July 23 AM&P Presentation

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Had the opportunity to work with great colleagues - June, Beth, Kristin, Lynn and Nate for AM&P Chicago education program.

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<ul><li> 1. Strengthening Business Rela0onships INTERNAL Editor and Administra0ve June Pinyo, Na0onal Associa0on for Healthcare Quality Beth Zemach, Na0onal Associa0on for Healthcare Quality </li> <li> 2. Introduc)ons June Pinyo, Managing Editor Beth Zemach, Senior Project Manager Project: NAHQ Q Soluons Problem: Update cer)ca)on exam (interna)onal exam became U.S. based). Q Soluons product to be a cer)ca)on prep resource as well as a founda)onal product. </li> <li> 3. Heard Round the Table We didnt allocate enough money for that. We didnt ancipate the related costs outside of prinng. We dont have enough me (for setbacks). We dont have a Plan B. We learned of some important factors too late (aAer board approval). </li> <li> 4. Tips Establish trust. Trust each others exper)se. Dont try to do each others jobs. OR take steps to build this type of rela)onship. Tips for Editors: Make sugges)ons only with data to back you up. Have clear and specic volunteer agreements. Become involved in the organiza)ons mission overall, and dont work in a silo. Go to the annual mee)ng. Get invested. </li> <li> 5. Tips It s not just about money. Products are developed as part of a strategic plan rather than as a stand-alone project. What part of the strategic plan does this project specically address? Editorial can be a part of the process to determine how to accomplish the strategic goals through products. Goals should be clearly dened early on. </li> <li> 6. Q Soluons Product Suite </li> <li> 7. Tips Consider it an investment to bring in all players early on to avoid unnecessary expenses later on. Teams should have diversity. Who has done this before? Who is aected? Who will be responsible for what? </li> <li> 8. Tips Regular status mee)ngs (internal &amp; external) Internal sta should be on the same page on how to handle various situa)ons to maintain a good rela)onship. ED and Editor are on the same team. External volunteers should not have absolute power (when all groups are included, it becomes about the organiza)ons decisions rather than a single individual) </li> <li> 9. Tips Accurate documenta)on Editor Include all steps, key stakeholders History of all projects Records of schedules, variables Es)mates (outside vendors) Execu)ve Director (or Project Manager) Previous edi)on sales (member vs. nonmember usage) Market analysis </li> <li> 10. Q Solutions Revenue Estimates Q Solutions, 3rd edition Budget Status Log and Income ProjectionsExpense YTD YTDPre-press as of actual budget variance YTD actual budget variance Editing; project management; design and layout; 11/30/2011 $2,549.50production-related tasks ($19,500/volume) 3/1/2012 $7,400.00 $22,000.00 Indexing ($500/volume) 3/31/2012 $9,128.25 $19,077.75 Permissions (30 @ $50 ea.) 4/30/2012 $8,340.25 $27,418.00Marketing 5/31/2012 $9,601.00 $37,019.00Honoraria (2 $ $5,000 ea.) 6/30/2012 $10,432.50 $47,451.50Administrative NAHQ staff time ($6,500 development, $3,500 ongoing) Printing (qty. 2,000) Shrink wrapping sets Shipping/freight Warehousing Total Expense Income Gross set sales revenue Gross individual sales revenue Total gross sales revenue Less Returns (5%) Adjusted gross sales revenue Net Profit Profit Margin (net profit/adjusted gross sales revenue) </li> <li> 11. Tips Each project is a learning experience. Dont place blame. Learn from mistakes and move on. Make detailed notes about what to do in similar situa)ons in the future. (Project plan or parking lot for debrief) </li> <li> 12. Ques)ons? Thank you, and please feel free to contact us. jpinyo@connect2amc.com bzemach@connect2amc.com </li> <li> 13. Strengthening Business Rela0onships EDITORIAL Editor and Freelance Writer Lynn Valastyan, Society for Laboratory Automa0on and Screening Kris0n Gunderson Hunt, Freelance Writer </li> <li> 14. Strengthening Business Rela0onships EDITOR FREELANCER Lynn Valastyan Krisn Gunderson Hunt Managing Editor, SLAS Electronic Freelance writer for associa)ons, Laboratory Neighborhood business publica)ons and marke)ng Society for Laboratory Automa)on communica)ons departments at and Screening several large Chicago corpora)ons </li> <li> 15. EDITOR Build a trusted base of freelancers Finding a new freelancer Career center/job boards LinkedIn Ask other editors or associa)ons Ask on the AM&amp;P listserv at SNAP@lists.SnapOnLine.org </li> <li> 16. EDITOR Build a trusted base of freelancers Try a new freelancer on a less visible or low-impact project Ease a new freelancer in by rst giving context for the organiza)on