Digital Resume & Portfolio

8/8/2019 Digital Resume & Portfolio

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Ashley Keller

Digital Resume & Portfolio


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Table of Contents

i. Resume

ii. Letter of Recommendation

iii. Personality Profile

iv. How-To Article

v. Memo/Letter

vi. News Releases

vii. Crisis Communication Plan

viii. Media Policy

ix. Creative Assignment

x. Service Design Project


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Ashley M. Kellery E-mail: [email protected] [AK]Experience

TEAM Santa Rosa Economic Development Council, Inc. 5/2010-8/2010Public Affairs Intern, Milton, FL

Interfaced with community leaders to obtain supporting material for press releases and other written

communications. Administered social media. Coordinated RSS feeds for the TEAM Santa Rosa homepage. Garnered

news coverage on press releases and news articles. Served as lead staff on the creation and publication of the 2010

annual report. Attended staff meetings and suggested public relations strategies to promote the work of TEAM

Santa Rosa. Worked with Panhandle Fresh Marketing Association Coordinator to advance program initiatives.

Quietwater Wings, Inc. 3/2008-presentServer, Pensacola Beach, FL

Work as part of a customer focused service team. Interact with and entertain patrons. Handle cash. Detail

orientated. Able to deliver under stress. Communicate effectively with customers under various circumstances.

Excellent interpersonal skills and uncommon ability to relate with and satisfy customers. Typical sales between

$800-$1,000 per shift.

Keller Construction Company of NWFL, Inc. 8/2007-3/2008Office Assistant, Pensacola, FL

Assisted with job estimations for over 10 prospective clients. Organized client relations for several existing clients.

Completed mass mail-outs.

Education

University of West Florida 2009-2010

Bachelor of Arts - Communications Arts - Public Relations, Minor in Marketing Applications, 3.69 GPA

Deans Honor Listfor Spring Semester, 2009, 2010, Summer Semester 2009, 2010; Presidents Listfor Fall Semester

2009

Florida Bright Futures Scholarship recipient, Member of the Florida Public Relations Association

Relevant Coursework: Media Relations, Integrated Communication Management, Crisis in Public Relations,

Consumer Behavior, Professional Services Marketing, Information Sources for Business Decisions

Pensacola Junior College 2005-2008

Associate of Arts, General Studies

Skills

y Proficient in Windows and Apple software, Microsoft Office

y Experience in writing press releases, grants, annual reports, news articles, crisis communication plans andmedia relations policies


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References

y Ildi Hosman, Public Affairs Director, TEAM Santa Rosa, (850) 623-0174

y Eileen Perrigo, Communication Arts Instructor and Internship Director, UWF, (850) 474-3267

y Cindy Anderson, Executive Director, TEAM Santa Rosa, (850) 623-0174


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August 4, 2010

Distinguished Selection Committee,

Ashley Keller was a Public Relations intern at TEAM Santa Rosa EconomicDevelopment Council in the summer of 2010. I was her internship supervisor and wasquite impressed with her performance. Her work was consistently excellent and shewas always reliable and professional. As Ashley begins her pursuit of a career inCommunications, I would like to offer my highest recommendation of her to you.

Ashley worked on a variety of projects for me while at TEAM. Writing assignments shecompleted included more than 10 press releases, 15 news articles, multiple graphicdesign projects and an innumerable number of reports. Research assignmentsconsisted of news archive reviews, internet project research, graphic design andcreative proposals and she also served as the lead staff on the creation and publicationof our 2010 annual report. She is an excellent researcher and is a very thoroughinvestigator of any topic placed before her. Ashley is professional, assertive and politein speaking with other business professionals, and with all her assignments, was alwaysable to deliver solid products and outcomes.

As a government contractor, TEAM Santa Rosa functions on a very tight budget. At this

time we are financially unable to offer Ashley a permanent position. If there were anyway for us to hire her, we certainly would not let her go. She is undoubtedly anoutstanding individual and I am convinced that she will be a remarkable asset to yourcompany. I am sure your company would be pleased to add her to its team.

Please contact me any time for more details about Ashleys work as an intern at TEAMSanta Rosa. I am very happy to sing her praises and tell you all the reasons why she isa terrific employee.

