happened. The first thing, we changed our measure of success. We had been measuring our success by the number of schools we were serving. Technically an output if you ask Laura Levitton and Robert Wood Johnson Foundation, but we were saying that’s our measure of success. But that meant that all we cared about was building the biggest playworks, which is not what we care about. So we changed our measure of success to be about the outcome we seek, which is safe and healthy play in every school. We then set a goal, and I’m going to have to correct Ann. I’m sorry, but I’ll tell you we’re not at 7,000 yet. But the goal we set was that by December 2020, 3.5 million children in 7,000 elementary schools will experience safe and healthy play every day. That does not say playworks anywhere. It’s not about us. And we opened our minds to the possibility that there are more polls in the U.S. And if we could only reach them, maybe we’ll get there. We’re at about 1,300 right now, which I know sounds like the math doesn’t work, but I have a secret math plan and we’re going to get to 7,000. The second thing that happened was we started to experiment with new ideas for getting the innovation in the hands of the right people. We’d been known for our model called Coach. One coach, one school, full time, all year. It works beautifully. And a randomized controlled trial date is awesome. But we can’t scale that thing. It’s too expensive. So we started experimenting. One of those experiments is called TeamUp. This is one of our TeamUp coaches, where they spend one week a month at a school in four schools and modeling what we do, teaching the staff at that school how to be a playwork school. And then they come back the next month. So all year, they get modeling, but they’re learning how to do it themselves, infinitely more scalable. And by the way, the schools pay for this service. So we are growing this like mad. That experimentation wouldn’t have happened if we hadn’t changed the way we were measuring our success. I will add as an aside that our culture is super playful. We’ve got a four-square court in our headquarters. We do wacky check-in questions at the beginning of every meeting. That playfulness that we heard about this morning actually inspires a sense of safety with experimenting. Because in games you attempt and then you don’t win sometimes. So we try things on and playworks without too much fear. So that culture is really a part of how we got this experimentation to work so well. And the third thing, which is what I want to show you a little more about, is we turn to communications because we weren’t going to reach everybody, right? So we had to ask ourselves, how might we tap communications to increase the number of kids who have safe and healthy play every day? Now having had the experience with Ann and we had fencing communications working with us for a long time and then all these communications professionals like you, we really got what we don’t know, which is communication strategy. So we partnered with Blue State Digital. And we’ve been working with them for about a year to design this communication strategy. And the first thing that we did with them was define the audience. I learned how to do that from them. Schools and teachers are the audience for this communication strategy. They are the decision makers in schools. And those of you who are parents are wondering, hey, what about us? What about parents? Well, it turns out we did all these interviews of principals and we asked the question, do parents influence your decisions? And you know what they said? No. And as a parent myself, I was like, wha wha. Okay, we’re not going to focus there. If you look at our campaign, which I’ll show you in a second, there is a trap door for parents. We include them, but that’s not our target audience. And we realized that we needed to inspire and equip and support. So I want to show you, these are very new things. They haven’t been out in the field more than four months. So be gentle. We’re learning a lot. So here’s some of the things we’re doing. Recess Lab is the campaign. The word lab inspires the idea of experimenting. It is a separate website from Playworks.org. We didn’t want to promote Playworks.org and make you dive down. It’s its own campaign. It’s all about recess. It’s very visual. It focuses on the outcomes if you participate in investing in recess and it gives away the secret sauce. Small short videos teachers and principals can use. I’ll show you some of the creative. We wanted creative that would tie what you get from playing. So you get, in this case, you get teamwork and you get learning to take turns. These are actual kids in Playworks schools, by the way. No actors involved. The real thing. You get to learn how to resolve conflicts, which, by the way, kids are way better right now than grownups in this country. And rock, paper, scissors can solve any conflict and keep the game going. It really works. We tried to get a conflict thing in Congress. It didn’t work. But this is part of the campaign. And if you go to Recess Lab, you can access, these are the three basic building blocks of a safe and healthy recess. Positive language, recess guidelines, and get adults playing, which is a key to making play happen. So we’re giving it away here in a very easy, downloadable way. Now, the really harsh thing about Blue State Digital is they’re all about data and they make us look at it all the time. And I find that exhausting and I know it’s a smart thing to do. So we have started looking at this data and I’m just going to share a little bit. We launched October. In 12 weeks, we had collected 3,500 emails of principals and teachers who wanted more information. We have a 20% lifecycle email click to open rate. We have an email that if you give us your email, over the course of three months, you get about 10 emails with tips and good stuff to use. 20% click to open rate. Awesome, right? Really good. Tell me. Yeah. Okay, good. Because Blue State Digital told me it was really good and I’m like, yeah, okay. All these page views, the best ad, get tips from the recess pros. That means there’s demand for the thing we’re giving. And one other thing I didn’t get on the slide, we’ve had 2,000 people answer in text our question, why’d you come to recess lab? 2,000. I’m a second grade teacher and I don’t like what’s happening at recess and I want some help. I don’t know what the nature of these answers is. So we’ve proven the demand and then we have a little quiz they can take about how their recess is called the recess checkup. This is how we know if they can count toward the 7,000 because it’s supposed to be safe and healthy. Let me tell you the internal pass rate that we look at, only 20% of schools meet our very basic bar and this is why. During a typical recess, 52% of the schools don’t have anyone playing or engaged with the kids at recess and another 30% say a few people. No wonder recess is chaos, nobody’s playing with them. So this data point is now driving the resources we’re building into the communications campaign. We also are building online training. We beta tested it with over 600 testers and for those of you who know what net promoter score is, which I didn’t know what it was but okay, it’s good, is 55.4 which is awesome. More importantly to me, our beta testers, we ask the question, how confident are you you can implement the technique taught in this course? 50% gave it a 10. So we’re giving them easy stuff to do and they’re doing it. What we’re doing with this campaign now, in April, recess week will be a big hoopla, woo woo woo, everybody come to recess lab kind of advertising thing. We’re making new courses so that as we’re looking at that data that comes in through the recess checkup, where are their pain points, we’re designing resources and putting them back into recess lab and creating courses. It’s this like constant cycle testing and then finally we’ve figured out that whole idea of unleashing means you’re not doing it alone. That if we worked through partners, networks whose schools are already affiliated for some other reason like CASEL, which is an SEL organization, their schools already care about school climate so aren’t they the natural place to send recess lab out. Really active schools and alliance for a healthier generation. And I will tell you a small dirty secret of the nonprofit sector which is that collaborating is something we only do when the funders tell us we have to. And so when we changed our measure and it became clear that in order to reach 7,000 schools, we actually needed other organizations and their networks, I had to figure out what was in it for them. And I have gotten very good at figuring out what’s in it for them. And the Boys and Girls Club of America and Playworks are joining together on something that is going to serve them and serve us and it’s going to be bigger and better than ever. It took me about a year to get them to trust me but I did it. So these strategies are very new. The key for me, for you to take away, is that we are using communication strategies to have the impact, not to talk about the impact or to increase our brand but to actually have the impact. And that is what is going to get us to 7,000 schools. We’re trying to do a big thing here. If we do it, America will be a better place. Thank you.