1. Media Relations: Making It Work
Jane Tors, APR
Executive Director Media Relations ◦ University of Nevada, Reno
May 2, 2012 ◦ College Board Pre-Conference
2. This Morning
• Our approach … the view
from Media Relations
• Making it work … tips
and practices to build
confidence
3. “Public relations is a strategic
communication process that builds
mutually beneficial relationships
between organizations and their publics.”
- Public Relations Defined, March 2012
Public Relations Society of America initiative
4. University Media Relations: Our Charge
Develop and support coverage that advances the University’s…
– “Keys to the future”
– Reputation, tied to positioning and along themes
– Constituent engagement and investment
5. University of Nevada, Reno: Quantity of Coverage
Media placements:
1884 1991
1657
1173
482
182 146
March-May 2004 July-Sept 2005 uarterly averageQuarterly averageQuarterly averageQuarterly averageQuarterly average FY12
Q 2006 FY09 FY10 FY11
6. Our Principles and Practices
Principles:
• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent
• Facilitate communication rather than control
• Strive to engender trust
• Strive to share news and decisions first with those most directly effected
• Strive to be known for quality work and quality news: we represent
higher education, teaching and research
• Teach, learn with and provide media relations counsel to our internal
constituents
• Focus on outcomes, not output
7. Our Principles and Practices
Principles:
• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent
• Facilitate communication rather than control
• Strive to engender trust
• Strive to share news and decisions first with those most directly effected
• Strive to be known for quality work and quality news: we represent
higher education, teaching and research
• Teach, learn with and provide media relations counsel to our internal
constituents
• Focus on outcomes, not output
8. Our Principles and Practices
Principles:
• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent
• Facilitate communication rather than control
• Strive to engender trust
• Strive to share news and decisions first with those most directly effected
• Strive to be known for quality work and quality news: we represent
higher education, teaching and research
• Teach, learn with and provide media relations counsel to our internal
constituents
• Focus on outcomes, not output
9. Our Principles and Practices
Principles:
• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent
• Facilitate communication rather than control
• Strive to engender trust
• Strive to share news and decisions first with those most directly effected
• Strive to be known for quality work and quality news: we represent
higher education, teaching and research
• Teach, learn with and provide media relations counsel to our internal
constituents
• Focus on outcomes, not output
10. Our Principles and Practices
Principles:
• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent
• Facilitate communication rather than control
• Strive to engender trust
• Strive to share news and decisions first with those most directly effected
• Strive to be known for quality work and quality news: we represent
higher education, teaching and research
• Teach, learn with and provide media relations counsel to our internal
constituents
• Focus on outcomes, not output
11. Practices:
• Achieve high news value by evaluating, vetting and timing stories
• A release is an invitation: establish visual and spokesperson for all
releases prior to distribution
• Employ subject experts as spokespeople whenever possible
• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines
• Dean or senior leader apprised of ALL news releases in advance
• Second internal review of ALL stories before publication
• Integrate with – don’t duplicate – other internal resources or outside
resources
12. Practices:
• Achieve high news value by evaluating, vetting and timing stories
• A release is an invitation: establish visual and spokesperson in advance
• Employ subject experts as spokespeople whenever possible
• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines
• Dean or senior leader apprised of ALL news releases in advance
• Second internal review of ALL stories before publication
• Integrate with – don’t duplicate – other internal resources or outside
resources
13. Practices:
• Achieve high news value by evaluating, vetting and timing stories
• Releases and pitches are invitations: establish visual and spokesperson in
advance
• Employ subject experts as spokespeople whenever possible
• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines
• Dean or senior leader apprised of ALL news releases in advance
• Second internal review of ALL stories before publication
• Integrate with – don’t duplicate – other internal resources or outside
resources
14. Practices:
• Achieve high news value by evaluating, vetting and timing stories
• A release is an invitation: establish visual and spokesperson in advance
• Employ subject experts as spokespeople whenever possible
• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines
• Dean or senior leader apprised of ALL news releases in advance
• Second internal review of ALL stories before publication
• Integrate with – don’t duplicate – other internal resources or outside
resources
15. Practices:
• Achieve high news value by evaluating, vetting and timing stories
• A release is an invitation: establish visual and spokesperson in advance
• Employ subject experts as spokespeople whenever possible
• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines
• Dean or senior leader apprised of ALL news releases in advance
• Second internal review of ALL stories before publication
• Integrate with – don’t duplicate – other internal resources or outside
resources
16. “I get dozens of pitches every week.”
“Don’t tell me your story is unique.”
“Don’t tell me how much a little publicity will help you.”
“Know what I’ve done recently.”
“Know my interests.”
“Forget hoping for a profile piece.”