Sincerely,

Ildi G. HosmanPublic Affairs DirectorTEAM Santa Rosa Economic Development Council


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6491 Caroline Street, Suite 4

Milton, FL 32570

850.623.0174 office phone | 850.712.5041 mobile phone

TEAMSantaRosa.com


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In the Spotlight...Chelsea Cooper

Elegantly standing on a brightly lit stage, Chelsea Cooper's sequined white gown

glittered as she made her way toward a microphone.

Cooper introduced herself to a sold-out audience. "Coming to you from Pensacola,

where thousands live the way millions wish they could, I am 20-year-old Chelsea

Cooper," Cooper said.

Cooper, a Pensacola Junior College student, competed in the Miss North Florida

USA pageant Saturday at the Marriott in Tallahassee, Fla.

She resides with her mother and father, Angela and Keith Cooper in Pensacola, Fla., where she has lived her

entire life.

During an interview in a conference room following the pageant, she explained how she got into pageantry.

"Growing up I was a tom boy who liked playing outdoors and working on cars with my dad," Cooper said. "My

grandmother always called me her "beauty queen" and when she passed I made it a point to show her that I

was."

She competed in her first pageant, Miss Tallahassee Teen USA, at 17. Although she didn't place, it helped

prepare her for Miss Pensacola Teen USA where she placed third runner up.

Now that she had a burning desire to hold a title, she was not giving up. A month later, she entered the Miss

Escambia County Teen USA pageant.

"Going into the Miss Escambia County Teen I felt extremely confident because I went through the proper

training," Cooper said. "Public speaking, working out, and interviewing are all important elements of

pageantry."

Her blood, sweat and tears paid off.

In July 2006, Cooper left The Jean and Paul Amos Performance Studio with a crown and the title of Miss

Escambia County Teen USA.

"I moved ahead from Miss Escambia County Teen knowing that one person really can make a difference,"

Cooper said. "Impossible is really only something possible that hasn't been done yet."


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Using her title, she competed in Miss Florida Teen USA in October 2006 in Hollywood, Fla.

"The Miss Universe Organization's love and encouragement gave me the strength I need to continue to follow

my dreams," Cooper said.

Aging out of the teen division, her desire still burned to become Miss USA. She competed in the miss division

at the Miss Emerald Coast USA and Miss Panhandle USA pageants. She placed as first runner up both times.

"The miss division allows interviews on more mature topics," Cooper said. "I enjoy speaking on politics and the

economy, which is what makes this division so fun.

Cooper decided to take on another responsibility in training 16-year-old Leah McClaney for the Miss Panhandle

Teen USA pageant.

It was a success.

"Tears came to my eyes after I heard her name for being crowned as Miss Panhandle Teen USA," Cooper said.

"I was so proud of her, she had worked so hard."

Taking on big responsibilities is nothing new to Cooper. Balancing a job, school, and pageantry is a tough task.

"I will not be completely satisfied until I am Miss USA," Cooper said. "I am giving every breath of energy I

have to make this dream come true."

Best of luck to you, Chelsea.


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Ashley [email protected](850) 944-96042788 Cottonwood LanePensacola, FL 32514

February 16, 2010

Susan SchulzCosmoGIRL!The Hearst Corporation224 W 57th Street3rd FloorNew York, NY 10019

Dear Susan Schulz,

Whether youre just starting out as a server or youve worked in the industry for years, chances are youvenoticed your income is not what it once was. Suffering the sting of decreased tips can be remedied by followinga few simple guidelines. And the best part is it wont cost you a dime.

I have recently completed a 600-word article entitled FiveWays to Increase Your Tips as a Server, and I hopeyou might consider me for your magazine. Having few educational requirements, many young people areattracted to the occupation. With 2.4 million servers working in the industry in 2008, the occupation is steadilygrowing. Through research, including the interviews of several seasoned professionals in the industry, I haveformulated tips on how to boost your income as a server in this tough economic time. Readers will gain

guidance on building their own special clientele, foreseeing what people need, never underestimating the powerof being friendly, offering suggestions and viewing each customer encounter as an opportunity.

Thank you for this opportunity and I look forward to your response.

Respectfully,

Ashley Keller


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Five Ways to Increase Your Tips as a Server

Want to see more money on the table? Here are five gratifying tips on how to boost your income as a server andmake your job more rewarding.

