Income Inequality in Asia Leads to Illicit

Financial Flows
In an article for Financial Transparency Coalition, a transparency watchdog, economist
Ann Hollingshead describes the relationship between income inequality, wealth and illicit financial flows
in the context of Asian economic development. In Asia, a strong export sector and high overall growth
rates have led to the creation of a large number of extremely wealthy individuals. In turn, these have
attracted banks, which play a role in moving money out of these countries. This has adverse
consequences for Asian states' ability to provide social services, eroding governance and fostering
corruption.

AUGUST 6, 2013 | FINANCIAL TRANSPARENCY COALITION

Income Inequality, Wealth, and Illicit Financial Flows in Asia

In recent years wealth among the wealthiest has increased. This trend is well-documented in the United
States, where commentators have noted that since 1979, the rich have become richer and the poor have
become (relative to the rich) poorer. Dubbed the Great Divergence by NY Times op-ed columnist Paul
Krugman, this phenomenon may be both a driver and the result of tax policy and tax evasion in the
United States. But America isnt the only country vulnerable to these kinds of trends. In fact, evidence
from recent years has suggested that these trends are at play in several emerging markets, particularly
those in Asia, where incomes are rising with steady economic growth.
Wealth among the wealthiest residents of Asia has increased in recent years. In particular, as the effects
of the Great Recession ebbed, the economic recovery came much faster to high net worth individuals in
Asia. In recent years, more people in Asia have become millionaires. For example, according to RBC
Wealth Management and Capgemini, in 2011, the number of people in Asia-Pacific with assets between
$1 and $5 million rose from 1.9 to 3.08 percent, while their total wealth increased 1.5 percent. In fact, in
recent years, the countries with the largest increases in populations of ultra high net worth individuals
have been emerging markets, including India and China.
There are now 18,000 centa-millionaires, that is, those who have more than $100 million in assets, in
Southeast Asia, China and Japan. This is more than both the number of centa-millionaires in North
America (17,000) and Western Europe (14,000).
We can attribute much of these trends to economic growth and robust export markets among these
countries. Strong GDP growth on its own does not guarantee a nation will see a rise in its wealthiest
citizens. But rapid GDP growth does create opportunities for large-scale wealth creation, and able
individuals in Asia are capitalizing on those opportunities.
Many of these trends are positive. They reflect the economic opportunities associated with growth, which
in emerging markets has not only created wealth among the nations elite, but has also contributed to
rising standards of living and stronger middle classes. We should not ignore these overall positive
dynamics. But cautiously. Increasing concentrations of wealth among the wealthiest can also contribute
to tax evasion, illicit financial flows, and income inequality.
International banks, particularly our usual suspects, have clearly taken keen note of the rising number
and proportion of high net worth and ultra high net worth individuals in emerging markets and Asia. For
example, UBS, Switzerlands largest bank, is targeting affluent clients in emerging markets, particularly

China. UBS Chief Executive Officer Sergio Ermotti recently boasted that his bank has a penetration of
one in two billionaires in the world, but greater market saturation in Asia, where UBS has a relationship
with as many as eight in ten billionaires.
With illicit financial flows already averaging an annual US$2.74 billionthe highest in the worldChina
can hardly afford this relationship.
The interaction between illicit financial flows and income inequality isnt simple, nor has it been proven
empirically on a large-scale. The theory goes, however, that they drive each other. Rising income
inequality creates more individuals with the resources and opportunities to send funds abroad.
Meanwhile illicit financial flows (and tax evasion in particular) both reduce government revenuesand
therefore their ability to provide social services and alleviate povertyand contribute to increasing
concentrations of wealth among those wealthy tax evaders.
High income inequality can undermine social cohesion, create barriers to social and economic mobility,
and result in increased corruption and cronyism. Meanwhile, illicit financial flows erode governance,
constrain domestic investment and economic activity, and reduce governments ability to provide social
services, such as healthcare and education. Both are indicative, but also side effects, of economic
growth. Developing countries, but particularly emerging markets in Asia and with rising proportions of
wealthy individuals, should take note.

