Public Administration and Public Relations

Public Administration and Public Relations

1. GRADUATE SCHOOL
BERNARD YUMANG
MARILYN ALLANIGUE
FIDEL MACATANGAY

2. Public Relations
COMMUNICATION CRISIS

3. DEFINING....
Public Administration
Public Relations
Communication

4. Public administration deals with
the organization of government
policies and programs and
behavior of officials who are
responsible for this conduct.

5. The goal of public administration
is to ensure that all the
government bodies’ functions
normally and there is no
corruption in handling of
government activities.

6. Public administration seeks to
improve the effectiveness and
efficiency of public services
and ensure that members of
the general public gains what
are needed from their use of
public services.

7. Public Relations as “deliberate
planned and sustained effort to
establish and maintain mutual
understanding between an
organization and its publics.”

8. “Management of
communication between an
organization and its publics”
(Grunigand Hunt, 1984).

9. “public relations is concern
with or devoted to create
mutual understanding
among groups and
institutions.”

10. Communication is
abstract and like
other words,
possesses multiple
meaning (Dance and
Carlson, 1976)

11. The goal of communication
is to inform, persuade,
motivate, and achieve
mutual understanding
between the sender and
the target receiver.

12. Communicationis the activity of
conveying information.
(Wikipedia)

13. COMMUNICATION THEORIES
APPLIED TO PUBLIC
RELATIONS

14. LASSWELL THEORY

18. AGENDA-SETTING

19. MCLUHAN
TECHNOLOGICAL DETERMINISM

21. SERVICE CYCLE OF PR

22. PUBLIC RELATIONS
TO PUBLIC
ADMINISTRATION

23. The underlying principle of
public administration is
management in the public
sphere similar role in the
private sector.

24. The characteristic that
differentiates the public and
private sectors is the role
and power of media and the
importance of external
communication as an
element of management.

25. For the business sector,
cooperating with the news media
and engaging in external
communications is a choice.
For public administrators it is a
requirement.

26. Freedom of the press and freedom
of information laws require civil
servants to be accountable to the
media and the public-at-large and
must be transparent unlike in
private sectors.
(Fairbanks, Plowman, & Rawlins, 2007; Liu &
Horsley, 2007; Roberts, 2006; Graber,
2003).

27. According to Peters (2009, Journal of Public
Affairs Education-JPAE)
MPA students must have public
relations training, focused on
strategic communications
(Raphael and Nesbary, 2005),
one of three civic skills that public
managers needed
(Kirlin, 2005)

28. Klingnerand Washington (2000)
identified “the need to find
ways to influence public
policy decisions” as part of
a global approach to public
administration training

29. Aristigueta(1997)
emphasized the
importance of
interpersonal
communication skills,
which encompasses, of
course, external
communications

