sc manual06


sc manual06

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SALESIAN, COMMUNICATOR
SOCIAL COMMUNICATIONS HANDBOOK
Department for Social Communication
ROME, VIA DELLA PISANA, 1111
2005
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Table of Contents
Who is the handbook for? ...............................................................................................3
How is this handbook arranged? .....................................................................................4
Communication at the service of the Province................................................................5
Communication Plan basics ............................................................................................5
The Social Communication Plan itself............................................................................6
The Province SC Delegate and the Plan..........................................................................7
Wider contacts to benefit the Plan...................................................................................8
Animation........................................................................................................................9
Animation – media education, educommunication ...................................................9
Animation - formation..............................................................................................10
Animation – information ..........................................................................................11
(1) The Province Newsletter ................................................................................11
(2) The Salesian Bulletin ....................................................................................16
(3) Province websites..........................................................................................17
(4) Other communication products .....................................................................18
(5) Correspondents' network................................................................................19
Organising information from outside the Salesian community ...........................23
Animation – production............................................................................................25
Some important issues for running a successful business venture ...........................26
The Delegate .................................................................................................................29
Social Communication teams: Commission and Advisory group ................................29
Social Communication Commission. ......................................................................30
The Social Communications Advisory Group .........................................................31
Local Coordinators ...................................................................................................32
Other structures ............................................................................................................33
Information Desk......................................................................................................33
Public relations office...............................................................................................34
Office for promoting the Salesian image..................................................................35
Press review office ...................................................................................................36
Services of particular value to a province and local communities................................36
Some issues of particular interest and concern .............................................................38
Areas for cooperation and coordination ........................................................................39
Co-productions .........................................................................................................39
Copyright ..................................................................................................................40
An exhibition of Salesian products...........................................................................40
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Presentation
1
This handbook has a single aim: to help whoever works within Social
Communication in the provinces, provincial conferences or regions by offering
practical directions, helping to spell out the frame of reference already provided in
The Salesian Social Communication System (SSCS). It was first published in 2001,
at the end of Fr. Martinelli’s time as Councillor for the Salesian Family and Social
Communication as it was then. He says in a brief five lines at the end of the book
that it was born of the cooperation of all the Province Delegates for Social
Communication. We know it also breathed his own energy and vision. This current
edition is a complete re-writing of that, given that a year or two is a long time in this
age of 'Rapid Development' (the title of Pope John Paul's last letter before he died,
and, appropriately, on Social Communications), and since so much has happened
within the Congregation in this sector, following GC25 and the appointment of a
Councillor specifically for Social Communication. Material from the first edition which
is not included in this newer one can still be useful, even if some terms and
structures have changed in the meantime.
In his Letter 'With the courage of Don Bosco on the new frontiers of social
communication' (AGC 390), Fr Pascual Chávez called for a change of strategy on the
part of confreres in this area – not the creation of new guidelines but practical steps
to 'release the life lying dormant in the doctrinal patrimony of the Congregation, and
to find ways of embodying it in our educative and pastoral communities and in our
localities'. That is as good a statement as one could find to express the intention of
this handbook.
Who is the handbook for?
2
The handbook has in mind primarily those with responsibilities at province
level: The Provincial and his Council, Province Delegates for social communication.
Others who will benefit include those working in social communication at any level,
provincial or local (amongst whom Salesian Bulletin editors, writers and publishers of
texts of any kind), leaders and animators in social communication, members of
commissions and advisory groups. People working in formation – of the young, of
young confreres, of confreres generally in the area of social communication will find
useful direction from the handbook, along with SSCS and the Formation to SC -
Guidelines, the latter produced jointly by the Social Communication and Formation
Departments.
3
It could be of interest here to mention one other group of possible
beneficiaries of this text: national, conference or regional Social Communication
Delegates and Commissions. Where a nation has more than one province, or
provinces have formed a Conference, it has been found useful to organise social
communication coordination around a national or conference Delegate. There is even
the possibility of an as yet undeveloped regional communication structure.
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How is this handbook arranged?
4 The handbook draws from Part II of the Salesian System of Social
Communication (SSCS): The functioning of SSCS, with further reference to aspects
of Part III of the same document: organisation of SC. Effectively, the structure of
chapters here is as follows:
•
CHAPTER ONE: the province social communication plan the why,
the what and the how; this needs to be read in conjunction with the outline for the
plan provided in the relevant appendix at the back of SSCS.
•
CHAPTER TWO: the management and organisation of social
communication within and beyond the Salesian community and Salesian Family;
•
CHAPTER THREE:the delegate and groups or teams involved in
social communication as run by a province, conference, region.
•
CHAPTER FOUR:structures and services involving public relations
but also internal matters such as documentation and archiving.
•
CHAPTER FIVE:coordination between provinces.
5 In each of the above areas there are responsibilities at every level: the
Province Delegate has tasks to carry out in coordination with the Educative and
Pastoral Project (EPP) of the Province, and by delegation from the Provincial. He
avails himself of an advisory team and/or a commission according to local
circumstances.
6
Where there is no Province Plan it will be difficult, if not impossible, to work
effectively with and in social communication in a Salesian way. Without a plan,
whatever is done remains isolated and scattered, without impact.
7
Where delegation from the Provincial is missing, the Delegate's task often
becomes complicated.
8
Since we are dealing with a continually evolving sector, there is a need for
guidance and authoritative help: only the Provincial, supported by his Council, can
give force to some of the choices involving local communities, and practical activities
in education and evangelisation.
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CHAPTER ONE: THE PROVINCE SOCIAL
COMMUNICATION PLAN
Communication at the service of the Province
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In the view of social communication built up and developed by the
Congregation especially over the past decade, 'our communities, works and
activities...become part of a much wider system of communication within which they
are compared and interact' (Fr Vecchi, AGC 370). The Salesian Social
Communication System, as it is now termed, is a unified and integrated project very
much at the service of the shared vision and values identified as the Salesian
charism, and seen in practice in a Province, its sectors of activity, its communities.
10 Social Communication is a distinct sector of Salesian activity; this sector is
represented at Congregational level by a Councillor with a team known as the Social
Communication Department, and assisted by an advisory body drawn from experts
around the world. At Province level, this sector is also represented by a Delegate
acting in the name of the provincial and with a team, usually known as the Social
Communication Commission. There may also be an advisory body. The social
communication sector is placed at the service of the entire Salesian project as
represented by the Province in all its activity.
Communication Plan basics
11 The Province Social Communication Plan (PSCP) is at the heart of our social
communication action at provincial and local level. This plan forms part of the
province educative and pastoral project. The Salesian community applies a
pedagogical method in its educative and pastoral work: a model which is both
gradual and circular.
Gradual: appropriate for the overall development of the young person and
adult. It does not offer everything all at once or indiscriminately; nor does it delay
with what is needed when it is needed. It pays attention to the path of growth,
accompanying it, supporting and encouraging it. It avoids repetition and is not afraid
of confronting new situations.
Circular: as opposed to linear, or to a model that sees things in terms of
chronological order and which is not interactive. The circular model gathers up the
richness of particular moments and experiences, instead of dealing with things
according to a rigid time-line. Our concern is that what has been acquired is able to
influence steps yet to be accomplished, that it enhances research and response. The
process never finishes, but is something constantly in process.
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The Social Communication Plan itself
12 A plan is the formulation of a detailed method or design by which a thing is to
be done. It is something to be accomplished in a particular reality and which begins
from that reality. The Communication Plan responds to needs and to questions
arising from a broad frame of reference and as part of the province project.
At this point reference can be made to the appendices to the Salesian Social
Communication System, the second of which is an outline and 'check-list' of aspects
and situations to be included in the PSCP of a province.
In the letter of Fr Chávez referred to above, a reference to these appendices
makes it clear that they are in themselves an urgent programme to be read and to
be put into action: 'by following the points listed...and accepting the suggested
guidelines we are led to diagnose, plan, implement and systematically verify the
state of social communications in the provinces'.
The plan is the concrete and final result of a planning process which is 'drawn
up and implemented with the greatest and best possible participation at different
levels; it should be constantly animated and periodically verified by the animation
and government bodies of the province'.
In integrating The Province Social Communication Plan into the Overall
Province Plan or OPP, the following elements are central:
The community.
A Province plan is not the fruit of one person’s thinking.
The following persons and groups should be in agreement concerning a
formation plan for social communication (not listed in a specific order): the Province
Delegate /Social Communication Commission / those responsible in the communities
for being in touch with the province centre / those responsible for publishing in the
province (Salesian Bulletin editor, one in charge of Province Newsletter, editors of
magazines and books from the Salesian centre etc), experts in communication in the
province / educative communities in the province / the Delegate for Youth Pastoral
Ministry and his YPM Commission / the PFC / the Provincial Council / and the
Provincial. This list is not exhaustive.
The charism.
Social communication in its various forms and aspects requires a policy outline
that ensures its fidelity to the Salesian charism. This outline is broadly stated in
SSCS.
An example of contents of an SC Plan could be: Purpose of such a plan,
relationship of SC sector with other sectors of province activity, organisational
structure at Congregation level, province organisation, the SC Delegate, the SC
Commission, the Advisory group, Information or Press office, local organisation and
coordination, local delegates or coordinators, areas of activity, formation and
information, business ventures.
At least one Province (Mumbai, South Asia) has produced a Social
Communication Policy which is worth having a look at. The policy forms part of an
overall SC plan. This policy considers a coordinated means of presenting information
(Bosco Information Services or BIS),media public relations (PR) processes and media
advocacy, who is able to put out a press release and on what kinds of issues, crisis
communication – what it is and who it will be handled by.