Holding Civic Groups Accountable

New York Times
July 21, 2003
Citizen groups like Doctors Without Borders, Human Rights Watch or Friends of the Earth often call on
governments and corporations to be accountable. By that, they mean that these powerful organizations
should respond to the needs of the people they affect, and that they should tell the public how they get
their money and what they do with it.
These groups, part of the exploding sector of nongovernmental organizations, or NGO's, are now part of
the power structure, too. They receive donations from the public and advocate policies that each group
claims are in the public interest. As they become part of the established political landscape worldwide,
these groups owe it to the public to be accountable and transparent themselves.
Anyone has the right to start a nongovernmental organization, and ultimately a group's credibility
depends on its positions and the quality of its work. Most groups do not hide their views reaching a
wide audience is their job. But to evaluate that message, the public needs to know who is paying for it.
Consumer Alert, for example, whose mission is "protecting consumers' real interest," is antiregulation.
But its Web site does not say that much of its financing comes from tobacco, liquor, oil, drug and other
companies.
The Internal Revenue Service requires tax-exempt groups to make public part of a form called a 990
listing directors and overall budget. Most groups do not post it on their Web sites. Moreover, they need
not reveal donors. All this information, including donors, should be on NGO Web sites. The One World
Trust, an organization created by the British Parliament, is comparing accountability mechanisms of
nongovernmental groups, international businesses and intergovernmental organizations like the World
Trade Organization. The W.T.O. and the World Bank scored highly for online information disclosure, while
NGO's like CARE, the World Wide Fund for Nature and the International Confederation of Free Trade
Unions got much lower marks.
Nonfinancial accountability is a more complex matter for NGO's. They must respond to their boards of
directors, their donors and the governments that regulate them. Most groups do not set policy through

votes of their members, or even have members at all. They must find less formal ways to ensure that
they are truly acting in the best interests of those for whom they claim to speak.
In the last few years, some organizations have begun getting feedback. A Geneva-based project of the
Ford Foundation and the British government is helping humanitarian aid groups like Oxfam and Save the
Children collect evaluations of their work from those they try to help. Those same groups, along with
nongovernmental organizations in the Philippines and India, are also seeking more input from the
communities they serve and their partners on the ground. Such measures would help a wide range of
groups.
The most politically visible new attempt to examine NGO's is a misguided effort by the American
Enterprise Institute and the Federalist Society. At a June conference and on a new Web site supposedly
dedicated to NGO accountability, the two groups, both conservative, attacked other nongovernmental
groups for positions that offend the religious right. For example, the entire highlighted box on CARE
an antipoverty group that runs food, health and other projects in more than 60 countries focused on
CARE's criticism of a Bush administration policy that blocks family planning funds from reaching groups
overseas that counsel abortion.
The Web site has been improved, but its ideological underpinnings continue to rob it of credibility. A.E.I.,
in addition, will not disclose its own financing. Nongovernmental organizations' views are fair game, of
course, but accountability and transparency should be about practices, not politics.

Media - Steps
to Getting the
Most Out of
the Media
1. Develop a media resource inventory.
2. Design an overall media plan.
o

Outline how your organization can benefit the media

resource and vice versa.

Decide what types of coverage will you be interested

in (e.g. talk shows or features stories on a news
program).

3. Make contact with the right people.

o

Designate a media specialist(s) in your coalition who

will be the main contact person(s) for your coalition.

Find out who are the key people in Radio/TV and

Newspaper.

Write a letter of introduction.

4. Keep an organized record of all contact and coverage.

o

Keep a record of all media contacts in your

community.
o

Collect or record all coverage of your coalition

activities and cancer issues by the media.