Whether youre just starting out as a server or youve worked in the industry for years, chances are youvenoticed your income is not what it once was. An astonishing 2.4 million servers worked in the industry in 2008,and the occupation is steadily growing. Tips usually range anywhere from 10 to 20 percent, but the current state

of the economy has put a damper on the average Americans income. Suffering the sting of decreased tips canbe remedied by following a few simple guidelines. And the best part is it wont cost you a dime.

Build your own special clientele

Sure, customers do business with the restaurant who employees you. But dont forget, they also do businesswith you. Jerry Mistretta opened Jerrys Cajun Caf and Catering, a popular restaurant on the Florida GulfCoast, in 1993. A little less than 17 years in the business has made Mistretta no stranger to the industry. He haslearned one thing always rings true: people want to be treated special. Regular customers tip more because theserver usually knows what they like and dont like, Mistretta said. In this time of recession and world tension,treat every customer as you would a regular customer.

Foresee what people need

When customers dont have to ask for it, they dont have to wait for it. Jamie Kirk, a college student, has beenserving tables for over five years. She said anticipating what people want is one of the best ways to increaseyour tip average. Keep their drinks refilled, Kirk said. Bring more napkins. Dont wait too long to presentthe check. These are small things you can do, but they make for happy customers.

Never underestimate the power of being friendly

Customers are people who all want the same thing, to be treated with compassion, kindness, courtesy and

respect. Joseph Stewart, a six-year veteran of serving and bartending, knows that being friendly has thepotential to change everything. Stewart had a customer who repeatedly visited his bar to drink top shelf longislands. He never paid her much attention, until one night when he befriended her and made her feel warm andwelcome. His tip increased from a usual $5 to $25 on a $40 tab. Not only did I feel rewarded on a financiallevel, but I felt rewarded on a personal level as well, Stewart said.

Offer suggestions

More informed servers make better tips, said EricWilson, manager of Hemingways Island Grill onPensacola Beach, Florida. To increase your tip average, Wilson suggested offering the special and presentingdessert options. He said a server not offering suggestions is a common complaint of customers. Customers

who are offered dessert are generally happier with their meal,Wilson said. Following these simple rules willadd up to a higher tip percentage on the bill.

Key word: opportunity

Ultimately, it is up to you, not the customer, how much money you earn. Every server in every restaurant orbar has been given the opportunity to make as much money as they can, Mistretta said. He said servers shouldnever pout about getting a small tip. Customers will see the whining expression on your face which will likelyresult in lower tips. Mistretta tells his servers to smile, be courteous, be efficient, but most of all beprofessional. Dont let a bad experience spoil your next opportunity.


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While the economy may have taken a turn for the worse, your tips can still increase. Following these guidelinesmay not earn you your first million, but they do have potential to affect your income positively.


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MEMO

October 12, 2009To: District Faculty and StaffFrom: I.M. SmartRe: Lunch Program

At the start of the impending academic year, we will begin participating in the National School Lunch Program.It will not only benefit our children, but will also greatly benefit the Gulf Coast County School District.

Some of you are already aware that our school board has been pondering this idea for some time now. Lastmonth, we applied to our State education agency in order to institute a program. Yesterday, we were sent a letterof acceptance into the program.

The National School Lunch Program is a federally assisted meal program.The program makes it possible for allschool children in our district to receive a nutritious lunch each day they are at school. Although all studentsmay participate in the program, household income will determine whether they receive free, paid, or reducedprice meals.

USDA will provide support to our schools in the form of a cash reimbursement for each meal served. ThroughTeam Nutrition USDA, our schools will be provided with technical training and assistance.

Over the course of the next few months, I will be sending more information in order to make sure that our entirefaculty and staff is highly educated on the matter.We are very excited to instill the program and only see great

things happening in the future.


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Mr. I.M. Smart123 School StreetDestin, FL 32514

October 12, 2009

Dr. U.R. SmarterState Commissioner of Education456 Capital Rd.Tallahassee, FL 44444

Dear Dr. Smarter,

I am pleased to inform you that the Gulf Coast County School District has decided to participate in the National School LunchProgram. We are proud to join the 101,000 institutions taking advantage of the program.

The district will be reimbursed for served meals that meet Federal requirements. We will also be offering free or reduced price

lunches to eligible children. Our local school authorities will be making the decision as to what specific foods are served and

how they are prepared.

I speak for the Gulf Coast County School District when I say we are truly excited about the program. We believe it is a positive

change and are thrilled that our school children will receive a nutritious lunch each day they are at school.

I look forward to working with you more in the future.