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The Province SC Delegate and the Plan
13 The Province Delegate for social communication, who is a key player in the
development, coordination and verification of the PSCP, and in its integration within
the Overall Province Plan, forms part of a broader project involving all of Salesian life
in the Province. It is important for him to promote contacts, dialogue and
understandings with the other sectors in a Province’s life. These sectors include:
14 Formation and its organisation.
People are the focus and criteria for choices when it comes to Salesian life and
activity. Each Salesian Province has a PFC (Provincial Formation Commission).
This organising group is not only for provinces which have formation stages
organised within their province. It is something for every province since we need to
think primarily of ongoing formation, not only of initial formation. An understanding
with the PFC is essential for the formation of young Salesians and confreres working
in the communities, for scheduling formation interventions, and organising their
content. The Formation to SC - Guidelines document (2005-6) produced jointly by
the SC and Formation Departments, offers help in this regard.
15 Youth Ministry and its organisation.
We can never forget that we are always working in a shared and unified way
within the broader areas of Salesian and Church pastoral ministry.
Coming to an understanding with Youth Ministry implies:
- being part of the Provincial Youth Ministry Commission, to give weight to
youth ministry projects drawn up at province and local level;
- having the delegate for Youth Ministry or at least a representative, on the
Social Communication Commission;
- frequently dealing with interventions and criteria utilised in carrying out
projects in the different works and activities: school, technical centre, parish,
oratory, publishing, youth-at-risk works etc.
16 Economer’s department and its organisation.
We all know how much quality communication costs these days, along with
the financial resources needed to produce messages and information.
The Province Delegate plans by taking into account, amongst other things,
the financial implications of what he intends to do.
Therefore some discussion with the Provincial Economer must occur before
finalising a communications activity and presenting it to the Provincial and his
Council.
This discussion considers also the possibility of carrying out communications
activities which are 'financially autonomous’ in the sense of not having implications
for the province accounts. For its part, the Economer’s office will regard
communication work as a pastoral service which occasionally will also need some
financial support.
17 Salesian Family and its organisation.
The experience of Don Bosco and his Family underlines the importance of
working with lay people in the different sectors of our activities.
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GC24 has drawn attention to the possible and desired contribution of lay
people to Don Bosco’s spirit and mission.
In Christifideles Laici, the Church indicated the new fields for lay involvement
for a new evangelisation, and did not overlook the communications field. Subsequent
documents have developed this understanding.
Keeping in touch with the Salesian Family means having a large reservoir of
possibilities, either of experts or of co-workers.
Lay groups in the Salesian Family often include in their statutes a call to work
within Social Communication.
18 Missionary dimension and its organisation.
It is enough to remind the Province Delegate of what the Encyclical
Redemptoris Missio has to say in n. 37 to motivate him to link closely with the
Province Delegate for Missionary animation.
The missions, especially mission ad gentes, are a powerful communications
message for our young people and it would not be advantageous for Don Bosco’s
charism to overlook this area.
Wider contacts to benefit the Plan
19 Along with internal Salesian contacts, other contacts with communication
workers in the local area are to be seen to and nurtured.
Journalists, those working in radio and TV, advertising experts, directors of
news agencies, managers, song artists, music, theatre etc. are important for us.
Contact with them has two purposes:
- to establish good relations for mutual assistance, to learn about
communication as an art from those who are living it from within,
- to involve them in animation and formation, requesting their help at key
moments and in ways that are appropriate to the objectives being pursued.
20 A practical consequence of the above could be an annual meeting with all
those mentioned in the previous paragraph, to understand directions and new
developments in the sector.
It used to be part of the Salesian tradition to celebrate the Feast of St Francis
de Sales with those who worked in the communications field. Pope John Paul II of
happy memory chose to make the announcement of the theme for the World Day for
Social Communications on the Feast of St Francis de Sales, 24th January.
Celebration of this amongst us could be an appropriate tradition, then, to maintain.
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CHAPTER TWO: MANAGING COMMUNICATION
INTERNALLY, EXTERNALLY
Animation
21 Animation is described in SSCS no.87 as 'management...in educational
processes' and as 'internal and external relations'. Animation occurs when there is a
person to make it happen. The Delegate acting in the name of the Provincial, the
teams who assist him, the local coordinators in communities, all share this task of
'promoting various communicational realities' (GC23, 259), and their
accompaniment.
There are at least four essential animation areas with regard to social
communication:
- education
- formation
- information
- production
Animation – media education, educommunication
22 The Province Delegate assists people and communities to draw up Media
education curricula. This handbook is not about offering material for such curricula.
For education of the young there is a need to seek out appropriate material to assist
with education to media. Confreres, too, require education to and through media.
This is taken up below in no.24. As a term, Media Education is direct and practical,
and has a solid tradition behind it especially in the English-speaking world. It is
education with media, to media and even for media. In the context of a province
and its work in social communication we are looking at a new kind of figure – the
person who is himself and is able to prepare others to be, a media educator, that is
not just an educator, but a multimedia expert, someone who works with a critical
attitude and is capable of encouraging others, especially the young, to be responsible
collaborators in the field. Media education is placed squarely on the borders between
education and communication, both sciences in their own right. The media educator
is educator and communicator.
23 From media education to educommunication: ' Every community is called
upon to improve institutional communication; to plan and bring about in the
educative and pastoral communities education to communication and education
through the media, educommunication, which includes education to the use of
'languages' and of the media; the use of the media for education and evangelisation
in schools, parishes, oratories etc.; the promotion of dialogue with communicators,
artists and publishers, especially if they are young; helping those afflicted by the new
forms of poverty and those excluded by the new communication techniques; and
improving the standard of media skills'. (Pascual Chávez, AGC 390, p 39). As a
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term, educommunication emphasizes a communal dimension, perhaps even a
political one in that it ensures the formation of people who are creative and aware of
the democratic value of media for the common good.
24 Curricula dealing with social communication, particularly for young people,
need to be flexible since the young are born with computers and television as part of
their make-up! Rather than complete curricula for young people, we need to think in
terms of units for knowledge and formation, since in many cases today’s youngsters
are already ahead of their counterparts and adults of earlier times. This way, useless
repetition can be avoided; repetition could be off-putting.
25 Help for those working in communication to carry out their work as educators,
through the means they are using, goes beyond the possibilities and efforts of a
Salesian Delegate and his team. But at least to think about the idea is a sign of
wanting to discover what can be done so that communities and people don’t just
complain about the products or instruments of communication but know how to offer
some useful ideas and even some possible changes of direction.
Animation - formation
26 The Province Delegate for social communication is seen, in the overall
organisation of the Province, as a formation person, in the sense that he has his own
specific role to play in initial formation and ongoing formation of Salesians.
27 The Salesian curriculum outline for initial and ongoing formation, Formation to
SC - Guidelines, is a resource and guide for the Delegate in his task regarding initial
and ongoing formation.
28 The formation aspect of the PSCP represents a primary task for the Province
Delegate and the Social Communication Commission. Refer to the checklist in SSCS,
the appendix outlining the PSCP.
29 Animation which ignores the context is ineffective. Formation requires of
formators that they be part of life’s context so they can develop according to a plan
which enriches the person.
30 One possible formation activity: attention is drawn here to an initiative
involving the whole Church: - World Social Communications Day. This is a
propitious formation occasion. The Roman Dicastery prepares reflection and prayer
material for the theme of the Day which can be used in communities. Episcopal
Conferences and Diocesan offices prepare practical materials for carrying out the Day
well.
31 Some notes on what is useful when using this material:
- read the text of the papal message,
- organise a community gathering on the theme chosen by the Pope, giving
some depth to the discussion of theme and problems connected with it,
- invite experts in the material presented by the message so they can offer
a point of view and other perspectives to follow up,
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- find time for prayer together about social communication, recalling its
importance, influence, its possibilities, its risks and challenges in our world,
- suggest the possibility of a Communication Ministry for the reflection of
the local Church . Given the many ecclesial statements, we could also move to
action, recognising the service given by communication in the church. There is a long
journey ahead. We can take the first steps!
The reference to celebration of the communication day does not mean we are
limited to only an annual remembrance of our Salesian commitment in this sector.
Beginning with that day we can draw up other initiatives that bring attention to and
promote an area that young people today live with such intensity.
Animation – information
32 Information is both internal to the Salesian Family and external. External
information is represented by some activities which may also function internally such
as the Salesian Bulletin and the Congregational or Province level web sites, but it
also assumes activities and relationships which extend to the world at large. By
internal information we mean what is done:
- for the Salesian community SDB
- for the Salesian Family.
Information internal to the community, then, concerns
- the province,
- the whole Congregation.
Here we cannot take into account all the information products available in
different provinces, so we limit ourselves to some of a more general nature:
The Province Newsletter (1),
The Salesian Bulletin (2),
The Province website (3)
other typical products (4),
the correspondents’ network (5),
(1) The Province Newsletter
33 A Province Newsletter project is a topic worth attentive analysis.
Herewith the essential reference points for a meaningful Newsletter project and an
effective informational tool.
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Project outline:
The Province Newsletter within the Province Social Communication Plan.
The nature of the Province Newsletter.
Who the Province Newsletter is for.
Editorial policy for the Province Newsletter.
Being in charge of and producing the Province Newsletter.
The Province Newsletter structure.
The Province Newsletter frequency.
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• The Province Newsletter language and style.
We should not forget that for many provinces the Newsletter is the only
information tool they have, internally or externally, meaning that they lack other
channels for the flow of information. It is important to be aware of this if we are
asking questions about the visibility and meaningfulness of Salesian presence and
action in a place and a culture.
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The Province Newsletter within the Provincial Social Communication
Plan.