Media Developing a
Media Resource
Inventory
1. What is a media resource inventory?
A media resource inventory is a comprehensive list of all newspaper,
radio stations, TV channels and contact persons appropriate to the
community target audience.
2. Why is it important to develop one?
You do not want to miss important opportunities in channels of
communication because you are not aware that they exist.
You do want to develop a permanent record of the right people to
contact, since coalition membership is fluid and personal contacts
cannot always be relied upon.
3. How do I develop a media resource inventory?
First see if one already exists. Ask the Chamber of Commerce, a
United Way Chapter, local government agency, or other similar
organization if they have an inventory you could use or would be
interested in collaborating on the project.
Look for sources for names of newspapers, and broadcasting
agencies in the following places:
- yellow pages
- chamber of commerce
- local TV guide
- news-stands
Create a "profile sheet" for each media source to record addresses,
phone and fax numbers, names of important contacts, deadlines,
opportunities, etc.
Phone or write the public service director or community director (TV
and radio), managing editor (newspaper) to fill in the missing
information.

Media - Media
Opportunities
Television Airtime Opportunities
Public Service Opportunities
Public Service Announcements (PSAs) - Many stations
broadcast PSAs for non-profit community organizations
Community Calendar Announcements -Stations maintain a
special time slot in which community groups can publicize

the date, time and location for specific events

Editorial Opportunities
Community Viewpoint Editorials - Opinion messages
delivered by members of the community on issues of public
concern may be broadcast under different titles, such as
"Point of View" or "Free Speech Message".
Management Editorials - A station may regularly take public
stands on community issues, and broadcast management
editorials. Sometimes these positions can be influenced by
members of the community.
News and Public Affairs Opportunities
Daily News Programs - Coverage of your event or coalition in
the news can bring broad exposure and interest. Many TV
stations broadcast four or five news programs a day.
Weekly Public Affairs Interview Programs - These generally
focus on one news issue. It is easy to gain access, but small
audience.
Entertainment Programming Opportunities
Entertainment Talk Programs - These offer a mix of light and
serious topics and guests. They can help generate a broad
interest and can be easy to access.
Entertainment Magazine Programs - Some stations produce
weekly or nightly magazine programs that present reports on
local community life. Usually these are light and entertaining,
but they sometimes touch on issues of local importance.
Radio Airtime Opportunities
Public Service Airtime
Public Service Announcements (PSAs) - Stations will
produce and/or broadcast public service announcements for
non-profit agencies.
Management Editorials - Some stations take public positions
on issues of community importance. You can either get the
manager to deliver an editorial on your cause or let a
spokesperson from your coalition deliver one.

Community Calendar - Like TV Stations, most radio stations

will accept announcements of upcoming community events.

News and Public Affairs

Daily News Reports - Radio stations with an all-news format
offer the most opportunities, but most stations at least
broadcast short news reports throughout the day.
Weekly Public Affairs Programs - These programs are
usually in one-on-one or group interview format. They are

generally broadcast early or late, to a small audience.

Special Programs - Stations with an all-news format may

produce special half-hour or longer reports at regular
intervals.

Entertainment Programming
Disc Jockey Shows - Some DJs have guests on their shows,
or may incorporate promotional messages and activities in
their show if they believe in your cause.
Call-In Shows - Call-in hosts can give excellent exposure to
any cause they find intriguing, especially if the host invites a
member of your coalition to be interviewed on the air.

Special Remote Broadcasts - Some stations frequently

broadcast "on location" at shopping malls, community
centers, and can promote special community events by
broadcasting live from the location of the event.

Newspaper Opportunities
News and News Features
News Stories - Have on hand names of editors and reporters
for fast coverage of your coalition events.
Feature Stories - In-depth stories may appear in weekly or
daily papers.

Special Series - Daily newspapers are often on the lookout

for appropriate subjects for multi-part special reports, which
they often promote heavily.

Specialized Sections - If special sections such as Business,

Food or Health provide appropriate settings for your
information, keep names of their editors handy. Thy may
accept features or regular columns for your coalition if they
are of a high quality.

Editorial Coverage
Newspaper Editorial - Editorial writers may be willing to
endorse community-wide events or campaigns. On other
occasions, they may provide space for interested parties to
present rebuttals to positions the paper has taken.
Guest Opinion - Daily and weekly papers may accept guest
columns on matters of local concern.

Columns - Some newspaper columnists reach a wide and

loyal readership.

Letters to the Editor - Careful and restrained use of letters to

the editor can bring issues alive in a community, rebut

negative forces and provide a vehicle for thanking those who

have helped in your cause.