“The more you feel you need to say, the less you really
have to say.”
- Jeff Haden, Inc.
17. Effective story telling:
• Significant
• Conflict
• Contradiction
• Catchy quote
• Trend … best if data supported
• Quirky
• Localized angle
18. Our work
Strategic counseling
Proactive promotion of stories
• Releases, pitches
• Events, briefings, news conferences
Reactive facilitation, response
Subject expert development
Recurring opportunities
Issue management
Crisis communication
Monitor and track
19. “Dealing with the media is more
difficult than bathing a leper.”
- Mother Teresa
21. Bridging to Messages
“However, it is “If we take a
“If we look at “It would be
important to broader
the big more correct
remember…” perspective…”
picture…” to say…”
“Before we
continue, let “Let me emphasize
me repeat…” “And, as I said again…”
before…”
22. When you just don’t know…
“My ability to “We’re still “My ability to
respond is limited.” looking at it.” respond is limited.”
Bridge: “What I can tell you is…”
Be prepared to say why you can’t answer.
23. Context + Messaging
• How do you justify the rising cost of tuition?
• Doesn’t your policy of _______ impact
accessibility for under-represented students?
• How do you maintain quality in times of
budget cuts?
24. “In a word, authenticity will be
the coin of the realm for
successful corporations and for
those who lead them.”
- Arthur Page Society
25.
26.
27. Gaining Trust in Emergencies
• Recognize and acknowledge the emotion
• Accept and involve the public and the media
• Listen
• Convey compassion, conviction and optimism
• Don’t speculate … admit what you don’t know
• More than what you say … actions, gestures
28. Emergency Response
• Initial response:
– What happened?
– What does it mean?
– What did you do about it?
– Where do you go from here?
• Remember, respond to the emotion
29. Anticipate the Life of the Story
Second Wave:
First Wave: What Potential Third
What could/should
happened? Wave
have happened?
30. “There is a terrific disadvantage in not having the
abrasive quality of the press applied to you daily.
Even though we never like it, and even though we
wish they didn’t write it, and even though we
disapprove, there isn’t any doubt that we could not
do the job at all in a free society without a very, very
active press.”
- John F. Kennedy
31. Right to know vs. privacy
● Confidentiality
Personnel files/records
Student information beyond “directory
information”
Patient information
Attorney-client privilege
● Public record
FOIA – federal requirement, not state
NRS 239.010
32. PRSA Code of Ethics
• Protect and advance the free flow of accurate and truthful
information.
• Foster informed decision making through open communication.
• Protect confidential and private information.
• Promote healthy and fair competition among professionals.
• Avoid conflicts of interest.
• Work to strengthen the public’s trust
in the profession.
Under the Public Relations umbrellaMedia RelationsGovernmental RelationsInvestor RelationsInternal CommunicationsPublic Relations versus Media RelationsMedia Relations program elementsStructure at UNR:Staff of 4, including meIntegrate our work with Marketing which includes web development
Media clip: raw media hit, whether a mention or a featureFirst two quarters this fiscal year: averaged 1,919 per quarter (1,504 and 2,335)Does not include athletics{Speak to tone – quality of coverage}
C
So, how do we do this…
So, how do we do this…
Matt McConico:200-400 releases and pitches a weekReviews them very quickly
Promotion: releases, pitches, tips, eventsExample of Nevada Scholar Signing DaysIssue management is significant. Current issues:Closure of the Fire Science AcademyRezoning of a portion of the main station field labFuture of Wolf Pack Meats and identifying a viable operating model moving forwardIssue management is not always negative! Successful examples are National Merit Scholars and awareness of the USTAR model during the last legislative session.
I’ll have to get back to you.Your source is wrong.NEVER say “no comment”Example of fraud investigation…
Information is so readily available that existing and prospective customers have immediate access to knowledge of the quality of a company’s products and services. Treatment of employees — both present and past — is visible not only within the corporation itself, but with potential candidates and other interested groups. Its citizenship, environmental behavior, corporate governance, executive compensation and public policy stance are transparent to all.From the Arthur Page Society: We no longer have control.
Paraphrase Jack Welch:What happened.How did it happen.What will you do to make sure it doesn’t happen again.
First wave:Who? What? Where?Am I in danger?Second wave:Major, national stories will be your stories: campus shootings, campus protests, animal research programs, hazing, discriminationDeeper issues: racial tensions, safety and communication preparednessThird wave:Coverage of memorial, means of outpouringLate-emerging informationLawsuits, protests, calls for investigationThird wave can often be mitigated
So, are journalists our friends?Maybe. Then again, that may not be the right question to ask.The better question is: do journalists respect us, our role and our profession.The role of ethics.The impact of PRSA.