The first thing to be considered is that if there is no communication plan, the
Newsletter risks being shipwrecked in history rather than in what’s actually
happening in a province. It will be subject to constant change depending on who has
been asked to produce it, or its choices will not respond to the province’s real
direction. The province communication plan offers the essential coordinates:
- for the province’s history, which the Newsletter becomes the custodian
and promoter of;
- as part of the history of the Salesian charism: the Newsletter should help
with a re-reading of the Salesian charism in the Province’s situation, without locking
itself into simply telling about celebrations which have happened or will happen; it
offers cooperation and vocational commitment (in broad terms) with lay people who
share Don Bosco’s style.
36 Fr E. Viganò wrote:
“Without substantial information about the origins, the history and the current
life of our Congregation and the Salesian Family, there is insufficient circulation of
the vital sap in the organism. Lacking proper impulses for identity and a sense of
belonging, it atrophies.
Instead, with adequate information (circulation and communication of
Salesian values), it grows in vitality, enriches awareness and enthusiasm for our
vocation and gives rise to family joy”.
37 The nature of the Province Newsletter.
Not all province products serving internal communication use the title
Province Newsletter. All provinces, however, have followed up the indications of the
Special General Chapter in giving life to family news. SGC n. 516 puts it as follows:
“Communication in and beyond the Congregation.
…B) AT PROVINCIAL LEVEL promoting abundant information by means of
Newsletters which are interested in linking communities and confreres concerning
problems regarding the Province and encourage free initiative, chances to meet,
seeking solutions to problems and giving occasion for facing up to and revising ideas,
experiments, methods, guidelines.”
The Italics are part of the Capitular text. The result is as follows: The Province
Newsletter is:
38 -an instrument of communication.
This is the first item emphasised by the SGC text: abundant information.
An instrument, then, which allows information to circulate: should follow, as
far as possible, the criteria typical of any information product.
Current news is a substantial and necessary aspect of information.
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39 - instrument of communion.
Communion comes from awareness when this becomes a reason for interest,
that is, affective and effective attraction, and relations created around common
issues regarding confreres and communities.
The pathway to communion built around the Newsletter is different to that
brought about by interpersonal relationships, or by prayer or by common opinion.
40 - a stimulus to creative renewal.
The Newsletter is to be thought of and produced as something that tries to
arouse creativity and renewal.
In some ways it is a place for checking out initiatives taking place, for
experiments in new things or new ways of intervening, for pastoral creativity in
response to needs of the time and place.
It is worth noting that the SGC aimed high where Province Newsletters are
concerned.
The risk we can run is to make the Province Newsletter:
- an unrelated collection of stories about events. In some ways substituting
the House Chronicle;
- a kind of review of printed items in the Houses and the Province. It can be
useful in ensuring we don’t forget what has happened and how it was received in
terms of Salesian events in the local and national press;
- a kind of official collection of ecclesial and Salesian documents at different
levels world, national, provincial, local. Certainly a few special numbers containing
documentation can be useful if they would otherwise not get to the Confreres. But
there should be just a few numbers of this kind, not as a regular style for putting the
Newsletter together.
The list of risks could go on. Better to show that each risk has consequences
for the practical planning of the Newsletter. The Province Delegate is asked to
evaluate the Newsletter in the light of the positives and negatives listed above.
41 The Province Newsletter: who it is for.
Choosing the public audience for an information product is important. It is
essential to define the target, who to direct contents, language style, priorities to.
Broadly speaking the confreres are the recipients of the Newsletter.
The Province Newsletter also goes to some outside the Salesian community.
The Province Newsletter doesn’t only deal with life in the religious community.
It considers the mission and spirit of a Salesian community which has the Salesian
Family, lay partners as part of its horizons and plays a responsible role in Salesian
activity.
Guidelines given by GC24 need to be part of the understanding of the
Province Newsletter. Animation, a typical service of the SDB community for the CEP
also goes by way of a communication product like the Newsletter. The choice,
however, should not just remain broad or tacit. It is expressed and defined at
different provincial levels.
The expectations of Salesians living in a province should not be lost sight of.
They take part in the life of the whole Congregation. The Province Newsletter should
respond to these needs.
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42 The Province Newsletter: editorial policy.
The Newsletter is:
- an instrument of communication,
- an instrument of communion,
- a stimulus for creative renewal.
All this can’t be done in improvised fashion or be left to chance.
The Province Newsletter has something institutional about it at the
Province level. It should be able to present the Province in its typical contexts of
society, church, young people and education. This requires guidelines, criteria,
reference points. or, in other words, an editorial policy.
43 The reality has different names in different regions: editorial policy, frame of
reference etc.
What is important is that the choice is:
a conscious one, founded on the precise nature of the Newsletter. The
Provincial and his Council are part of this together with the Province Delegate for
social communication, and the editor of the Newsletter;
explicit, such that it is public and well known in the Province; and known
especially by those at work today, and those who are asked to help to put the
Newsletter together;
consistent with the communication system in place in the Province. An
evaluation should be made of information and communication products in the
Province to study the relationship and coordination between them;
constant over time. To be honest the editorial policy isn’t something rigid,
invariable, but nor it should not change for every edition.
44 The Provincial’s letter to the Confreres in the Province.
Some reflection is in order regarding the best place for the Provincial’s letter,
if it forms part of the Province Newsletter.
As the first item in the Province Newsletter it takes on the role of a
fundamental article (generally, however, this is not the intention of the letter, even if
it could occasionally be this): consequently it would need to be written from this
point of view.
In the body of the Newsletter, it could refer to institutional tasks - objectives
to be aimed at, taking into account information coming before it and community
news. The letter would thus function as practical guidance.
If it comes at the conclusion of the Newsletter it could have the function of
encouragement, stimulus, review, planning etc.
So – the location of the letter is not a matter of indifference.
Nor is the perspective of the writer an indifferent matter.
45 The Province Newsletter – its production.
The Provincial appoints the person who puts the Newsletter together,
choosing from available and capable people in the Province.
Generally this is:
• the Vice Provincial, or
• the Provincial Secretary, or
• The Province Delegate for Social Communication, or
• The Editor of The Salesian Bulletin.
Each of these choices has its advantages and disadvantages.
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Not to be overlooked:
- the ability (already there or to be acquired beforehand) in working with
information,
- availability of time for the job.
The Province Delegate helps the one in charge to coordinate the work:
- a confrere in each community responsible for sending in information,
- other useful matters which ensure a functional and easy production.
- a list of possible outside helpers.
46 The Province Newsletter – structure.
Organisational involves:
- financial organisation: The financial side of the Province Newsletter is
somewhat minor when compared to the finances of other products. Given that it is
part of the Province institution, the Provincial Council should include accounting for
the Newsletter in its overall financial planning.
- editorial organisation: defining what makes up the Newsletter.
The different sectors of educative and pastoral activity in the Province should
be referred to:
• formation,
• youth pastoral ministry
• Salesian Family,
• missions,
• social communication
• finance.
Other information relevant to the Salesian world has its place if it hasn’t
already been mentioned in the above. Similarly for matters referring to communities
and works in the Province;
- organising distribution: finding out who the recipients are guides the kind of
distribution. Consider possibilities for making the Newsletter known, other than to
confreres, in the Salesian Family, local Church, people working in communication in
the local area especially if it is the only institutional product in the Province.
- organising graphics and layout: these are technical elements and it would be
helpful to have advice from professionals in matters like layout, headings, readability
of text, design, photos for enhancing text and so forth.
47 The Province Newsletter: frequency.
What has been outlined above can be applied to any type of information
product.
If current news is a characteristic of the information, an infrequent Newsletter
(say three of four editions a year) will not carry out its real function. It is preferable
to have a Newsletter with fewer pages than a huge product only occasionally.
48 The growth of on-line Newsletters.
This is part of a new reality. Facility in using computers and internet has given
us new possibilities for sending information to and beyond the Salesian world.
Just an observation: it is not enough to put the paper version of the Province
Newsletter on the internet. This does not meet the requirements of that process.
The Internet has its own processes to be respected in producing information.
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(2) The Salesian Bulletin
49 The Province Delegate for social communication in some provinces is also the
editor of the Salesian Bulletin. In other provinces, they are not one and the same
person. In this latter case the Province Delegate for social communication has some
responsibility for animation, since he knows some information coming from the
centre, following Council decisions.
What follows is of direct interest to the Province Delegate for social communication
as well as, of course, the Salesian Bulletin editor.
The Salesian Bulletin is amongst our oldest and most institutional of Salesian
information products.
Art. 41 of the Regulations outlines the broad purpose of the Bulletin.
“The Salesian Bulletin, founded by Don Bosco, spreads knowledge of Salesian spirit
and activity, especially in its missionary and educational aspects. It is concerned with
the problems of youth, encourages collaboration and tries to foster vocations. It is as
well an instrument for formation and a bond of union between the different branches
of the Salesian Family. It is edited in accordance with the directives of the Rector
Major and his Council in various editions and languages.”
50 Following lengthy preparation by the Department, Fr Vecchi and his Council
came to the following conclusions-decisions, which continue in force with minor
adjustments as the years progress. A number of items then expressed as aims,
have now been achieved in practice (e.g. The Congregation web site indicates online
Salesian Bulletins):
1. Giving the Bulletin visibility to make its relevance recognisable.
- All Bulletins should appear at least bi-monthly.
2. Making known and sharing to make people feel responsible.
- Setting up a world commission:
3. Effective organisation. Each edition of the Salesian Bulletin should have:
- An editorial group with its own tasks and functions
- An Administrative body
- A Constitution
4. On-line Salesian Bulletins:
- The structure of the General Administration Internet site
5. The linchpin of any practical strategy: people.
- Formation of SB editors
- Constant evaluation of the relaunching process and development
51 The work carried out by the Department at world level was brought together
in book form: The Salesian Bulletin in the world – World Meeting for the SB for the
third millennium – Editrice SDB, extra-commercial edition, Rome, La Pisana 1999.