Community Service Space - Newspapers often devote space

regularly to news of local non-profit organizations. Although
these pages many not have wide readership, they can help
your keep your coalition in the public eye and provide a good
way of bestowing public recognition on hard-working staff
and volunteers.

Community Calendars - These will offer free listings of

upcoming coalition events.

Community News - Many papers have sections giving news

of meetings, appointments, past events or future plans.

Media - Key
Media People to
Know
After finding out your media opportunity options and making contact
with the right people, provide each contact person with a packet of
information about the event or issue you want to highlight in order to
help the media report it accurately. The packet should also contain
general information about the PA Breast Cancer and Environmental
Risk Factor Project and your coalition.
Key People to Know - Television and Radio
Public Service/Community Relations Director - Contact for
PSAs, Free Speech Messages, editorial rebuttals, pubic
affairs talk shows or community calendar listings.
Promotion Director (Sometimes Creative Services or
Community Relations or Public Affairs Director) - Contact for
developing a station-wide promotional campaign for your
coalition or series of events. The Promotion Director's job is
to promote the station through marketing and community
relations, and sometimes works with the Marketing
Representative.

News Director/Assignment Editor - Determines what news

goes on the air, news releases.

Editorial Director - Contact to offer editorial comment or to

respond to a station editorial.

Community Bulletin Board Director - Contact for announcing

meetings for other coalition events.

Program Director - In a large radio or TV station, this person

is in charge of all programming except news. For examples,

this person is in charge of special documentaries, magazinetype programs.

Sales Manager - This person is responsible for selling

airtime and may be called Marketing Manager.

Key People to Know - Newspaper

City Editor/Assignment Editor - Like the News Director at a
broadcast station, the City Editor at the newspaper
determines what news to include in the paper. A larger paper
will have a City Desk that includes an Assignment Editor who
coordinates the day-to-day job of assigning stories.
Features Editor - If the newspaper is large enough to have
different sections, many of them may be under the overall
direction of the Features Editor, with specific editors for
different topics.

Business Editor/Sports Editor - Most newspapers have

separate sections for both business and sports. These
sections may present new opportunities to focus on cancer
or health in general.

Advertising Director - This person is in charge of all

advertising. This person can help you with ideas for your ad
design, size selection and mechanical preparation.

Other Key People

Reporters of certain beats (agriculture, senior citizens)
Editors of community calendars

Editor of the op/ed (opposing editorial) page

Appropriate columnists

Hints for maintaining relationships with key media people

Be organized. Keep a record of the media contacts in your
community.
Collect or record the coverage of your coalition activities and
other cancer issues hat the media covers, if you wish.
Include press clippings, and the date, time and station of
relevant television, cable or radio broadcasts. Tracking media
coverage is important to show them that you are familiar with
their previous coverage of your issue.

Media - "Dos and

Don'ts" For
Dealing with the

Thank those who support your cause. A note or letter of

appreciation can mean a lot!

Media
1. Do be proactive in your dealings with the news media.
Identify three news operations you plan to work with.
Introduce yourself and your organization.
Find out if there is a specific contact person/person.
2. Do be aware of lead times.
Call when you are beginning your planning.
3. Do send (fax if possible) your announcement to appropriate news
media.
Determine the size of your audience (local, state wide)
4. Don't send out your news release and forget about it.
Follow up quickly. Call within a day to make sure the
announcement was received.
5. Don't call an editor or reporter when they are on a deadline.
When calling, ask the reporter if they have time to talk.
6. Do be available when a reporter calls.
7. Do tell the news media why your release is important to their
readers and viewers.
If a photo opportunity is involved, tell the media dates and times
the event will occur. Be prepared to give accurate directions to the
facility.