Sincerely,

I.M. SmartGulf Coast County School District Superintendent


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FOR IMMEDIATE RELEASE Media Contact: Ildi HosmanJune 9, 2010 850.712.5041, mobile phone

Southern Family MarketsTo Carry Panhandle Fresh

MILTON, Fla.- Food World and Brunos supermarkets across northwest Florida will soon carry PanhandleFresh produce. Southern Families, the parent company of Food World and Brunos will offer PanhandleFresh products in 20 stores from Mobile, AL throughout the region into Dothan, AL. The stores are set tostock and begin selling these products on June 15.

Panhandle Fresh Marketing Association, a program of TEAM Santa Rosa Economic Development Council,works to provide fresh and local produce to shoppers conveniently where they already shop. With thisprogram, locally grown produce, such as corn, tomatoes, peppers and more will be available. The supply

is grown in the regional area including, but not limited to: Florida counties of Escambia, Santa Rosa,Okaloosa, and Walton and Alabama counties of Mobile and Baldwin.

Panhandle Fresh worked with us to bring fresh produce off our farm straight to store shelves, said localfarmer Phillip Barnhill. My fresh produce will find itself on dinner tables across the panhandle. Now thatssomething to be proud of.

TEAM Santa Rosa Economic Development Council works to connect people and organizations, resulting in aflourishing business environment. TEAM started Panhandle Fresh Marketing Association in 2007 in an effortto continue sustaining a vibrant community in which we live, work, and play.

Were excited about partnering with Panhandle Fresh to promote our local farmers and their products in

our stores, said Tony Albano, a representative from Food World and Brunos supermarkets. From harvestto our stores, in some cases within a day, you just cant beat the quality of fresh and local produce.

For more information, visit us on the web at http://www.panhandlefresh.com .

# # #


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FOR IMMEDIATE RELEASE

July 26, 2010

Media Contact: Ildi Hosman, 850.712.5041

TEAM Santa Rosa Receives Funding From USDA

MILTON, Fla.- TEAM Santa Rosa Economic Development Council, Inc. will receive a check in the amount of$175,000 from the U.S. Department of Agriculture at 10 a.m. on Friday, July 30th, 2010 at the TEAM SantaRosa conference room located at 6491 Caroline Street Ste.4, in Milton.

In April, TEAM was approved for a $175,000 USDA grant that will enable TEAMs Revolving Loan FundCommittee to offer loans to local farmers desiring a transition to specialty crop production and other local,

rural entities including Panhandle Fresh Marketing Association. The USDA is formally presenting the check inthis special ceremony on Friday.

Agriculture is one of Santa Rosa Countys top industry sectors. Part of TEAMs mission is to promote our localindustry. Small farmers can use this funding to explore opportunities for adding diversified crops, such aspeppers and watermelons, to their existing traditional product offerings.

TEAMs Revolving Loan Fund Committee will distribute the funding based on standing policies andprocedures, as well as forms, for awarding the loans. The program will be active once the AgricultureDepartment releases the funding.

About TEAM Santa Rosa:

TEAM Santa Rosa Economic Development Council, Inc. is Santa Rosa Countys central facilitator forattracting, retaining, and expanding industry, as well as for recruiting and retaining employees. Our vision isto create a vibrant, prosperous, and sustainable community of communities where children of today canlive, work, and thrive tomorrow.

Visit us online at http://www.TEAMSantaRosa.com

# # #


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Crisis Plan for MagicalWorldRisk AssessmentThrough previous research conducted when developing our organizational document, we were able to establishmanypotential problem areas. Case studies and past lawsuits provided insight in developing our risk assessment.Comparativestudies of other similar institutions have allowed us to pinpoint occurrences that could potentially arise atMagicalWorld.

Guest injury/death

Employee injury/death

CEO incident

Employee strike

Natural disaster

Employee misconduct

Mechanical malfunction

Kidnappings

Guest disturbance

Issues with food

Heat exhaustion

Audiences

Victims

Employees

Visitors

Media

Community

Objectives

Victims

A.Within 10 minutes, victims conditions are to be evaluated and proper actions taken.


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B. Immediately after proper actions are taken, contact family members with detailed information.

Employees

A. 100% of employees currently at work are to be contacted and briefed on the crisis within the first30 minutes.

B. Additional employees are to be made aware of the crisis within the hour.

Visitors

A. Ensure 100% of guests in affected areas safety within the first 10 minutes.

B.Within 2 hours, make sure the well being of all affected guests is addressed.