The proceedings and decisions of the most recent 2005 meeting of editors of
the SB from around the world, held in Rome, is available in CD form in provinces
where the SB is produced, or from the SC Department in Rome.
At regional level, meetings have taken place for formation of SB Directors and
co-workers, to put into practice the General Council’s conclusions.
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Salesian literature on the SB is extensive, a sign of the interest by the
Congregation, beginning from Rectors Major, in the product.
Circulars, various reflections, timely interventions, research in the field,
experiments and creativity have helped this publication to grow.
52 The Province Delegate for Social Communication and the SB.
Animation tasks regarding the SB by the Province Delegate could be as
follows:
- re-reading together with the SB director, conclusions and decisions of the
General Council, listed above;
- planning together how to carry out these decisions: preparing a calendar of
interventions on each point, determining the persons responsible;
- helping seek who could be appointed to the editorial board for the SB:
remember to involve members from outside the Salesian community, choosing from
amongst those qualified from the Salesian Family and other experts from the Friends
of Don Bosco;
- studying together how to achieve an administrative body in the area in
which you are working: Steps to be carried out here should be planned in detailed
fashion in agreement with the Provincial and Provincial Council;
- trying out formation opportunities specific to the editing of the SB:
through training in journalism, training in different aspects relevant to a
communication product;
- establishing together regular evaluation of products or of the
programme;
- seeing to the structure of features to appear in the SB, for better
presentation of the image of the Province and the Congregation.
- increasing the address list of those who receive the SB, studying together
with the director ways to reach people, groups, church and civil organisations who
could be interested in Salesian news.
(3) Province websites
53 Province websites have become a regular and important feature. They are
more than a Province intranet and are accessible to the world at large. In addition to
the Province websites, communities and their works have widely adopted the
practice of setting up a website. There are a number of fundamental questions
which need to be considered for the setting up of a website (quite apart from
technical issues not tackled here):
- Who will this site be for? (Salesians? Employees? Students? Young people?
The whole world?) Accordingly words, graphics and content would have to be chosen.
- What do we want to communicate to the target group? How can we present
the information in a brief and appropriate manner?
- How can we build a site for this group that downloads fast, and is useful and
easily navigable?
Province sites should contain a link to the www.sdb.org Congregation site.
54 The www.sdb.org website: – adequate communications concerning its
use come from the Centre. The Province Delegate should learn from what has been
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sent out concerning the INTRANET/Reserved area, so he can help province delegates
for other sectors, and communities, to use this to good purpose. But one particular
issue of importance for the SC Delegate in this regard is to advise the Coordinator of
www.sdb.org of changes to information, addresses already present on the site. It
is almost impossible for the Coordinator to keep up to date with changes unless
adequately informed.
(4) Other communication products
55 Two explanations:
- The reference here is not to all the possible products in a Province but to
those which fit the category of ‘information’. Other products, will be at least partly
considered in the third chapter dealing with Salesian business ventures.
The reference here is to parish, school youth group newsletters, or those of
other groups inspired by Don Bosco, all part of public opinion tied to the
Congregation.
There are, besides, the many weekly, monthly news sheets which are part of
local daily life. Radio and Television contributions which make known activities and
initiatives of the Salesian community are also considered here.
Obviously we cannot include absolutely everything, since there is so much of
it;
The reference is from the point of view of the Province Delegate for social
communication, not from the point of view of the editors of these products.
56 The Province Delegate’s role is:
- to study the kind of coordination possible. This does not necessarily mean
material cooperation, but rather the definition of concrete ways to make it happen;
- to offer everyone, generally, some criteria for working in the best and most
effective way, so that products have quality;
- to help, when asked, in realising individual products.
The power of animation is no less than the possibility for decision!
The animation proposed regards aspects already dealt with relative to the
Province Newsletter.
A small structure needs to be created which takes responsibility for the task
of working with quality even in small things.
57 To ensure the functioning of Salesian information from the local end.
The Province Delegate should become the point of reference for the local
communities.
One very useful item in a Province is a handbook or manual developed at
local level and according to local needs – something along the lines of the handbook
you currently have in hand, but more detailed in terms of communications needs and
responses at community level. There is an excellent example of a handbook of this
kind available in Spanish, entitled Manual de Comunicación para Ambientos
Salesianos, by Jose Luis Calvo Torollo (SSE). Chapters 4-8 of the example cited
contain useful practical material on: Salesian information, Communications
deaprtment, types of communication, the house, protocol, equipment.
Above we indicated the need to have a reference person for information
needed for the Province Newsletter.
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If each community does this, there is the beginnings of a province network
which will bring its own fruits of communion and mission between confreres and
communities. At the province centre there will be arrangements to re-transmit
information coming from houses and activities. An organisation of this kind produces
current information. No need to wait for the Newsletter to be prepared to get news
circulating.
58
The Newsletter takes on another role: reflection on daily happenings, re-
launching initiatives in Salesian presence, discovering spirituality in life. Concerning
external information, two other issues:
- an information office on the life of the Salesian province,
- more direct relationships with local media.
59 To ensure the functioning of Salesian information from the 'centre'.
The same networking is demanded of the Congregation.
ANS is an international Salesian information agency in our project.
It should not be confused with products. It is the place where information is
organised for Provinces to distribute. It is a clearing house as well as a collection
centre. As a collection centre it needs help from all the Provinces: this is the specific
help asked of Province Delegates for Social Communication.
The Delegate should see to:
- following up Salesian activities in the Province from the point of view of
- “constructing” news,
- “writing up” the information,
- “placing it” within the media at the interest level of the news being offered
(local, if it is about local Salesian activities; national if it involves wider interests
stemming from what has happened).
- “informing” the Agency so it can continue the information process.
60 It is not enough just to send off news, but to see what effect the news can
have locally and universally. The verbs “construct”, “draw up”, “place”, “inform” are
technical terms in communication. Here we offer an outline that could help keep in
touch with the theme we have been dealing with
(5) Correspondents' network
61 Information is supported by knowledge and with the help of many other
efforts. For this to happen we need:
- to create a network for gathering information about everything concerning
the Salesian Family.
- to make this a professional network such that the coverage guarantees
maximum reception of relevant information.
- to make the technical and professional means available which are needed to
guarantee an adequate treatment and distribution of information.
Province and National Delegates, the most natural correspondents for the
Agency, can refer to what follows to carry out a service according to the information
requirements of the Congregation, and encourage other potential correspondents to
do likewise.
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62
•
•
•
•
•
•
•
•
•
•
•
•
Information sources for ANS
Salesian sources
General Administration: The Rector Major and General Council; departments
and central services, General House in Rome.
Provinces: The Provincial, Provincial Council, Provincial Secretary, Provincial
Services, Planning and Agenda, prominent Salesians.
Salesian Family, activities and initiatives from Lay Movements.
Publications: Salesian Bulletins, Province Newsletters, local publications.
Non-Salesian sources
The Holy See.
Episcopal Conferences, dioceses.
Conferences of Religious.
Organisations belonging to other Faiths.
International, national and regional organisations.
Cultural and pedagogical centres.
International, national and regional youth organisations.
Other world press agencies at national or international level.
63 The news: as it is and as it functions
Concept
- News is text with a basic function: to explain the maximum information
about a fact in the least time and space possible, and with greatest communicational
effect. It should be able to arouse interest in the public.
- News does not exist if a correspondent does not produce it. An event
remains an event; to become news it needs the journalistic effort of the
correspondent.
Editorial characteristics
News should be worked up through:
- simple detached, concise and clear language.
- short sentences, one idea per sentence, and with plenty of active verbs and
concrete nouns.
- avoiding technical expressions that only a few can understand. Using the
language of the common people.
Opinion and information should not be confused.
Sources need to be checked – facts and words.
There are several possible approaches to preparing news: two of those
presented here are the ‘take’ and another less rigid approach which permits those in
the ANS office to write up the points the correspondent offers. The reality is that
many Salesian ‘correspondents’ are really volunteer stringers, in journalist terms,
with many other tasks to do. They have neither the time nor, sometimes the
journalistic training to do more than offer the basics for others to write up on their
behalf.
Preparing a news ‘take’
For the Agency, news consists in writing one or more ‘takes’ or pieces of
content.
A take is brief. Maximum length is usually 10 lines.
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The first take must be self-sufficient, that is it should not require additions in
order to be understood. Successive takes are to add information; but all elements of
the news should appear in the first. Writing a news item in one or more takes
depends on the importance of the news to be transmitted and on those who will be
reading it.
The structure of a take.
The first take opens with a lead, that is to say with the most important part of
the news item.
It remains the case that news is best written according to the classic five
questions formula of, i.e.: who, what, where, when, and why. And useful, too, ‘how’.
Writing headlines
There should always be a headline heading the news item.
The aim of a headline is to identify, announce and summarise the information
contained in the news item, as well as to convince and arouse interest.
A key or base word opens the headline (two words at most).
Example: DRUGS: SALESIAN THERAPY COMMUNITIES FROM ITALY MEET.
ANS headlines should be no more than 55 keystrokes.
Narrative text headlines are usually a sentence worth – possibly where the
verb remains implicit. Topic texts normally have headlines without a verb.
Another approach to prepare news for transmission to ANS
(a) Choose a brief title
(b) As a basis for putting your news points together, have no more than 3
central ideas and 7 details (regard these figures as maximums).
(c) Indicate sources if possible
(d) Indicate the province or circumscription of origin
(e) Indicate the Salesian sector best represented by the news (YM, Formation
etc)
To this we can add: aim for a regular rhythm; experience has shown that
monthly is a minimum rhythm that works, especially if a province has several
persons who are prepared to work on that basis. It is not too demanding on
individuals, yet enables a good flow of news to ANS if one considers 90 plus
provinces working on that basis!
