Chapter 4: Media Relations
A large percentage of our external audience receives a great deal of its information about the 91次元 and public education through the mass media. Radio, television, newspapers and print periodicals as well as digital (internet) media are the vehicles through which they can be reached.
4.0 Media Protocol
The 91次元 will always respond to media requests for information or access in a timely manner, understanding the needs and deadlines of each outlet. Whatever is necessary, within reason, will be done to facilitate their requests.
For most* media requests, the protocol is to go through the office of the Director of Education. The Director may choose to delegate responsibility for handling the request for information, an interview, or access to one of our facilities to a Superintendent or school Principal.
* Principals (or their delegates) are encouraged to develop and maintain a direct relationship with their local, community oriented media (e.g. weekly newspapers).
As a public organization, it is our responsibility to respond. It is also in our best interests. Every opportunity to highlight positive events and achievements in our Board helps us fulfill our organizational goals. However, through no fault of our own, stories sometimes may reflect negatively on the Board. We are still obliged, and should be eager to respond, regardless the tenor of the inquiry, because it is an opportunity to present our version of the story.
4.1 The Media
In most cases, the media will initiate contact for one of three reasons:
- Our organization is the focus or a principal figure in a story.
- A reporter requires an objective or divergent point of view to balance or help focus a general news item.
- News organizations and reporters sometimes require information or insight that will not necessarily be attributed to the Board.
4.2 Answering Questions
The 91次元 will always, to the best of our ability, accommodate media inquiries and requests!
There are only 3 ways to respond to a question from the media:
- 鈥淗ere is an honest answer!鈥�
- 鈥淚鈥檓 sorry, but I don鈥檛 have that information. I will research or investigate and get back to you.鈥�
- 鈥淏ecause of (legitimate circumstances) I am not able to answer that at this time.鈥�
When responding to a direct media inquiry, honesty is the ONLY policy.
4.3 Being Proactive
There will often be opportunities for the Board to assume a proactive position in our relationship with the media. An event, accomplishment, or program will be considered noteworthy or newsworthy and a media release will be distributed. This will contain information regarding a news conference, a story opportunity, or an announcement with a list of contacts should the media wish to follow up.
The School Community Correspondents group has been established, in part, to provide a mechanism to share good news with the community through the media. School News Releases are suggested by the School Community Correspondents and on approval of the Principal, are forwarded to the Public Relations office for distribution.
4.4 Issues Response
Often the Board will be required to respond to unexpected issues or events that might affect our staff, students, or organization. These media inquiries should be handled in as efficient a manner as possible, though, consideration must be given to ensuring an honest, thoughtful, accurate response.
Any request for a response to or information on an issue or event should first be cleared through the office of the Director of Education. The proper method for any Board employee dealing with the media should be to get the reporter鈥檚 name, news organization, phone number, or e-mail address and deadline as well as a clear idea of the matter requiring a response. The Director will then be able to determine who is best suited to represent the Board regarding this issue/event and to make certain that the information being disseminated by the Board is accurate. This also ensures the privacy of individuals under the Education Act and the Municipal Freedom of Information and Protection of Privacy Act.
There may be instances in which a member of the Board of Trustees has developed a reputation or relationship with members of the media, and they may be called upon directly to respond to a matter relevant to their position or expertise. It is not necessary to seek consent in these matters; however it is important to inform the Director鈥檚 office that the communication took place, what was required, etc.
If the inquiry regards an issue on which the Board has not previously recorded a statement or developed a policy, it is essential that the Director of Education or Chairperson of the Board of Trustees are the only members of the organization who should respond.
Governance policy (as determined by the Board of Trustees) will guide the actions of the Board of Trustees and its individual members.
4.5 Understanding the Media
It is the responsibility of the Board to understand the operations and needs of each media outlet. For example, while a radio reporter and television reporter may eventually both tell the same story, one usually requires a great deal more time and effort than the other.
Deadlines also vary dramatically from one medium or organization to another. As well, it is essential to be aware of the management structures of each medium as well as how stories and coverage are generated.
Media outlets deal with hundreds of different organizations on a regular basis; therefore, it is incumbent upon the Board to ensure they are well informed of our structure and practices.
Chapter 5: Conclusion
The 91次元 is generally viewed by our audiences as open and accessible and fulfilling its mission: 鈥淟eading excellence in public education by creating confident learners, engaging diverse communities and demonstrating ethical stewardship.鈥�
Our current communications strategies have assisted in fulfilling that fundamental goal. However, we must continue to strive for excellence in communication with our students and staff as well as all members of the community and our partners. Effective communication will reinforce the foundation of our long-term success.
No one, though, can predict the future. Objectives and purposes often change and alternative messages and methods of delivery must be considered. This plan, therefore, must continuously adapt and change. Initiatives and programs should be reviewed annually, and a list of strategies created for the school year.