Media

A. Make sure 75% of media is aware of the crisis within the first hour.

B. Progressively keep media accurately informed of any new developments as well the steps that arebeing taken toremedy the situation.

Community

A.Work with the media to make sure the information that surrounding communities are receiving istruthful and accurate.

Tactics

Victims

A. -Have medical staff on call at the park at all times.

-Implement a loudspeaker system throughout the park with distinct noises representing severalpotential emergencies.

-Designate a hospital for treatment of victims if necessary.

B. -When purchasing park tickets, guests must complete an in case of an emergency form.

-For any guests who are accompanying the victims, assign a staff member to keep them up to datewith any incominginformation.

-Call contacts on in case of an emergency form with details of the situation at hand.

-Have a designated board of directors member travel to confer with victims/families.

Employees

A. -Implement a loudspeaker system throughout the park with distinct noises representing severalpotential emergencies.Ensure that employees are trained and aware of what each signal means byhaving monthly training sessions.

-Supervisors in each area of the park are to be equipped with walkie-talkies at all times.

-Send out E-mails with detailed information to all employees.

-Conduct an in depth briefing with supervisors, who will then relay all information to their staff.


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B. -Have a phone tree system set up to contact all off-duty employees.

-Send out E-mails with detailed information to all employees.

Visitors

A. Evacuate visitors from the affected area.

-Following evacuation, have barricades readily available throughout the park incase of emergency.

-Dispatch security personnel to affected area.

B. Have a trauma counselor readily available to talk with upset witnesses.

-Have substantial food and shelter resources available in case of disaster.

-Have representatives available to comp hotels or tickets for reasonably disgruntled guests.

Media

A. Media relations staff will immediately contact all local news outlets with brief information on thecrisis.

B. Establish a media staging area.

-Schedule press conferences with our CEO and draft press releases accordingly.

-Designate media relations staff to answer questions

-Use E-mail distribution lists to keep media informed of any new developments throughout thecrisis.

Community

A Through Twitter and Google Alerts, surrounding communities will be made aware of the crisis.- Establish a watchdog to monitor all news that is reaching the community

Calendar

E L A P S E D T I M E

5 minutesEmployees informed ofsituation via loudspeaker

system

Security personnel isdispatched to the area

10 minutesMedical dispatch(if necessary)

Evacuate visitors fromaffected area of park15 minutes


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Contact persons from incase of emergency form

Area secured withproper barricades

Have traumacounselor onscene

20 minutesIn depth briefing with areaSupervisors

Establish a mediastaging area

30 minutesE-mails sent out to allEmployees

40 minutesContact media with briefinfo including times forpress conferences

Send first pressReleases

Update Twitterand Google Alerts

45 minutes

Board of directors memberin charge of counselingvictims family dispatched

Phone tree initiated

60 minutesInitial brief pressconference withspokespersons

Have representatives

available to comphotels or tickets forreasonablydisgruntled guests

3 hoursSecond press conferencewith CEO

5 hoursFinal press conference with


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CEO

Day 2Follow-up press conferenceto address any speculationand final questions

Budget

Due to the fantastical nature of this organization, the budget is unlimited and therefor not of too much concern. Ourorganization recognizes the fact, however, that the money needed to research risks, implement tactics, study theeffectiveness of our plan in our evaluation, and overtime for employees during a crisis would be substantial.

Evaluation

Victims

A.Within 10 minutes, victims conditions are to be evaluated and proper actions taken.

DID MEDICAL PERSONNEL ARRIVE ON THE SCENE BY GIVEN TIME AND PERFORMNECESSARY TASKS?

B. Immediately after proper actions are taken, contact family members with detailed information.

WAS IN CASE OF EMERGENCY FORMS UTILIZED IN CONTACTING FAMILY MEMBERS?

Employees

A. 100% of employees currently at work are to be contacted and briefed on the crisis within the first

30 minutes.

DID ALL PERSONNEL UNDERSTAND THE LOUDSPEAKERSYSTEM AND GET ADDITIONALINFORMATION FROM SUPERVISORS?

* Implement post-crisis meeting with staff to discover any confusing areas during the crisis,

what was effective, and what needs to be polished

B. Additional employees are to be made aware of the crisis within the hour.

WAS PHONE TREE AND E-MAIL SYSTEM SUCCESSFUL?