64
A table demonstrating a worksheet that could be used for a news item,
BASIC NEWS FACTS
1. FACT
2. WHERE: PRECISE LOCATION
3. WHEN: DATE (time)
4. WHO: PEOPLE, GROUPS…
5. HOW MANY: GROUPS, PARTICIPANTS…
6. WHAT
7. WHY
8. HOW
9. IMPORTANT ASPECTS
10. OTHER THINGS OF INTEREST
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11. PROBLEMS
12. POSSIBILITIES
13. COMMENTS
14. STATISTICS
15. DOCUMENTS (programmes, texts, speeches etc.)
16. PHOTOS, VIDEO
17. SOUND RECORDINGS
65 The link between correspondent and the ANS office
The correspondent’s work is not complete if the information does not arrive in
the ANS office in good time.
Important or very relevant news should be consigned as soon as is possible.
Standard news items can be consigned together in a single mailing on the
first day of each month.
Events for AS agenda, instead, should be consigned before the 20th of each
month.
Material should arrive preferably through email, either to the ANS address or
to individuals working there.
66 Using the telephone
The telephone – cellular or otherwise – is one of the most useful tools used
by journalists, particularly agencies. Information can be given and received by
phone. The phone is useful when there is urgent need to check details or make
immediate contact.
When a journalist makes contact for the fist time, he should identify himself,
the news organisation for which he is working, and the reason for his call.
Brief statements by phone are possible, as well as brief interviews. To be
really faithful, a tape of the call would serve proper journalistic purposes.
Questions should be brief and to the point, and aim at providing
everything needed for writing a complete news item.
The phone call should then be transcribed and worked into a statement or
interview format.
67 Using email
Email is the most common tool used for linking correspondents with the
Agency.
Email should be checked daily at least once.
The correspondent should normally write and receive news items ‘off-line’,
i.e. in an attached document – the email makes reference to the kind of document
attached.
The attached document is best formatted as RTF (Rich Text Format) or in
current versions of Word (i.e. avoid using versions before Word ’95).
The subject box indicates in a couple of words the nature of the item
despatched. It is important to include this in the name of the document – it is not
enough to receive a doucment like ‘Italian.doc’ or ‘captions.doc’, since one can’t
distinguish one file from another like that.
Using ‘urgent’ or ‘very urgent’ mode, when necessary, saves time by
speeding up distribution via the server.
68 photographs
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When email does not permit the transmission of photo-quality images, more
traditional methods - airmail post - need to be used.
Photos should be sent in landscape format rather than portrait, preferably 10
x15cm dimensions, in colour and always accompanied by captions which identify
subject, date, place, topic or event etc.
Slides are also useful.
NB. Problems tied to photo transmission.
This concerns technical and practical problems relating to a photographic
news service. Technical advice should be sought on these matters. The ANS office
is always ready to respond to questions of this kind.
Organising information from outside the Salesian community
69 Information from outside the Salesian community should also be organised.
Consider the following :
- relations with communications personnel in the local area (1),
- active participation in the local Church’s commitment to communication (2),
- setting up several provincial offices for social communication:
- Salesian information office (3),
- Public relations office (4),
- office for promoting the Salesian image (5),
- Press review office (6).
70 The aim is not to propose heavy and complicated structures. But to indicate
some areas that are possible for a province. The distinction between the different
areas does not mean that there need to be different persons responsible for each.
One person can cover many aspects. On the other hand, perhaps not all Provinces
would be in a position to be immediately organising the services shown here.
The Province Delegate needs to think, however, of the wide area entrusted to him. It
is important that he get responsible assistance from the Social Communication
Commission.
71 Our starting conviction is as follows: There is need for a greater presence of
our Salesian message in the media.
There is no lack of interesting experiences on the part of some confreres
when it comes to being part of the media; but it does not appear that these
experiences represent a coordinated or specific effort on the part of communities.
Getting the Salesian message 'out there' is part of the Province Delegate's
task. This would be a realistic way for Salesians to meet the challenge of social
communication: Social communication is also a way, an important way, to be in
touch with the Salesian mission.
Statements alone are insufficient. We need the personnel!
72 Relations with structures and communications personnel in the local
area.
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A mutual understanding between those working in the same sector is the first
step to be achieved for effective cooperation. A list of structures, people and media
to keep in contact with can be drawn up.
- For personal contact.
- For work contact.
- For contact between institutions.
These are the bridges of understanding over which information can pass
beyond the community .
We have already said something about World Communications Day. The same
idea is taken up again here, but not just for that Day.
Friendly relations encourage other encounters. These can be listed in the
calendar of events. The Province Delegate should remember that he not only asks his
colleagues for information but also offers them information useful to them.
We will return to this again when we speak of Salesian information offices. Here we
see the urgency for coordination between province and national levels. The two
structures should be of mutual support.
The relationship is not limited to people only. It should also be institutional,
for example with the local Church structures tasked with organising along the lines
of Aetatis Novae. The same can be said, especially in large cities, for civil and radio
and TV journalism structures.
73 Participating in the local Church’s commitment to social
communication.
The Pontifical Council for Social Communications, on 22nd February 1992,
promulgated its pastoral instruction celebrating 20 years of Communio et
Progressio. The final paragraph of the text carries this heading: The need for
pastoral planning, and examines two points:
- The responsibility of the Bishops
- The need for a pastoral plan for social communication.
An integral part of the text is the appendix: Elements for a pastoral plan
for social communications.
74 One of the first duties of the Province Delegate is to carefully read what is
said in the pastoral instruction. The Bishops’ responsibilities are presented in
number 20:
“Recognising the value and the urgency of the needs arising from media
activity, the Bishops and those whose duty it is to decide how to allocate the
Church’s limited human and material resources, should act to give it due priority,
taking account of the particular situations in their own nation, region and diocese.
This need may be greater than ever today because of, at least in part, the
great ‘Areopagus’ of contemporary media has been more or less overlooked by the
Church up until now.
As the Holy Father has noted: “Generally preference has been given to other
means of formation and evangelisation, while the mass media have been left to the
initiative of individuals or small groups who take only a secondary place in pastoral
planning."
This is a situation needing to be corrected.
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75 Cooperation from the Salesian Province can occur in many ways:
- through the presence and participation in what is being organised at
diocesan level,
- through taking initiative first if the diocese is not yet organised – proposing
to help form communicators
- through liturgical animation,
- through youth groups,
- through participation in local radio and TV broadcasts,
76 Internet
Two matters are chosen here concerning the internet. Both have different
issues attached to them.
The first: Use of the internet.
The second: The usefulness of the internet.
77 The use of the internet.
This is not about details but only about what touches on the work of the
Province Delegate for social communication, recalling the social dimension of the
phenomenon.
The Delegate is interested in educating the navigators, adults or young
people.
There is technical, moral and social education where the internet is concerned.
This is an educational area where the Province Delegate needs to be concerned about
planning and coordinating. We need to learn how to use the internet to speak about
the faith, to teach, pray, educate, inform. Once we have overcome the evil of
uncontrolled navigation, it can become a real gift from God. Perhaps it is a goal to be
aimed at. The primary factor is education.
As in every other sphere of life and activity the result is assured by timely
planning, so here too with the internet – we should not fail this appointment offered
to us by new technology.
78 The usefulness of the internet.
In making use of the internet for our own purposes we recall the importance
of being professional. Help from professionals can make our on-line presence
visible attractive and effective.
Animation – production
79 The Delegate’s role here clusters around three attitudes.
- respect for business processes and the various competencies involved.
– coordinating this aspect together with the rest of the province’s part in the
communication’s field
- guaranteeing the Salesian character of the enterprise.
80 Respect for business processes and competencies.
The Province Delegate becomes part of the business side of things taking into
account three aspects:
- the explicit delegation he receives from the Provincial in the service of
animation of this aspect, so he is clear about where his competence
lies in this area.
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- the typical organisation each enterprise has for its functioning, with its
structures for decision-making and internal tasks;
- its qualified and competent personnel (to avoid interventions that do
not correspond to the management of the enterprise).
Respect for competence is a sign of recognising the autonomy of this area.
81 Coordination
The Delegate needs to see to this.
A business venture has human resources, structural capacity, a mindset open
to reality and to the future.
The province's social communications organisation can take advantage of all
this, not to distract the business from its task but to use it to help communities grow
in their understanding of communication.
Maintaining personal relations with those working in the enterprise, following
the development of initiatives and projects, knowing the annual planning for the
enterprise, can help the provincial social communication project.
For the Delegate it is not a matter of coordinating the personnel, but
coordinating the projects and approaches.
82 Guaranteeing the Salesian character of our business ventures.
This is the fundamental point. This is followed up firstly in discussion with the
Provincial and his Council, not directly with those responsible for the venture. Again
we recall:
- the promotional and educational dimension of business activity,
- the planning dimension through the business’s drawing up of a statement of
intent,
- the formation dimension as regards employees, so as to achieve the aims of
a Salesian enterprise.
From all of this it is clear that there has to be support from the Provincial and
his Council for the person who represents them in his role as Delegate.
One concrete form of support is to see that the Delegate is part of one of the
Business management councils.
Some important issues for running a successful business venture
83 Some prejudices to be found in Salesian communities where business is
concerned;
Relations to be established between the province and the venture.
84 Common prejudices.
Communities, generally speaking, are not in favour of social communication
business ventures. A number of factors come into play here.
Some prejudices are practical and others theoretical.
85 Practical.
The following, amongst others:
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- lack of knowledge about the business sector: few Salesians have had work
experience in business, so they see businesses as a distraction from the charism;
there are also few Salesians with the special competence required for managing a
complex business with its various business regulations.