Accompany every story with story instruc0ons Give a faux deadline </li> <li> 17. FREELANCER Build a trusted base of employers/publishers Find your niche Write about topics you know and understand, and then prove yourself an expert to those publica)ons targe)ng that niche. Quality over quan0ty: Worry less about wri0ng for a mul0tude of publica0ons Focus on being an indispensible resource for a few publica)ons that will give you repeat business; you can expand your scope over )me. </li> <li> 18. FREELANCER Build a trusted base of employers/publishers Get familiarized Be extremely familiar with the publica)ons in which you want to be published and the industries they target. Translate that knowledge into well-thought-out pitches, substan0ated by research that no editor can turn down. A freelancer with an on-point story idea will get work well before one that is merely sending out resumes. </li> <li> 19. FREELANCER Build a trusted base of employers/publishers Network If you are trying to expand the number of publica)ons for which you write, rely on contacts from prior jobs, aaend networking events, market yourself on LinkedIn. </li> <li> 20. Writer: Joe Dobrian Dont forget the basics: Issue: Mar/Apr 2013 SAMPLE Story Deadline: September 1, 2012 deadline, word count, etc. Story Topic: Social Media Policy in Property Management instructions Story Length: 1,100-1,400 words STORY DESCRIPTION Basically, its a twist on the usual social media spin. Instead of writing something on how often/with what frequency employees Give simple abstract should be using social media, a new concern among property management companies is how they can police their employees of story topic accounts to ensure that employees arent spreading bad press about their organization. This has been a controversial issue in the news as all organizationsno matter what typestruggle to balance free speech with maintaining their reputations. ADDITIONAL NOTES Look for a mix of IREM MembersCertified Property Managers (CPMs) or Accredited Residential Managers (ARMs) along with Provide specific style other industry professionals to be interviewed. If you need help checking into credentials of sources, feel free to contact me. instructions (e.g. AP style, Style: AP Style; Please organize the story into sections using subheads; If you come up with a great subhead headline, please house style quirks, etc. insert it into story. FYI: Tenants are renters in a commercial or office building; Residents are renters in a residential building. Members of most condo associations are called owners. Please ask your sources for high-resolution photos (300 dpi or higher) that may be relevant to the story, such as managed properties mentioned in the interviews.Providing sources is a must: giveas many as you can, SOURCESaccompanied by contact info. Sources from Tailor Made Properties, AMO: Marlene Dau, CPM PHONE: (269) 420-5734 EMAIL: marlenedau@comcast.net Melanie Phillips, CPM PHONE: (773) 394-8273 EMAIL: melanie.phillips@comcast.net </li> <li> 21. EDITOR OK Before You Pay Agree beforehand on scope and price How exible are you on word count? Read a story immediately upon receipt Dont be distracted and let it sit Request changes to beXer meet scope Fully explain what/why you are asking Guess what? If you have already paid without checking, you could be down on me, money and reputaon </li> <li> 22. FREELANCER If You Want to Get Paid Follow direc0ons This includes story instruc)ons and editorial guidelines Keep the lines of communica0on open throughout the wri0ng process Contact the editor as soon as possible if you </li> <li> 23. FREELANCER If You Want to Get Paid have ques0ons Ask ques)ons if you dont en)rely understand an assignment. run into roadblocks Youre running into roadblocks or if your research is poin)ng in the opposite direc)on of the assignment. struggle to stay within the word count Before turning in the story, oer valid reasons and possible solu)ons to why and how the story should be lengthened or shortened. risk missing a deadline Meet deadlines or tell the editor in advance if you an)cipate missing a deadline. If work is late, make sure its excep)onal and requires liale edi)ng. </li> <li> 24. FREELANCER If You Want to Get Paid *Sign a contract regarding rates, kill fees, word-count overages or other editorial policies; rates should be agreed upon prior to fullling the arJcle. </li> <li> 25. EDITOR Ensure the contents validity Check sources In every story you receive. Even if you were clear in your story instruc)ons, some freelancers can get confused on what cons)tutes a member or other specic source type that might seem clear to you. Help provide sources And/or approve sources before the story is wriaen. Chances are you...</li></ul>