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

20. Messaging
• Tie to positioning
• Three key points
• Keep it simple

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

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.

33. ###
Contact: jtors@unr.edu
Slides available at:
Slideshare.net JaneTors