Often this lack of knowledge gives rise to doubts and suspicion;
- some financial concerns: The experience we have of social communications
business ventures in some provinces has not been positive. In some cases the
financial collapses have put provinces into serious difficulty.
Why unnecessarily run this risk?
- the religious circumstances of confreres running business ventures:
communities can be concerned about the religious life of those working in a business
venture, especially considering aspects touching on religious poverty.
It seems to them that it is difficult to observe poverty when operating within
projects, finances, purchases involving huge amounts, public relations expenses and
so forth.
And there is occasional evidence of confreres living apart from community, in
situations which are not a strong witness to the Salesian charism.
The first task of the Province Delegate is to help Salesian communities to know
how to view the business side of communication objectively and sympathetically.
This is not something beyond the ambit of the Salesian charism.
This is not some new choice contrasting with tradition.
This is not an activity for some people, carried out as a personal ‘thing’, but a
provincial and community activity, part of the project for Salesian presence in a
Church or civil jurisdiction, and within the broader educative and pastoral project of
the province.
If the above prejudices are not overcome it will be very difficult to foresee
development and growth in this area.
We believe it is most important to be convincing about the Salesianity of
communications work and of the work of a business venture in communications.
86 Theoretical:
Theoretical fears include:
- the easy opposition that can be created between ‘business’ and ‘ministry’.
A business has power and money. Pastoral ministry is defined rather by
service. There is some truth, no doubt, in what has been just pointed out. We
cannot and must not, however, make them absolute terms almost as if one is good
and the other is bad. There is also ‘powerful’ pastoral ministry. And there are
business ventures which ‘serve’. Short circuits only serve to confuse.
If the reality was only in the simplistic terms above, how could we explain
such a massive and active presence of the Church in communications and
communication ventures?
How could we explain the no less nor secondary part that the experience
played in Don Bosco’s life?
Today especially the Church is attentive to and concerned with the
communications area and communications ventures. These have become vehicles
for the Gospel! What has been said about the concerns should make those who work
in this area be more attentive and not allow themselves to be taken up by aspects of
power.
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- fear of losing personal contact with people and letting oneself be convinced
by the audience (the public) in making editorial choices. The fear points to a typical
Salesian sensitivity: seeking personal encounter with those we minister to.
It indicates also the desire to seek truth in the face of concerns about current
fashions. This concern should not be under-estimated.
It concerns every Salesian of Don Bosco.
It all indicates that social communication and business ventures cannot be
reduced to material things, instruments, structures.
A richness of structures and means does not represent the total commitment
of Salesian communities working for the young, especially the most needy and for
ordinary poor people.
Structures and means are part of a wider project that always puts the person
of the one we work for, and our intention to save that person, at the centre of the
Salesian work.
87 Relations between province and enterprise.
- It is the province’s duty, through its offices responsible for daily life and
activity, to organise communication and in particular communications business
ventures;
- each type of evasion by the province, that is by the Provincial and his
Council, either at the level of ideas or in practice, cannot but cause problems and
difficulties in the immediate future;
- the provincial and his Council need proper help in their animation and
government of the sector: which explains the function of the Province Delegate for
social communication, assisted by a commission of experts in the field;
- the province project should take into account all areas of life and activity, to
coordinate, animate and govern the way forward for everyone and everything:
structures, people, organisations and perspectives;
- the organisation of business enterprises and ventures, with a definition of
roles internal to the work and functions demanded of people, groups and councils,
serves to respect each one’s competence and ensure the ordered development of
the enterprise.
Don Bosco put himself in the vanguard of progress. The Salesians have the
strength and possibility of continuing their Father's and Founder's choices.
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CHAPTER THREE: THE DELEGATE AND HIS TEAMS
88 There are frequent questions about just who is involved in Social
Communication in Salesian communities.
The Delegate
89 GC23 spoke of social communication (cf. Acts nos. 254-260: “The journey of
faith of the young demands from the community a new form of communication”) in
the context of deliberations concerning Salesian activity. It indicated the need for the
Provincial to appoint the province person responsible for Social Communication (n.
259).
90 This confrere takes the title of Province Delegate for Social
Communication. Other delegates exist in the organisation of a Province; they
animate the different Salesian community activities.
91 The clarification needed here is as follows:
- Each Delegate receives his delegation directly from his superior. When this
does not happen it creates uncertainty about what to do (how much to do, how to do
it) and also about any eventual evaluation of the work done. It is worth noting that
precise delegation helps guide the one in charge and is an authoritative support for
his work in the community.
92 It is convenient, then, for the Delegate to come to an understanding with the
Provincial and his Council about the limits and possibilities of his work, once he
has received his obedience to animate and coordinate social communication in the
Province.
93 The departure point and basic guide for working in social communication
needs to be worked out (by the Provincial, Provincial Council, the Delegate) from
indications given in the Constitutions and Regulations, from the Project of Animation
and Government of the Rector Major and his Council (for example for the six year
period 2002-8) and from the SSCS document..
Social Communication teams: Commission and Advisory group
94 The SC Delegate is essentially a team person. He will normally be assisted by
a Commission and at times will also have an advisory group. It depends very much
on the situation and needs of the Province as to whether there is a commission and
an advisory group, or just a combination of the two. Some provinces call whatever
entity it they have by other names, but the functions are clear. The Commission
works directly with the Delegate in promoting Social Communication in the Province.
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Its role is spelt out clearly in SSCS n- 167 ff. The Advisory group enables him to
seek advice, and is available to study aspects that need further exploration, helps
accompany the processes and so on.
Social Communication Commission.
95 The commission should be in a position to hold frequent brief meetings. The
commission’s work covers various functions. Without being exhaustive, we can
offer the following basic ones:
The commission as a working group.
96 Social Communication planning depends directly on the Provincial and his
Council at Province level, on the Rector and his Council at local community level.
The Social Communication Commission is a working group in the service of the
provincial and local communities. The commission does not impose on, stand aside
from, or interfere with the project; it assists by studying the problem/problems
arising in the realities of life and action without losing contact with the Salesian
reality. To lose contact with Salesian reality would mean losing its precise function
of animation. ‘Being at the service of’ includes providing impetus and pushing on
ahead.
Study of the problem of communication in all its forms, and study of the real
problems of the Province and communities where communications are concerned
(therefore problems of personnel as well as activities): these all form part of the
commission’s function.
The commission as an experimental group
97 The commission backs the Province Delegate and takes on the task of
experimenting with:
- new projects,
- formation courses for young people and adults,
- activities aimed at different areas of Salesian activity (schools, parishes,
oratories, activities with the young-at-risk, associations, liturgy etc.) in provincial
communities,
- renewal and coordination of traditional activities (drama, community halls,
singing, music, etc.)
- links and cooperation with institutions in the local area, be they
ecclesiastical or civil
The commission as a planning group
98 The Provincial and his Council are primarily responsible for the planning and
execution of the social communication project of the province. They get this done
through the Commission. In fact, the Commission is, and functions as, a project
office in the social communication sector. There is ample room for action here.
99
As a planning group the Commission extends its services to the local
communities as well. The Educative and Pastoral Community (EPC) and the different
councils of works run by the community need help in formulating plans and projects,
according to the demands of the area, the community, and forces actually present in
the field.
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The commission as a communications centre
100 The term ‘centre’ recalls a double need which the commission should keep as
part of its agenda:
The centre is a frame of reference: in terms of organisation.
The centre is a service: in terms of coordination.
101 the centre is a frame of reference: in terms of organisation.
The first task the Province Delegate and Commission must carry out is to
organise the Social Communication sector. This is a sector for Salesian presence and
action.
To organise means:
• studying the situation,
• noting resources,
• checking on possibilities,
• planning what is to be done,
• seeing to its evaluation,
• starting off with the new project.
102 Provinces are sufficiently accustomed to working to a plan and organising
pastoral ministry. Now they need to be ready to be part of this dynamic.
[delegate, consulta, commission, local coordinators…]
103 the centre is a service: in terms of coordination.
Often what is lacking is coordination. Provinces are not always fully aware of
what already exists in communication. Not all the qualified personnel are valued.
Not all the instruments are used to their best capacity. Not all communication
realities are connected (publishing, Salesian Bulletin, local bulletins, printing,
production centres, youth free time activities, libraries, meeting places, various
publications and so forth).
The Commission can offer this much-needed coordination and build up a
unified and systematic communication.
The Social Communications Advisory Group
104 The delegate and his commission may wish or need to have an advisory group
whose role is akin to that of the World Advisory Council. It accompanies, evaluates,
researches, guides, studies social communication as it occurs in the Province context.
It keeps contact with local communities and the province centre. It assists in the
many technical issues at local community level.
The advisory group can be there as a group of experts in the field to help
projects succeed, and certainly to advise on the process. Communities should not be
left to themselves. Accompaniment ensures two essential things: continuity of
projects - when it comes to action, the greater challenge lies in the ability to execute
projects planned by others.
Projects need to be monitored constantly to ensure that they are moving in
the right direction, and in line with changing situations.
The work of accompaniment offers excellent opportunities for ongoing
formation of teachers, leaders and other workers.
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The commission responds to communities’ needs. It keeps contact with local
communities and the province centre. It assists in the many technical issues at local
community level.
Local Coordinators
105
Just as there is a delegate at Province level, there needs to be a local
coordinator at community level. This is a level of activity not regularly developed
thus far in Provinces. Details of the role can be found in SSCS n- 173 ff. One
particular task of the local coordinator is to be in regular contact with the Province
Delegate for social communication, especially to help ensure that projects at local
level can be seen to fit within the overall SC system which is being promoted by the
Province. This is not intended to be a restrictive comment, but a guiding one.
