Why and what
If you or others in your organization have worked out the strategy and tactics
of your newsletter, you've made real progress. But that doesn't mean you can
hand over the job to an editor or writers. Before you can do that you need to
set up systems to ensure that the newsletter gets started properly, and that it
stays on track after it gets rolling. That's where an editorial board fits, as illustrated
by Figure 8-1 (figure not available in this version)
The board can be a formal group, precisely structured, with specified lines of
communication and responsibility, or it might exist as an informal group of
managers and employees who get together from time to time to solve pressing
problems.
Whatever its structure, an editorial board is essentially a group that meets
to establish and maintain the newsletter. It may have any number of roles and
tasks, but most can be included within three general categories:
* Policy making - to align newsletter strategy with the organization's
or department's goals
* Supervising and evaluating - to ensure compliance with the editorial
and operational policies, and to assess the results
* Providing support - to make additional resources available to the
editor.
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©Robert Abbott, 2007 All Rights Reserved
