GRASS ROOTS PUBLIC RE
OMS: SOME
MES AND SUGGEST
DENNY CAREY
A well-planned and properly implemented public relations effort,
perhaps more than any other single
variable, can contribute to the
ultimate success or failure of a
recreational sports program. Even
when administrators have modern
facilities and adequate budgets at
their disposal, the failure to
recognize the importance of public
relations can cause the most avid
participant seek other providers of
recreational services and programs.
Historically, not all public relations efforts have been received
positively by the groups for which
they were intended. Far too often
corporations, governments and
political candidates have called
upon press-agents with their focus
on image-building to distort, rather
than to tell the truth. "Public relations, if properly used, becomes
public information, a means of accurately informing the public of the
activities and plans of an organization in a stimulating yet candid manner" (Bannon, 1985, p. 360).
Today's public relations efforts
are not simply a matter of selling a
particular program or planting
publicity as in the case of a presssecretary or agency. They are a part
of the marketing era which focuses
on seeing things from a customer's
perspective and acknowledging that
the participant, not the program is
the reason for an organization's existence (Howard & Crompton, 1980).
"The task of public relations today
is more broadly concerned with
achieving public understanding and
confidence" (Kraus & Curtis, 1982,
p. 262). In summary, public relations
is the way that an organization communicates to all of its audiences,
both internal and external (Velmans,
1984, p. 2).
A public relations program must
Denny Carey, M.A., CRSS, is the Director of
the Camp Randall Sports Center at the University of Wisconsin-Madison in Madison,
Wisconsin.
take into account the diversity of audiences or publics to which it must
respond. Kotler defines publics as
"any group that has an actual or
potential interest in or impact on a
company's ability to achieve its objectives" (1988, p. 141). His list of
publics includes: financial, media,
government, citizen-action, local,
general public and internal publics.
The following offers an examination
of these publics in a recreational
sports context.
Financial publics affect the ability
of a recreational sports division to
either obtain funds andlor receive
spending authority. A program looking to construct new facilities may
have to rely upon the support of a
State Legislative Finance Committee, a student referendum or perhaps a local bond issue to obtain
the funds necessary for such a venture. Individual donors and nationwide organizations such as the Mott
Foundation are two additional focal
points for public relations efforts.
Identifying key members within
each of these financial publics and
then alerting them to the costeffective nature of recreational
sports programs is an important
first step in building a positive and
productive relationship. This public
must also be made aware of the
tremendous numbers of people that
recreational sports programs typically serve, and the positive impact
that participation in these programs
has on the quality of life at an institution.
In these times of decreasing
financial resources, a program may
be well-advised to take a closer look
at intercollegiate athletics and
physical education as financial
publics, particularly if recreational
sports is the curator of facilities and
faces charge backs from the university for utilities, maintenance and
other such items. Intercollegiate
athletics which is often given exclusive use of prime time hours for
practices, games or summer sports
camps should pay their fair share
for such use. Continuous public
relations efforts are generally
necessary with these two users and
are obviously even more important
when they are viewed in the context
of a financial public.
Media publics are the key to
developing a desired image while
also meeting the information requirements of any particular public.
Student newspapers, student radio
stations and local cable television
are some of the media outlets that
can and should be utilized. A
thorough investigation to produce a
listing of all available media
resources is a good starting point
for any public relations effort. This
process can also help identify any
media possibilities that are perhaps
unique to one's institution. Establishing an honest and open relationship with key people from these
various media is-imperative i f the
potential of this area is to be maximized.
Much like financial publics,
government can also be looked at
from a number of different perspectives. If a program is sharing outdoor field space with the local community, ongoing public relations efforts are not only necessary, but probably are quite sigificant just to arrive at such an arrangement. Government may also refer to "university" in this discussion. Learning the
politics of the institution in which
one is working, closely monitoring
decisions (e.g. projected budget
allocations or a mandate to study
athleticlrecreational facility needs),
and networking with those persons
that work with state government on
behalf of the university and those
important within the university's
budget process are imperative. It is
obvious and unfortunate that this
public may be the least accessible
of all those identified by Kotler. This
fact only further points out the
necessity for enhanced public relacontinued on next page
FALL 1991 NlRSW JOURNAL
51
Ca
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,tinued
tmm page 5,
deserve access to state facilities,
tions efforts in this realm, but in
has on the other hand brought cries
such a way that maintains a senof unfair competition from parts of
sitivity to the existing power structhe business community. If an inture of the institution.