If the correspondents' network is to be a reality, it is local coordinators for SC
who will be the backbone in that they are often in a position to alert either the
Province Delegate, or ANS directly, of initiatives and events.
106 A Database on personnel resources. One of the initial concerns of the
Delegate will be to discover the talents that are around and to encourage their use.
Many young people have both the inclination and the ability to work in
communication. The same is true for a number of confreres. The preparation of
personnel and qualification for the sectors of Salesian presence are the primary
objectives of the work of animation and formation on the part of the Province
Delegate.
At the provincial level we have seen that it is more useful than ever to have a
database with the names and qualifications of those who can help or collaborate in
the communication area.
Having some names available could be very useful for certain situations, for
example, when the Salesian community
- celebrates some event
- prepares a significant occasion for the young or the poor in a local area
- has to correct misinformation about Salesians or Salesian Family life and
activity.
– launches an initiative for involving others in the development field, or in
education or evangelisation.
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CHAPTER FOUR: STRUCTURES AND SERVICES
107 The ideas presented here do not mean that all provinces have to set up all the
structures described. There is no need for discouragement for a province that cannot
move ahead in some of the areas suggested here…it doesn’t mean to do nothing.
Each province chooses what is possible amongst the ideas offered, according to
resources and practical means.
Other structures
Information Desk
108 One of the first provincial offices useful for the life and activity of the
province, but also helpful beyond the Salesian community could be a Salesian
Information Desk. This can be organised simply.
It responds to initial questions about the life and activity of Salesians in the
Province, the nation, the region or the world. It should therefore have basic
information at hand:
- number of confreres (in total and per province),
- number of communities (in total and per province),
- missionary presence (how many confreres in the missions, how many mission
areas etc.),
- new presences,
- how the various works are grouped (with information about education,
evangelisation, development),
- particular activities (street children, refugees, etc.),
- experiments that are in place
- and whatever else helps to present the Congregation objectively.
109 This office or desk can be further enhanced through essential reference to the
Salesian Family:
- groups,
- what they are doing,
- particular projects
And yet further enhancement through reference to the Salesian Movement:
- nature of,
- who belongs, the life of,
- organisation.
It is in the interests of the Province Delegate for social communication to
already have ready immediately usable data in the case where information has to be
quickly provided.
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Public relations office
110
Aetatis Novae speaks about public relations thus (n. 31):
“Public relations require active communication on the Church’s part, through
both secular and religious media.
Involving readiness to communicate Gospel values and to publicise the
ministries and programmes of the Church, it requires that the Church do all in its
power to ensure that its own true image reflects Christ.
A pastoral plan for social communication should seek:
– to set up public relations offices with sufficient human and material
resources
– - to make effective communication between Church and community
possible
111
The Province Delegate for Social Communication should consider the need
to be active in communications; not merely waiting for others to ask for information
but offering what we think should be known about Salesian life and activity; a
balance between visibility and over-exposure.
Not to be visible means not being known.
To be over-exposed creates indifference.
The need to have contacts with the other province delegates working in the
same Country and Region.
112 The main tasks of this office could be:
- to be in contact with those responsible for social communication:
- to present Congregational policy regarding the various problems or topics
being debated and faced in public;.
- to respond to questions arising from daily life, or from particular high profile
events regarding educational aspects or referring to young people;
- to prepare for Congregational event so they do not remain at simply the
level of external celebration.
- to be a place of technical support or reflection at times when the
Congregation is expressing its values.
- to prepare official communiqués to be sent to
whoever needs to be informed:
- to point out the truth of the facts involved;
- to offer a key to reading situations which give rise to questions or problems;
- to guide public opinion.
- to be present in an accredited, official way on behalf of the institution, at
meetings and conventions, round-table conferences and debates for all who work in
the field.
A formal statement of one of the above items usually comes as a press release. The
SC Delegate, in consultation with the Provincial or person(s) delegated by him for
this purpose, will see to the preparation and release of such statements.
113 Specifically in reference to possible recipients.
In today’s context, for an institution like the Salesians inserted actively into
the life of people from so many and different nations around the world (first, second,
third or fourth world), it would be useful to have a structure that can help:
- present the objective reality of the Congregation,
- amongst other institutions, civil and religious;
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- social communications media often looking for news, positive or negative,
about or involving the Congregation in different Countries,
- by becoming an official spokesperson for the institution to the wider public,
and
- a recognised filter for news transmitted beyond the institution.
- to build an appropriate image of the Salesian community in the world, in
view of a better penetration of the social and ecclesial fabric, and
- for a more visible and transparent dialogue with those parts of the public
interested in Salesian experience.
- in knowing, more completely, the reactions around the world to the many
Salesian initiatives:
- in education,
- in ministry,
- in being a collator and collector of news coming to the institution from
outside.
114 The service to be given demands that the one in charge of this sector be
officially known and officially appointed by the Provincial and his Council as a
reference person.
Office for promoting the Salesian image
115 The promotions office belongs in spheres of everyday life and offers original
and appropriate viewpoints concerning the institution it represents and promotes.
This is the most important, and often the most difficult task. Often times it is
hidden. But to promote the image of a person and an institution we need to:
capture the image,
manage it and
explain its meaning in terms of quality and quantity through media and press
in order to arouse sympathy, attention, agreement for the person or institution,
choices made, interventions, values.
From one point of view of communication this is called making news. We need
to understand this well in order not to be presenting images without content!
The times and modalities of image-making are dictated by real circumstances
in the life of people and the Congregation. We need to be attentive to and adapt to
different local situations. The image of the Congregation can and should develop
where it is a case of:
- The life of the young,
- The life of ordinary people – cultural renewal,
- The rights of those without a voice,
Press review office
116
A press review office could sound like a secondary task. However, it is the
prior condition and context for the two previous tasks of image and public relations.
The service is about:
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- gathering together whatever forms part of public opinion
- positive or negative, in the media regarding aspects of Salesian life and
activity;
- archiving what interests or challenges the Congregation in different spheres
of life and Salesian mission;
- updating constantly the data to hand on to those responsible for life and
development in the Congregation, concerning reaction from the mass media.
117 The daily work of gathering this sort of information, for an institution as
widely spread and as large as the Salesian Congregation, cannot be left solely to the
Centre in Rome. Individual Provinces are directly concerned. The Province Delegate
should also have an eye to this area. What is of general interest, the Province
Delegate sends on to ANS.
Services of particular value to a province and local communities
118 The House Chronicle: art 178 of the Regulations indicates that it is the duty of
the Rector who should 'compile or see to the compiling of the house chronicle'. That
having been said, it is an item of communication which also deserves the attention of
the Province Delegate – perhaps in terms of some helpful recommendations for
compiling the chronicle in communities. These recommendations could include
comments along the following lines:
- chronicle writing as a form should correspond with the classic 5 questions – who,
what, when, where, how, and occasionally why!
- include what is valuable in terms of the history of the community. It is more than
a list of who went out or who came in.
- the style should be narrative.
- context and atmosphere are important for chronicle writing, so it may be necessary
to make reference to national, state, ecclesial, parochial... circumstances.
- people's names are to be quoted precisely for later identification.
- value judgements should be left out ('Scripta manent'!).
- an entire range of other material forms part of the chronicle: photos, programmes,
invitations, CD and other digital material....
- it is best to date all items for the sake of posterity.
- an appendix can contain the community timetables.
119 Mortuary letters: the letter emanating from the community (normally) where
a confrere has died, is an important act of communication and one which the
Delegate for social communication is in a position to advice communities on in
general terms. The advice given would be along the following lines:
- the style of presentation: needs to be legible, and have a certain elegance
- for archiving purposes and wider (Congregational) use it should keep to the
dimensions in general use (AGC: 15x21cm)
- a certain balance to be kept from one letter to the other; the province could advise
a certain length, for example.
- reminder to Rectors of their duty to produce such a letter.
- as the letter may be the only record of personal data on a confreres, this data
should be as complete as possible.
- avoid too much emphasis on the final illness: this letter is more a statement about
the life of the confrere.
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- focus on what has been distinctive about the life of this confrere in the
Congregation.
- if quoting directly, then due thought needs to be given to placing the quote in
context.
- before publication the letter should be read and commented on by several others to
ensure that it has been well put together.
120 The archives: chief responsibility for archives at Province level is given to the
Provincial Secretary (R. 159), and the article quoted above for the chronicle at local
level also includes reference to the house archives. There is, additionally, a more
general comment on archives in R 62. The Elementi Giuridici e Prassi Amministrativa
nel Governo dell'Ispettoria, last published in 2004, and certainly available also in
English and Spanish, is a basic reference also for the SC Delegate, at least for his
general awareness of the issue. It contains information on ways to preserve
documentation and to set up filing and categorisation.
121 In these days of rapid development in digital technology, some thought
should also be given to conservation of digital materials: 'text' in its most general
understanding (includes photographic, audio etc.) is in danger of being lost if it only
exists in digital form. It may in many instances be converted to hard copy, but
choices can also be made to ensure adequate backup of digital material especially if
there is no hard copy available or desirable.
122 The Delegate for social communication has a role to play, along with his
teams, in advising the provincial and local communities of issues pertaining to
protocol and procedure for due secrecy of digital material. Many sensitive
documents these days lie on hard disks in provincial offices and the like. It is
possible, using free software (one example amongst others is TrueCrypt) to easily
create encrypted material and virtual disks which can only be traced by the
individuals who hold the username and password.