30. TWO CATEGORIES
OF GOVERNMENT PR
PRAGMATIC
DEMOCRACY

31. RESPONSIBILITIES OF
PUBLIC RELATIONS IN
PUBLIC ADMINISTRATION

32. MONITORING MEDIA
COVERAGE

33. BRIEFING AND ADVISING
POLITICAL OFFICIALS

34. MANAGING MEDIA
RELATIONS

35. INFORMING
THE
PUBLIC
DIRECTLY

36. SHARING INFORMATION
ACROSS THE
ADMINISTRATION

37. Formulating
communication
strategies and
campaigns

38. RESEARCHING
AND ASSESSING
PUBLIC OPINION

39. FUNCTIONS OF PR
IN GOVERNMENT
ORGANIZATION

40. MEDIA
RELATIONS
PUBLIC
REPORTING

41. RESPONSIVENESS
TO THE PUBLIC

42. INCREASING
THE
UTILIZATION
OF SERVICES
AND
PRODUCTS

43. PUBLIC EDUCATION
AND PUBLIC SERVICE
CAMPAIGNS

44. SEEKING PUBLIC
COMPLIANCE WITH LAWS
AND REGULATIONS

45. USING
THE PUBLIC
AS THE
EYES AND
EARS
OF AN
AGENCY

46. INCREASING
PUBLIC
SUPPORT
LEGISLATIVE
RELATIONS

47. Program
ELEMENTS

49. PRESS KIT
(PRINT AND
ELECTRONIC)

50. DEVELOP MEDIA
LISTS

51. ANNOUNCEMENTS
MAJOR ANNOUNCEMENTS
“TREND” PRESS RELEASES
FEATURE STORY RELEASES
B-ROLL OR VIDEO NEWS RELEASES

52. WEBCASTS

53. MEDIA TRAINING FOR
SPOKESPERSONS

54. BECOMING
A SOURCE

55. PUBLIC SERVICE
ANNOUNCEMENTS

56. “OP-ED”
(OPINION
EDITOR)
ARTICLES

57. LETTERS TO
THE EDITOR

58. PRESS
CONFERENCES

59. MEDIA
TOURS

60. PRESS
CLIPPING
SERVICES

61. “RIDING”
A NEWS
STORY

62. SPECIAL
EVENTS

63. TRADE
SHOWS

64. SPEECH
WRITING

65. PHOTO
GRAPHY

66. AUDIO
TAPES
FOR
RADIO

67. INTERNET
MONITORING

68. COMMUNITY
MEETINGS

69. QUARTERLY
NEWSLETTERS

71. PR CAMPAIGN
MEASUREMENT

72. Wh
y
ISIMPORTANT?

73. Media coverage
increases credibility
Media coverage helps you
attract "quality" prospects

74. Media coverage makes
you a player

75. Coverage in
publications or on
TV can make your
organization look
much larger than it
is.

77. TYPES

78. PUBLIC SAFETY
EMERGENCIES

79. ISSUE
CRISIS
POTENTIAL
ISSUE CRISIS

80. THINGS TO DO
IN A CRISIS
COMMUNICATION

81. ASSESS
THE
CRISIS

82. IDENTIFY THE LEVELS
OF AUDIENCES

83. ASSEMBLE A CRISIS
COMMUNICATION
TEAM

84. IDENTIFY YOUR CRISIS
COMMUNICATIONS TEAM

85. IDENTIFY
SPOKESPERSONS
SPOKESPERSON
TRAINING

86. ESTABLISH
NOTIFICATION
SYSTEMS

87. IDENTIFY AND KNOW
YOUR STAKEHOLDERS

88. ANTICIPATE
CRISIS

89. DEVELOP HOLDING
STATEMENTS

90. ASSESS
THE CRISIS
SITUATION

92. SWOT analysis
(alternately SLOT analysis)
is a strategic planningmethod used to
evaluate the...
•Strengths
•Weaknesses/Limitations
•Opportunities and
•Threats
involved in a projector in a business
venture.

93. It involves specifying the
objective of the business
venture or project and
identifying the internal and
external factors that are
favorable and unfavorable
to achieve the objective.

94. The technique is credited to
Albert Humphrey, who led a
convention at stanford
university in the 1960s and
1970s using data from Fortune
500companies.

95. Review the set
objectives after the
SWOT analysis.

96. This would allow achievable
goals or objectives for the
organization

97. STRENGTHS:
characteristics of the business, or
project team that gave advantage
over others

98. WEAKNESSES OR LIMITATIONS:
are characteristics that place the team
at a disadvantage relative to others

99. externalchances to improve
performance
(e.g. make greater profits)
in the environment

100. THREATS:
externalelements in the
environment that could
cause trouble for the
business or project

101. MATCHING
AND
CONVERTING
INTERNAL
AND
EXTERNAL
FACTORS

102. USE OF
SWOT
ANALYSIS

103. CRITICISM
OF SWOT

104. SWOT-
LANDSCAPE
ANALYSIS

105. IDENTIFY
KEY
MESSAGES

106. MEDIA POLICIES AND
PROCEDURES

107. PRACTRICING TOUGH
QUESTIONS

108. DON’T
TALK OFF
THE
RECORDS

109. COLLATERAL
MATERIALS

110. KEY
AUDIENCES

111. CONTACT
LOG

112. DEVELOPING
YOUR PLAN

113. BLUE PRINT

114. PRE-CRISIS
INITIAL
PHASE

115. CRISIS
MAINTENANCE
PHASE

116. EVALUATION
PHASE

117. EXECUTION OF
CRISIS
COMMUNICATION
PLAN

118. 1.Signed
endorsement
from the
director

119. 2.Designate
staff
responsibilities

120. 3.Information verification and
clearance or release
procedures

121. 4.Agreements on information
releaseauthorities
5. Media contact list

122. 6. Procedures to
coordinate with public
organization response
teams

123. 7. Designated
spokespersons

124. 8. Emergency response
teamafter-hours contact
numbers

125. 9. Emergency response
information partner
contact numbers

126. 10.Partner
agreements

127. 11. Procedures and plans
on how to get
resources you need

128. 12. Pre-identified vehicles
of information
dissemination

131. HOW TO
CONDUCT
AN
EFFECTIVE
MEETING

132. SPEAKERS
PRESENTATION
HANDLING
MEDIA
INTERVIEWS

133. HOW TO
HANDLE
YOURSELF
DURING A TV
INTERVIEW

134. TIPS ON
APPEARANCE
HOW TO RESPOND
DURING AND AFTER
THE INTERVIEW

137. Feel free to
approach us for
further details
and or
explanation.

138. BERNARD YUMANG
FIDEL MACATANGAY
MARILYN ALLANIGUE
Summer, 2012