stitution happens to have outdoor
Citizen-actionpublics are not new
field
space adjacent to a residential
to the recreational sports profesarea, the general public may
sional. Any group that questions the
become a citizen action public if
marketing techniques or a policy or
they feel evening use of the area
procedure of the recreational sports
disturbs their children, detracts
program is a member of this public.
from their neighborhood, etc. In
If a program that promotes "sports
closing the discussion on the
for all" fails to have a handicapped
general public, it is important to
accessible building, it deserves to
acknowledge that the expectations
be questioned. Likewise, a program
of this group (and subsequent
that lacks women or minority parpublic relations efforts to address
ticipants needs to promote not only
these expectations) may be more
the activities offered, but the
demanding for those institutions
message that participation by these
located in a rural setting versus
groups is welcomed. A proactive,
those in a large metropolitan area.
rather than reactive public relations
Internal publics are the final
effort always works best, and pargroup on the list, but by no means
ticularly with this public.
are they less important than the
Local publics, perhaps rank
others discussed previously. This
higher than any other group
group contains all the employees
because these are the people that
that make up the organization, inthe recreational sports staff and procluding management and labor and
gram attempt to serve on a daily
any advisory groups or boards that
basis. The phrase "being brilliant on
may be operational. For these peothe basics" is particularly apple to interact in a public relations
propriate with this public because of
capacity
with any external publics, it
the frequency with which it is enis important to make sure that a
countered. The ability of a program
positive internal public relations
to capitalize on each public relaprogram is in place. This may intions opportunity which it underclude
such things as an employee
takes or that is presented will, to a
newsletter,
a suggestion box, or an
great extent, determine the eventual
employee of the month program, but
success or failure of that program.
there is still more that can be done.
Honesty, creativity, and sensitivity
One cannot expect an employee
are also important attributes when
that works in uncomfortable and dirdealing with this public.
ty surroundings, has a closet-like
Public relations efforts directed
lunchroom, and never has the opportowards the general public depend,
tunity to provide input on things to
in large part, on the philosophy of an
be an ambassador for anything. A
institution and the mood of the
well-planned information sharing
general public in that area. For exprogram combined with a positive
ample, the University of Wisconsinwork environment will be continualMadison has student fee supported
ly rewarded by the way employees
recreational facilities which are
serve participants.
limited to use by students, faculty
If at this point the reader quesand staff. The university has two
tions the value of public relations efother facilities that are not supforts for recreational sports, please
ported by student fees and as a
consider some of the following
result, charge membershiplper use
realities.
fees to students, faculty, staff and
the general public to generate
First, the variety of publics to
operating budgets.
which an organization needs to respond have been identified. Of even
The general public may also
greater
importance than the number
become a citizen action public
depending upon the circumstances.' - of publics, is the fact that the lack of
a response from an organization still
The arrangement previously describserves as a form of communication,
ed at the University of Wisconsinor a message, to those publics. This
Madison while perhaps soothing the
type of action or inaction leaves the
ire of those taxpayers who feel they
52
FALL l B 1 NlRSA JOURNAL
formation of a program's image to
chance. Is there any program that
can afford such a risk?
Second, given the trend towards
operating with fewer resources
there may be the need, if in fact it
has not already occured, to sell participants on the necessity of user
fees in order to maintain existing
programs and services. Will participants be willing to make this
financial commitment?
Third, the popularity of recreational sports oftentimes can create
public relations problems. If an allblack team loses a contest to an allwhite team, or vice versa, how does
a program respond to charges of
racism or discrimination by the officials or the management of the
program? Cases like this are a reality that can be addressed through
public relations efforts such as information sharing and image
building in hopes that they can be
dealt with before they explode on
the playing field or the front page of
the newspaper.
Public relations requires planning
and that includes an evaluation of
the needs and wants of the groups
that make up a program's publics.
As much as it may be a complex
process, there are also some very
basic things that can be done in a
public relations vein which are included in the following list.
