Table of Contents

1. Introduction
2. Vision and Strategy
3. Story Management and Structure
4. Grading System
5. Leadership Structure
6. Team Environment
7. Sustainability
 Introduction

This summer, the EICs have met several times to discuss changes that we want to see
in the next school year. We came up with several structural changes to our story management
system, as well as new expectations for those in leadership roles. With these new systems and
expectations, we hope to provide staff members with a space in which they can feel comfortable
pursuing meaningful projects and initiatives.

What we have discussed has been condensed into this document so that you can
understand what we have been thinking for the past couple weeks. At any time moving forward,
please offer any feedback or critique you might have regarding these systems and goals.

In future years, we hope this document will be continually modified or rewritten by editors
in order to accurately reflect the state of the Voice and serve as a reference location for our
class expectations, long-term goals, and initiatives.
 Vision and Direction

We will create a collaborative environment in which each writer and editor is encouraged by
both their own commitment to the success of the publication and the commitment of their
collaborators, prompting them to produce quality content. Our content will be truthful, eloquent,
relevant to the community, and timely. Writers and editors will not select stories to write based
solely on personal interest, but rather considering the interests of the community and the
obligation of the press to educate and inform. We will strive to ensure complete coverage in all
areas, with a focus on news and sports. In accomplishing this, we will become the primary
source of news for students, parents, and staff members at Palo Alto High School.

We are the only Paly publication that maintains a constant focus on delivering speedy coverage,
which allows us to fill a special niche. This year, we will be focusing on these three points:

1. Establishing a larger network of contacts at Paly in order to cover the notable and unique
stories at Paly, which might be difficult to uncover without inside information.
2. Raising the standard for stories, with clear lessons, a more thorough editing process,
and a focus on news-worthy angles.
3. Creating a more inclusive team culture, where clear communication and personal
initiative are both highly valued.
 Story Management and Structure

This year, we are refining several story management systems in order to place emphasis
on improving the quality of the writing in our stories. We hope these systems will be adhered to
as a result of setting clear expectations, keeping open channels of communication, and
increasing accountability.

Story Ideas​: There will be a spreadsheet of story ideas. Staff writers will be expected to
add to this spreadsheet before the first class of the week. An assigned EIC and managing editor
will be expected to filter these ideas (remove redundant ideas, rearrange misplaced ideas, most
important to least important, etc) the night before. As soon as class starts, a Managing Editor
will begin explaining each story idea thoroughly, and the class will discuss various angles and
multimedia options.

We hope story ideas will adopt unique perspectives and offer new information. Ideally,
members of Voice will create a network of community members who can provide the publication
with otherwise inaccessible or unknown information. A lot is occurring in the community, and
merely listening can provide us with knowledge and insight. The Paly calendar and Palo Alto
Online should not be the only source of story ideas, while they can be good starting points.

While story ideas will occur weekly, we encourage staff writers to pursue their own
stories and add them to the spreadsheet/sign up for ideas throughout the week. Stories are
constantly occurring, and we often don’t want to wait until the next week to cover it. If anyone is
passionate about a story or believes it’s necessary information for the student body, we hope
they pursue this.

Sections​: There will be News, Sports, and Culture sections. Staff writers will be
assigned to sections each quarter, and respective managing and section editors will be
responsible for knowing what stories are being produced in their section at all times. Staff
writers will be expected to write stories in their section at least every other week. Especially
within the news and sports sections, the goal is to increase relevant and timely coverage in
order to engage our audience and become a known source of information across campus.

Features​: There will be feature stories produced in every section (News, Sports,
Culture). We will have a single Managing Editor teach specific feature lessons and edit feature
stories across all sections.

Editing​: There will be three rounds of student edits. One of the story edits must be done
by a relevant managing or section editor (i.e. a news story would require an edit from either the
news editor or the managing editor with a focus in news). This way, we can ensure quality by
having every story be evaluated by an editor with relevant and sufficient experience. Every story
must receive feedback from the class adviser.

Editorials​: Editorials representations of staff-wide opinion and discussion. A high quality

publication will regularly publish strong editorials, and, as such, we should aim to publish three
editorials each semester. However, the following system acknowledges that working with a large
group sacrifices time and efficiency.

Any staff member is allowed to suggest a topic for an editorial. This topic must be
presented to and discussed among the EICs. The staff will be informed of the discussion prior to
the event, and it will be strongly encouraged for each staff member to research the topic and
develop their own opinions. As an editorial is intended to represent the opinion of the staff as a
whole, it is pivotal that members form and express their own ideas, so as to avoid
misrepresentation. The suggester and at least one EIC is responsible for directing and
moderating the editorial conversation. At the end of the discussion, a ghostwriter will be chosen
to draft the editorial, which will then be subjected to the standard editing process.
 Grading System

The grading system must remain objective and provide quantitative measures for a
student’s contribution to The Paly Voice. As quality of work is highly subjective, we have
decided that we will not be directly addressing quality of work in our grading system. The story
ideas, sections, and editing structures we have established will do that for us.