123 A style manual: while various examples of style manuals exist in the
communications world generally, it could be appropriate for a Province to have a
style manual which brings together many of the issues contained in this handbook
and presents them in terms of a style manual for use in the province – points made
above concerning the mortuary letter, are one example. At the General House, there
are several examples of this kind of manual – a Vademecum used by members of the
General Council and a Style Manual as such in preparation though not, at this point,
finally approved. Guides of this kind might include reference to publishing in the
Province (also drawing on documentation from the General Councillor for social
communication on this matter, cf. AGC 390), adoption and use of a province logo,
conventions in use for published materials or for internet materials.
Some issues of particular interest and concern
124 Open source, the Free Software Movement (FOSS): One area which has
enough global impetus to warrant being monitored and considered both theoretically
and practically at all levels of the Congregation, is that of Open Source software and
the Free and Open Source Software Movement (FOSS when combined). The
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spoke of the fact that 'the Internet requires international cooperation in setting
standards and establishing mechanisms to promote and protect [the common
good]....Determined action in the private and public sectors is needed to close and
eventually eliminate the digital divide'. Fr Pascual Chávez, in his Letter in AGC 390
spoke directly of the matter, commenting that 'Open Source is a way of moving
towards the democratisation of information and culture'.
The issue is a prime one for consideration at Province level by an advisory
group if not by the Commission itself. It becomes increasingly difficult, especially in
some poorer nations and provinces, to sustain proprietary software, and there are
ethical issues to consider as well. FOSS deserves consideration as an alternative for
reasons pertaining to: legality (avoiding piracy), cost effectiveness, independence
from 'lock-in' to a single system, the collaborative and community culture it
subscribes to, its flexibility.
125 Educational and institutional challenges: Fr Pascual Chávez, in his AGC
390 Letter on Social Communications, lists a range of present day challenges to
education under the headings 'A culture of...', then a range of challenges to the
Congregation – its communication of the charism, the challenges of technology, of
use of time, of media, of formation. These too are issues to be taken up at Province
and local level for reflection and, where needed, action.
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CHAPTER FIVE: COORDINATION WITH OTHER
PROVINCES
Areas for cooperation and coordination
126 The handbook opens up horizons for the work of Delegates at Province,
National, Conference and Regional level in social communication. Here we limit
ourselves however to a few criteria and areas, and in particular mention the following
three:
- co-productions,
- copyright,
- exhibition of Salesian products.
Co-productions
127 From the list offered in preceding pages we can see the possibilities for shared
work between those working in the same area. Present as we are with our
initiatives, enterprises and activities in every continent, we can build up a network of
relationships and achievements. The topic is not an easy one – there are many
problems:
- problems of qualified personnel for this kind of work,
- problems of doctrinal interests and practical choices,
- problems of an organisational nature between partners,
- problems of mutual trust including in the finance area,
- problems of civil legislation,
- problems of editorial rights…
128 Commitment and constancy in pursuing the objective can overcome the
problems.
Provinces and Inter-provincial Conferences have responsibility in this area. The
experience of past years is positive with regard to publishing and radio. One large
publisher has helped others which are less strong and economically fragile to plan
together a Salesian presence in Catholic and State schools.
It is necessary to follow a path that thinks about both the clarity of relationships and
legality of the arrangements. Leaders in a province who want cooperation and a
common project are called upon. The Department plays the part of guarantor in
stipulated agreements.
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Copyright
129 A second area for broad understanding in each province is that of copyright.
Given the common experience of different costs of living not every province can
count on having people qualified to manage a business.
Consequently, some provinces have the possibility of offering studies, research,
training aids, educational, pastoral and evangelisation materials to others.
It would be possible, with bilateral or multilateral agreement, to give the right to
reproduce and print materials themselves, avoiding the need to import the finished
product at unsustainable costs from elsewhere. Piracy is something we should avoid
as morally indefensible.
130 We have some experience already in this area. Many of our publishers
(printed materials and audio) with the go-ahead of their province, open their
publications to other nations. It would be good for this practice to grow. Evidence of
one example of teamwork between provinces was in Brazil, in preparing the Salesian
logo.
The Department (DSC) can be a mediator in these kinds of contacts while leaving the
contracting parties to work out the details of the agreements.
An exhibition of Salesian products
131 The provinces from two Salesian Regions have tried out the experience of
combining forces to mount a book fair for their continent. The province where the
exhibition takes place take on the task of coordinating the involvement of other
interested provinces, setting up the materials to be displayed, ensuring the
necessary publicity for the products, taking eventual orders, creating contacts
between publishing houses and buyers.
132 When different countries take turns at mounting the exhibition, the burden of
organisation is then shared between all the provinces. We have plenty of potential in
this area. Being open to new ways of working together will help the image of
Salesian presence.
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Alphabetical Index
A style manual ...................................................................................................................37
Aetatis Novae.....................................................................................................................34
AGC 390 ................................................................................................................................
Chávez .............................................................................................................................3
Animation ............................................................................................................................9
ANS....................................................................................................................................20
Appendices.............................................................................................................................
Salesian Social Communication System .........................................................................6
business ventures ...............................................................................................................26
Calvo J.L ............................................................................................................................18
charism, Salesian................................................................................................................12
charism, the ..........................................................................................................................6
Chavez....................................................................................................................................
AGC 390 .........................................................................................................................9
Chávez..................................................................................................................................6
Christifideles Laici...............................................................................................................8
Church’s commitment........................................................................................................24
Co-productions...................................................................................................................39
Communio et Progressio....................................................................................................24
community, the ....................................................................................................................6
conference level ...................................................................................................................3
conservation of digital materials........................................................................................37
contents of an SC Plan .........................................................................................................6
cooperation and coordination.............................................................................................39
Coordination ......................................................................................................................26
copyright ............................................................................................................................40
Copyright ...........................................................................................................................40
Correspondents' network....................................................................................................19
crisis communication ...........................................................................................................6
Curricula ............................................................................................................................10
Database ............................................................................................................................32
Delegate for Youth Pastoral Ministry ..................................................................................6
delegation from the Provincial.............................................................................................4
Economer’s department .......................................................................................................7
Editor of The Salesian Bulletin..........................................................................................14
editorial policy ...................................................................................................................14
Educational and institutional challenges............................................................................38
Educative and Pastoral Project.............................................................................................4
educommunication ...............................................................................................................9
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email...................................................................................................................................22
exhibition of Salesian products ..........................................................................................40
External information ..........................................................................................................11
Feast of St Francis de Sales .................................................................................................8
finance ................................................................................................................................15
Formation .............................................................................................................................7
Formation to SC - Guidelines ............................................................................................10
Free Software Movement...................................................................................................38
GC24 ..................................................................................................................................13
General Councillor for social communication...................................................................37
Information ........................................................................................................................11
Information Desk ...............................................................................................................33
internal information ...........................................................................................................11
internet ...............................................................................................................................15
Internet ...............................................................................................................................25
issues .................................................................................................................................26
Journalists ............................................................................................................................8
Local Coordinators.............................................................................................................32
Manual de Comunicación para Ambientos Salesianos ......................................................18
media advocacy....................................................................................................................6
Media education...................................................................................................................9
media public relations ..........................................................................................................6
Missionary dimension..........................................................................................................8
missions..............................................................................................................................15
Mortuary letters..................................................................................................................36
national.................................................................................................................................3
news ...................................................................................................................................20
news ‘take’ .........................................................................................................................20
Office for promoting the Salesian image ...........................................................................35
on-line Newsletters ............................................................................................................15
Open source .......................................................................................................................38
ormation to SC - Guidelines ...............................................................................................3
Overall Province Plan or OPP..............................................................................................6
Photos.................................................................................................................................23
prejudices ...........................................................................................................................26
press release ...................................................................................................................6, 34
Press review office .............................................................................................................36
production ..........................................................................................................................25
Province Delegate ..........................................................................................................6, 15
Province Delegate for social communication ................................................................7, 16
Province Delegate for social communication ...................................................................10
Province Newsletter ...........................................................................................................11
Province Plan .......................................................................................................................4
Province Social Communication Plan .................................................................................5
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Province websites...............................................................................................................17
Provincial ...........................................................................................................................20
Provincial and his Council ...................................................................................................3
Provincial Council .............................................................................................................20
Provincial Council ..............................................................................................................6
Provincial Economer............................................................................................................7
Provincial Secretary ...........................................................................................................20
Provincial’s letter to the Confreres ....................................................................................14
Public relations office ........................................................................................................34
publishing in the Province .................................................................................................37
Redemptoris Missio .............................................................................................................8
regional level........................................................................................................................3
Relations between province and enterprise........................................................................28
Salesian Bulletin ............................................................................................................3, 16
Salesian Bulletin editor ........................................................................................................6
Salesian charism.................................................................................................................27
Salesian community .................................................................................................5, 11, 33
Salesian Family..........................................................................................................7, 8, 11
Salesian Family,.................................................................................................................15
Salesian information ....................................................................................................18, 19
Salesian Social Communication System..............................................................................3
Salesian System of Social Communication (SSCS) ............................................................4
Salesian tradition..................................................................................................................8
SC Delegate .......................................................................................................................29
secrecy of digital material ..................................................................................................37
SGC....................................................................................................................................12
social communication .......................................................................................................15
Social Communication Commission....................................................................................6
Social Communication Commission..................................................................................30
Social Communication Policy..............................................................................................6
Social Communication teams ............................................................................................29
Social Communications Advisory Group ..........................................................................31
SSCS ....................................................................................................................................3
telephone ............................................................................................................................22
The archives .......................................................................................................................37
The Delegate ......................................................................................................................29
The House Chronicle .........................................................................................................36
Vademecum .......................................................................................................................37
Vecchi ...............................................................................................................................16
Viganò ................................................................................................................................12
World Day for Social Communications...............................................................................8
World Social Communications Day ..................................................................................10
www.sdb.org ......................................................................................................................17
Youth Ministry.....................................................................................................................7
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youth pastoral ministry .....................................................................................................15
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