* Poll every employee asking if they got the call

Visitors

A. Ensure 100% of guests in affected areas safety within the first 10 minutes.

WERE VISITORS EVACUATED AND AREA SECURED?B.Within 2 hours, make sure the well being of all affected guests is addressed.

WERE REPRESENTATIVES AVAILABLE AND WILLING TO ADDRESS ANY CONCERNS OR

DEMANDS OF ANY AFFECTED VISITORS?


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* Send out surveys to guests who were present during specified incident to determine thelevel of satisfaction of

their trip

Media

A. Make sure 75% of media is aware of the crisis within the first hour.

DID MEDIA RELATIONS STAFF MAKE PROPERCONTACT WITH THE MEDIA?

B. Progressively keep media informed of any new developments as well the steps that are being takento remedy thesituation.

WAS MEDIA MADE AWARE OF ALL UPDATES AND OUTLETS FORINFORMATION?

Community

A.Work with the media to make sure the information that surrounding communities are receiving istruthful and accurate.

Was all information that reaches the publics ears accurate or, if not, corrected?

* Gather all media releases and analyze its accuracy and any follow up reports, if necessary.


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Media Policy

Overall Philosophy

Orlando Magic considers media relations essential to the organization. The following Media Policy hasbeen implemented to establish clear, factual communications with the public and protect the interests ofall our members. This document applies to any official communications with the media regardingOrlando Magic.

In order that our relationships with the media are successful it is vital that our communications areconcise and unambiguous. To this end staff members, athletes and front office personnel are required tocomply with this policy at all times.

The Orlando Magic media relations office reserves the right to change this policy at any time.

Mission Statement

To be world champions on and off the court, delivering legendary moments every step of the way.

Role of the Director of Media Relations

The Director of Media Relations is responsible for all local, national and international media interviewrequests, strategic communications, news conferences and production of press releases, publications and

statistical material, game notes, and for game-night press accommodations, while also coordinating allmedia operations with the players, coaching staff members and front office personnel.

Response to inquiries from the media

Guidelines and Procedures

y Staff members, athletes and front office personnel should not respond to inquiries from the mediaconcerning our policies and operations, even under a crisis or emergency situation. Inquiriesshould immediately be referred to the Orlando Magic spokesperson.


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y Staff members, athletes and front office personnel may respond to media inquiries regardingbasic, frequently asked questions. However, all media inquiries should be reported to the Directorof Media Relations via telephone.

y Staff members, athletes and front office personnel who respond to media inquiries should submitcopies of their responses to the Director of Media Relations, via E-mail attachments.

Press

*The NBA and Orlando Magic must approve all working media.

y Game day coverage: Any member of the media wishing to cover an Orlando Magic event is askedto reserve a press credential at least 48 hours prior to the event.

y Interviews: All interviews with Orlando Magic coaches, athletes and staff members must bearranged through the media relations office. After any event, locker rooms are without exceptionoff limits to the media unless it has been pre-arranged with the media relations office.

y Practices: Practices are generally open to members of the media. However, the media relationsoffice should be notified at least 24 hours ahead of time to reserve press credentials.

y News Conferences: In the event that a news conference is called, primary media outlets will benotified.

y Radio: Any radio broadcasts must reserve their seating and phone lines at least 14 days prior tothe event to be covered. We will make every effort to help those who do not reserve their space,although phone lines and seating will not be guaranteed. Wireless Internet is available for mediause at any Orlando Magic event.

y Parking: Media parking will be available in the Amway Arena surface lot located off LivingstonStreet for approved members of the media. Media must specify when applying for presscredentials if parking is needed. Parking will be granted per media outlet. An Orlando Magic presscredential does not guarantee parking.

y Press facilities: Press row is courtside in front of the blue, reserved-seating section. Press rowseating is reserved for working media representatives, radio and television crews broadcastingthe game, sports information staff and approved visitors.

Spokesperson

The organizations spokesperson is the Vice President of Communications. When the Vice President ofCommunications is unavailable, the Director of Communications will serve as the organizationsspokesperson.

Our spokesperson is responsible for directing communication and media/public relations efforts relatedto Orlando Magic.

Speaking to the media


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You are only authorized to speak on behalf of the organization upon receiving permission.

Staff members, athletes and front office personnel will not speak to the media off the record.