We remain implementing the 18 story credits system, with exceptions for students who
have clearly dedicated their time through other team initiatives. However, at the quarter, every
staff member must have at least 8 credits.

Writing 1 Story = 1 Credit

Editing 1 Story = ¼ Credit
Making 1 Instagram Post = ⅕ Credit
Attaining 1 Advertiser = 1 Credit
Finding 1 Guest Speaker = 1 Credit

While this list includes several common projects, it is not inclusive of all opportunities for
story credits. Any work done for Voice may be credited. Certain roles require different types of
work, and include a wide array of responsibilities. In addition, stories which require more time
and/or commitment might warrant more than one credit. The intention of the eighteen credit
system is to ensure a weekly commitment to Voice work outside of class, rather than to confine
members in what they can produce and pursue.
 Leadership Structure

This section will contain a definition of each Voice leadership position, as well as a
thorough list of their responsibilities, and the initiatives that the leader is responsible for. We
hope to build a leadership structure which defines clear expectations for staff members, allows
them to their initiatives they are passionate about, and promotes an environment of open
communication and feedback.

Editor-In-Chief (EIC)​: Responsibilities include organizing classes, driving large-impact

initiatives (e.g. more editorials, class structure), and delegation of lower-impact initiatives (e.g.
team bonding, finding guest speakers) to other leadership positions. Has executive power in
decision making.

Managing Editor​: Responsible for running routine operations and will work with EICs and
appropriate Section Editors to make large-impact decisions within their focus (e.g. a
comprehensive scoreboard for sports coverage).

Routine operations include:

- story ideas
- posting on Facebook/Twitter
- finding guest speakers
- maintaining biweekly newsletter
- event coverage

Section Editor:​ Responsible for editing stories for their section and overseeing the staff writers
in their section. At any given time, they are expected to have a general understanding of which
staff writers in their section are writing what. They will work with a corresponding Managing
Editor and the EICs on any initiatives specific to their section (e.g. sports scoreboard).

Specialized Managers​: Multimedia, engagement, and business are three operations on Voice
to be managed separately from editors.

Multimedia: To be discussed with Margaret.

Engagement: To be discussed with Margaret and Amy Y.

Business: The purpose of the Business Manager is to obtain funds for the Voice. This year,
primary emphasis will be placed on obtaining and displaying monthly advertisements from local
organizations, such as businesses within Town and Country or tutoring companies. A story
credit will be offered for every advertiser attained for Voice. The quantitative goal established in
discussion with this year’s Business Manager is to enter into monthly advertisement contracts
with at least 5 different organizations this year. Other income opportunities such as Google
Adsense and potential grants will be researched and discussed by relevant parties.

Webmaster:​ Runs the website, Slack, and the Google Suite.

 Team Environment

Every staff member should feel proud to write for the Voice. It is easy to forget that
student journalism is a powerful thing when we get stuck in loops of writing mundane stories.
We should make an effort to continually remind staff writers why journalism is empowering, and
we should continually encourage staff members to pursue their own ideas and lead their own
initiatives. Voice is a place where students can grow as people, journalists, and leaders, and we
need to make sure people know it.

Communication​: Slack is a very powerful tool for communication. It can help us stay
organized, increase transparency, and improve team culture. Channels for every beat,
“weekly-agenda,” and “important-links” are some examples of channels that will accomplish
those goals. Staff members should have bios, profile pictures, and include phone numbers in
their Slack profiles and on Voice staff webpage.

Bonding​: For administrative and liability reasons, Voice is technically not supposed to
be actively promoting team bonding events in front of the class adviser. However, they are
essential to promoting a healthy team culture, and as such, will be coordinated in private Slack
channels.

Event Coverage: ​Managing Editors will be in charge of covering specific events. They
are responsible for finding and organizing sufficient writers and photographers for the event.
The Managing Editor should assign previews and recaps as appropriate, as well as consider
live reporting, whether it be video streaming, live functionalities on social media, or frequent
Snapchat updates. While highly dependent on the nature of the event, the Managing Editor
should be easily accessible during the hours of the event, by either attending with staff reporters
or making themselves available on Slack. The Managing Editor is responsible for consolidating
all photos, videos, and other media from the event.
 Sustainability

Voice should be a growing organization that builds upon and improves itself from year to
year. In order to ensure this, the leadership must commit itself to:

1. Be diligent about connecting, working, and growing with their staff members.
2. Be clear about expectations for each position, and create an organized and transparent
space for staff members.
3. Create a thorough and holistic leadership selection process, with clear qualifications,
justifications, and motives for every decision. This process must include a handoff
period, where outgoing staff members are explaining and guiding the new staff
members, while also empowering them to create and take on their own initiatives and
visions.
4. Work under the new leadership as diligent staff members, in order to encourage and
empower the new leaders.

More detail on the specifics of leadership selection will be written and added or
hyperlinked to this document.