Gary McCormick, who is running for chair-elect of the PR Society against treasurer Rosanna Fiske, answered several of the questions put to him yesterday by this website. He said he answered the questions that he is “comfortable answering today.”
PRS candidates traditionally have run on the extent of their PRS volunteer activities rather than on views they may have on issues facing the Society.
Gary McCormick |
McCormick is director of strategic partnerships at the HGTV unit of E.W. Scripps Co., Cincinnati.
The media conglomerate owns 17 newspapers, most of them in the South and West, as well as ten TV stations that are affiliated with ABC. It also owns Scripps Networks Interactive (HGTV, Food Network, DIY Network, Fine Living, Great American Country, Shopzilla and uSwitch).
It is currently splitting into two publicly traded companies, to be completed by mid-2008. Revenues were $2.51 billion in 2007. Net loss was $1.62 million.
McCormick, whose new post involves working on endorsement deals for talent, extending the Scripps brand, and some media relations, has received the go-ahead from Scripps management to run for chair-elect.
He had resigned from the board in early 2006 because of pressure of his job. He has several assistants in his new post and adequate time for the Society, he said.
McCormick was asked yesterday about the APR rule for holding national office; moving the charter to Delaware to allow electronic Assembly meetings; cutting funds on the national conference to allow return of the printed directory; putting the audit on the PRS website, and lifting the boycott against the O’Dwyer Co. which bars PRS officers and staffers from answering questions, bars any O’Dwyer employee from joining PRS, and blocks any O’Dwyer ads in PRS publications.
McCormick’s Answers
Below are McCormick’s answers in full.
1. APR decoupling for board service – First, I would say that I am extremely proud of my APR and would encourage other professionals to pursue it as well for the knowledge and learning that will result from the undertaking. I view my APR as a personal commitment to ongoing professional development and not as an indicator of my ability for governance. The content knowledge in the APR is not indicative or instructional on serving as an effective member of a board of directors in an association, even for public relations. If APR is a barrier that keeps out industry leaders and members who have been outstanding leaders in chapters, sections, districts -- then clearly we need to once again revisit and finally put this question to the Assembly. It's been discussed by strategic planning and governance committees over the last 9 years -- why not have a great discussion at the Assembly and see where our members are and think we should be?? We have smart, savvy members and delegate leaders -- let's listen to their ideas!
2. Bringing back the membership directory – Members want access to other member information and the printed directory was one way of accomplishing that service. However, I don't see the issue as being solved by an either/or solution. I don’t believe we can go back to the old printed directory (which is expensive, outdated upon printing, etc.) or stay with the online directory exactly as it is now. It’s not black and white -- there are other options, including finding ways to make the online directory more user-friendly and easy to access and search. I know our IT staff is already looking at enhancing the current system so members can get the functionality they need. Should be win/win for all.
3. Financials available to membership – Members want to see where their money is going – that makes sense. First of all we should be open and transparent -- we're PR people and that's what we tell clients. Is there some information that is proprietary or private -- like the individual salaries of staff members, or costs to execute specific programs that might be helpful to a competitor -- yes? And so that information needs to be bundled into a broader expenses category. But beyond that, our members are our stockholders and they ought to see the full picture of where their dues money is going. We are the administrators, if you will, that they've chosen to manage their money to deliver a good product, so I'd support being open as we can with members.
4. Ability of the Assembly to meet electronically. Given my experience with teleconferences with a limited number of members, I think that this type of meeting would prove more frustrating and confusing than beneficial. Should we pursue the ability to vote by email? That might be something that can have application, but operation/management/decision-making for the Society cannot effectively be managed by the Assembly any better than the government could operate with its representatives “calling it in.”
5. Boycotting media - First of all, we need to get information to the members about the Society and the media is one way in which we can accomplish that. I don't think truly boycotting a media outlet makes sense over the long run, especially if it’s a source that your audience members use. But I think you have to manage media relations for an association just as we advise our clients --- be accessible, open, transparent and honest. That's our CODE. It doesn't mean accept staff being abused or harassed with repetition of the same questions over and over -- at that point, you say asked and answered, and you don't entertain those questions for the 50th time.
I also support, like many organizations, a single spokesperson that facilitates a better communication of the Society's message and I would continue to support interactions for any and all reasonable media requests, given the resources available to accommodate all parties fairly.
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