- Make sure that the grounds surrounding a facility and the facility
itself are kept clean.
- Have an informed, friendly, and
courteous office staff that answers
the telephone and greets inquiring
participants with a customer service
orientation.
- Offer a program that provides a
variety of structured and nonstructured activities.
- Actively involve participants in
advisory boards and other aspects
of the program whenever possible.
- Have a suggestion box and provide written responses that are
posted for public viewing.
- Meet with the admissions or
orientation office personnel to have
a recreational sports handbook included in their mailings andlor to
schedule informational meetingsfor
incoming students.
- Take a member of the senior administrative staff to lunch on a moncontinued on next page
I
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Cahey
,u.,
from page 52
thly basis or hold an open house for
university governing board members, the president or other key people that make up the university
power structure.
Invite students to an open house
that explains programs and services
and solicit their feedback while they
are present.
Develop an informational slide
show or video tape that can be used
by professional staff or checked out
to interested groups.
Have exhibits or displays in high
traffic areas (e.g. student union)
both on and off campus that
highlight programs and services.
Arrange on-site visits with the
various publics and augment that
activity with a building tour.
Have activities such as a fun-run
or all-nighter (facilities remain open
extra hours and may feature special
tournaments) that serve as a fundraiser for a popular local cause or
charity.
An awareness of these and other
positive public relations efforts are
necessary for today's successful administrator.
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Publicity and Promotion
At the heart of any successful
public relations program are the
functions of publicity and promotion. Publicity utilizes the mass
media to attract the attention of the
public through advertisements,
news and other information. Promotion is the effort to sell the program
to potential participants.
As with any effort, effective
utilization of resources is a prerequisite to success. Following are
some of the typical publicity
sources available to recreational
sports administrators.
1. paid advertising in school
newspapers, local newspapers
and broadcast media
2. printed materials
3. slide shows and video tape presentations
4. campus newspapers, radio and
television stations
5. word of mouth
Word of mouth publicity is costeffective, but it is also the least controllable medium. With the substantial growth of cable television it is
possible that a local channel will be
willing to support publicity and promotional efforts.
Conclusion
There are numerous ways in
which to publicize and promote a
program and the following list includes a variety of items that have
Berm successful.
- computer generated video information systems
- brochures
- handbooks
- bumper stickers
- posters
- demonstrations
- telephone hotline
-weekly or monthly newsletters
- calendars
- sports information sheets
- book markers distributed through
the bookstore
- activity fairs held during Welcome1
Registration Week
- participation in training sessions
of Residence Hall Staff
- presentations at Summer Orientation programs
- a campus-wideall-sports assembly
Publicity and promotional efforts
require the same planning and attention to detail as the public relations program itself. Special efforts
may be required to achieve objectives such as recruiting more
women and minority participants,
commuter students or older
students. Standards of quality must
also be maintained since a poorly
designed, hand-printed document
may do more to create a negative
image of the program, than to actually encourage participation.
Recreational sports may be one
of the best kept secrets in our society. The numbers being served and
the generally low cost per participant are astounding. Despite these
facts recreational sports still suffers
from a lack of understanding as to
what it is, how it differs from intercollegiate or interscholastic athletic
programs and where it fits into the
total education program. A wellplanned public relations program
which includes sound publicity and
promotional efforts is necessary to
educate and inform both current
and potential participants, to
establish goodwill with the various
publics affected by the department
and to ensure the continued existence of recreational soorts.
REFERENCES
Bannon J.J. (1985). Leisure resources: Its comprehensive planning. Champaign, IL: Management Learning Laboratories.
Howard, D.R. & Crompton, J.L. (1980). Financing, managing and marketing recreation &
park resources. Dubuque, IA: Wm- C.
Brown Company.
Kraus, R.G. & Curtis, J.E. (1982). Creative management in recreation and parks. St. Louis:
C.V. Mosby Company.
Kotler, P. (1988). Marketing management: Analysis, planning, implementation, and control. Englewood Cliffs, NJ: Prentice-Hall,
Inc.
Velmans, L.A. (1984). Public relations - what it
is and what it does. In 6.Cantor (Ed.)Experts in action inside,public relations(pp. 16). New York: Longman Inc.
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