Organizational information not to be released

You may not share information that is confidential and proprietary about the organization. This includesinformation about finances, number of employees, security measures, SSNs, bank account numbers,

home addresses or telephone numbers of staff and athletes and any other information that has not beenpublicly released by the organization.

*These are given as examples only and are not the extent of what is considered to be confidential andproprietary by the organization.

Media Relations Tools

y Audio news releases: To be used under the circumstance of needing to release newsworthyinformation about a timely issue. ANRs may also be used in light of an upcoming Orlando Magicevent.

y Backgrounders, briefings: In the event a topic is too complex to handle in a single newsconference, the media relations office will prepare a briefing before an announcement. Thebriefing is preferred to take place in a videoconference setting, though under certaincircumstances may take place in person.

y Blogs: Members of our organization may use blogs, though it is asked that the media relationsoffice is notified if writing a blog. The Magic Message Boards is used as a sanctioned blog andmoderated by media relations office personnel.

y

Editorial board visits: The Director of Media Relations and CEO, along with a key subject-matterexpert will visit the editorial boards of the media that are being used the most. Orlando Magicprides itself on a great relationship with the media, and will answer questions from media toprovide a better understanding of what makes our organization tick.

y FAQS: Frequently Asked Questions are to be prepared before any major announcement or newsrelease.

y Letters to the editor: Only should be written to clarify major errors. Must be approved and signedby the CEO.

y News conferences: Should be called only to offer both news and a form for the exchange ofinformation. The Director of Media Relations must be present at every press conference. Unlessout of town, press conferences are to always be held at Amway Arena.

y Press releases: All press releases will be reviewed and approved by the Director of MediaRelations before release. Reporters should be able to gather a story from each press release.

Social Media

Orlando Magic uses social media to:


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y Generate fan participation and discussiony Establish control over team messages and news

y Announce signings, injury updates, or other breaking news

y Create relationships among fans, athletes and coachesy Boost traffic to the official team website

The True Blue Nation official social networks of Orlando Magic are Twitter, Facebook, MySpace, YouTube,Twackle and Magic Message Boards.

When posting information on the Internet, be prepared for your text to exist online in perpetuity onceyou publish it.

All uses of social media are monitored on a daily basis by the Director of Social Media and media relationsoffice personnel.

Notifying Organizational Management

If you have any question about whether information has been released publicly, speak with your managerand the Public Relations department before releasing information that could potentially harm ourcompany or our members.

Notifying the Media Relations Office

The media relations office should be notified of all media inquiries.

Staff members, players and front office personnel are encouraged to produce positive news aboutOrlando Magic. Any members of staff involved in something interesting that might be newsworthy shouldcontact the media relations office who will help maximize publicity.

If you are developing a site or writing a blog that will mention Orlando Magic, please notify the mediarelations office that you are writing them.

Evaluation

A periodic evaluation of this policy will be conducted by the Director of Media Relations to ensure thepolicy is fitting the needs of the organization. The policy is subject to change at any time.

Policy Feedback

Suggestions that improve upon the above procedures or which seek to add value to the overall OrlandoMagic Media Policy is welcomed. Please send comments to [email protected]


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Contact Information

Media Relations Office

Mailing address:8701 Maitland Blvd.Orlando, FL 32810

Telephone number: (407) 916-2400

Media Relations Office Staff:

Terry Kennedy, Director of Media Relations

Work:(407) 916-2400 ext. 5142Cell: (407) 384-8199E-mail: [email protected]

Joel Glass, Vice President of Communications/Organizational Spokesperson

Work: (407) 916-2400 ext. 5120Cell: (407) 982-9977E-mail: [email protected]

George Galante, Director of Communications


Lena Bryer, Director of Social Media



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Equipment for the Media Relations Office

Fax machines Tape recorder

Telephones Wireless Internet

Copiers Projectors

Computer equipment Shredder

Scanner Printer cartridges

Video recorder Webcams

Material for the Media Relations Library

Media policy Crisis plan

Hard copy and online information kits B -Roll

On Deadline: Managing Media Relations Directories and mailing lists

Bacons Media Directory Press kit

Dictionary Business cards

Policies and procedures Organizational history

Company data/statistics Calendar of events

Annual reports for the past five years Editorial calendars

Copies of internal publications AP Stylebook

*This is an academic exercise only


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Documents

Digital Resume & Portfolio