Alternative
marketing
strategies
"Alternative marketing strategies" are low cost ways to target specific
neighborhoods, age groups, ethnic communities, and/or low literacy
families with special cancer messages. Such strategies include the
use of low cost flyers, posters, payroll stuffers, and program
announcements scattered throughout a community to deliver a
message. Ideally, these alternative strategies can also be used to
complement traditional media efforts.
Alternative Marketing Ideas
When distributing a marketing piece always remember to focus the
content of your message and where it will placed on the
characteristics of the community you want to reach. In NALIC that
community is rural, older, and medically underserved. In order to
reach those families, consider the following list of ideas to place your
message.
Stuff fliers in:
grocery and prescription bags (don't forget the food pantry)
church bulletins

paycheck envelopes or employee mailboxes

local newspapers, including free ones

craft store fliers

community newsletters (YWCA, Lions, Elk, Grange, CES,

etc.)

Distribute fliers at:

post offices or libraries (as bookmarks)
pharmacies, eye doctors, chiropractors

craft stores, banks, beauty parlors

senior and community centers

Print message on:

place mats or table tents at local restaurants (or the senior
center)
milk carton messages

bumper stickers

Creating an Alternative Marketing Piece

When creating a marketing piece, remember the community you are
trying to. Regardless of whether you are producing a health message
or program announcement, the message needs to be communicated
clearly and simply in the "language of the listener." This means don't
bother with fancy scientific words or formal language if you want the
message read or heard by a rural older audience. Here are some
ideas to simplify your announcements.
Keep the sentences short. Words should have a minimum of
three syllables.
If you use pictures, keep them relevant to the message. Use
the Coalition logo.

Include date, time, and contact phone numbers so

individuals with questions can find you.

Checklist for
Media Campaigns
More than 1 month prior to campaign*
Organize media lists: contact names, titles, address, phone.
Develop media campaign strategies: message, target
audience, media to use, alternative media ideas, partners,
events, etc.
4 - 8 weeks prior to campaign*
Call media to update contact list and alert them about

upcoming campaign.
Write press releases, media advisory, psa's, other materials

2-6 weeks prior*

Send press releases and public service announcements to
media. (note: if mailing to a monthly publication, such as
organizational newsletters or magazines, send press release
at least 4 weeks in advance of publication)
1-4 weeks prior*
Send media advisory to request coverage for specific events.
Flyers, posters, and other alternative media distributed.
1 week prior
Follow-up phone calls to media about press releases and
media advisories
* The earlier the better!

During a Crisis:
10 Most Important
Rules
The most important communications strategy in a crisis, particularly
in the first few hours, is to be open with the public by being available
to the news media.Perception is truth and the media creates the
perception following a crisis. For those who would even think of
implementing a "no comment" philosophy with the media, I offer this
fact: The trade journal, PR News, cites a survey that says 65 percent
of the public takes "no comment" as an admission of guilt.
Here are the 10 most important rules of crisis communications:
1. Have an in-depth crisis communications plan that includes dealing
with the media, the community and your employees.
2. Make sure the crisis team has been professionally trained in doing
hard news interviews.
3. Name a spokesperson and two back-ups today. Do not wait for the
crisis to occur.
4. Deal with the crisis head-on. Do not hide out.
5. Respond to reporters questions immediately. They expect a return
call or an on-site interview within 10 minutes of the request.
6. Never lie. The big lie would be stupid but many executives tend to
tell the little white lie. When you even think of telling a lie in a crisis
situation, say the name "Richard Nixon."
7. Never go off the record. In a crisis there is already much
confusion. Do not add to it. Tell a reporter only what you want to see
on the front page of the local paper.
8. Have media kits already prepared and in the crisis room ready for
distribution.

9. Practice implementing your crisis plan by going through a mock

crisis once a year. Do not forget the news media element during the
practice.
10. Have the Boy Scout motto nicely printed and place it on your
office wall where you must look at it every day: "Be prepared."
The need for every company or organization to have a thorough
crisis communications plan is summed up nicely in my favorite saying
form an unknown source: "By the time you hear the thunder, its too
late to build the ark!"

Tips for Handling

Reporters
People who probably never thought they would be giving an interview
to a news reporter, may someday soon find themselves facing a
camera and microphone or a phone call from a print journalist on
deadline. Before you gulp and say no comment, a request for an
interview is not always indicative or adversarial or negative
circumstances. Even in what may be a crisis situation for you, the
media offers the opportunity to reach a vast audience with your own
words and images.
Dont use jargon. Every industry or profession has its own
unique language. Remember who your targeted audience is,
and communicate in language they will understand. Your
audience may not understand about risk assessment or cost
benefit analysis or regulatory relief legislation, but they do
understand issues that hit them personally.
Dont say no comment. It implies confirmation of the
question. Commissioner Smith says you discriminated
against Mr. Jones. You reply, No comment. The audience
interprets that as guilt or a cover-up. The rule of thumb for
responding is to explain why you cant respond and then offer
other useful information. I cant respond directly to that
because it would violate my tenants right to privacy (or
whatever the reason is); however, what I can tell you is that
we have an outstanding public record in this area that were
proud of, and our clients tell us that theyre very satisfied with
our responsiveness and attention to their needs.

Be pro-active. Just responding to queries isnt enough.

Suggest story ideas to reporters. Help them understand the
issues and how they affect the interests of the general public.

Be careful of how you use numbers. They are confusing to

the listener unless you help the audience to understand what
the numbers mean. Why are the numbers significant? Is it a
trend? Are things better or worse? Use an analogy to help
the listener grasp the significance of the numbers.

Be relentlessly and aggressively positive about your

position. Its easy to fall into a defensive position. Your job is
to use the media opportunity to sell your position or ideas -not apologize for them!

Look at the question as a jumping-off point, not as a set of

limiting parameters. Most people only answer the question.
They dont see the question as an opportunity to articulate an
agenda.

Tell anecdotes. Since the beginning of time, the most

effective communicators have been storytellers. Learn how
to illustrate your point with an example or anecdote which
helps the listener to visualize and empathize with your
position. Help the listener to identify with your anecdote.

Use your clients as testimonials. Look outside you own

organization for third party validation. These testimonials
broaden your group of trained spokespersons. Trained and
well-briefed individuals who can give compelling interviews
should be promoted to the media as industry experts capable
of discussing a wide range of timely topics. Although they
may be called on by the media to respond to a specific issue,
such as a proposed change in a local ordinance, the welltrained spokesperson also promotes the professionalism and
role of the community.

What do the
media want?
Newspapers and magazines, radio and television companies, receive
a vast quantity of material every day of the year. It comes in many
different forms. These include announcements from companies,
government departments, research institutes and other bodies;
material from national and international news agencies (Reuters, for
example); and releases from public relations firms representing their
clients' interests. The lay media also gain ideas from specialised
publications . Sheer pressure on space and broadcasting time means
that journalists can use only a tiny proportion of the information they
receive through these various channels. How, then, do they choose
what to cover?
Journalists and their 'gate-keepers' are receptive to novelty.
Significant developments in science and technology for example,
major advances in the treatment of a particular disease provide many
examples of such novelty. As well as developments with concrete
applications now or in the future, the media report discoveries that
are simply inherently interesting. So while much "normal research"
goes unreported, developments with practical implications for, say,

medicine or agriculture will attract journalistic attention. The same is

true of discoveries that are counter-intuitive or have an element of the
unexpected.
The general media also feed off each other to a surprising degree,
and they work to unwritten menus of topics that appeal to them at
any one time. Stories about environmental pollution, for example,
may be keenly sought this year but may be less popular with
journalists and their editors next year. In engaging the interest of the
media, it is helpful to be aware of what subjects are currently
favoured on their agenda. Some of the most skillful initiatives in
"placing" stories in the media are taken by people who see
opportunities for providing new angles on stories that are already
running strongly.
There is fierce competition within the media. Newspapers, for
example, compete for readers and for advertising revenue.
Nevertheless, their science correspondents often work closely
together, attending many of the same conferences and discussing
what they are planning to report. Many journalists also have an
appetite for occasional "exclusive" stories which, if they are
considered to be sufficiently important, their competitors will then
have to follow up.

Dealing with
journalists
Journalists, and certainly those dealing with news, are invariably in a
hurry. For those working in newspapers and broadcasting, this haste
is entirely genuine. They may well be pursuing several stories in a
single day, against the clock. But rapidity is also built into the media
culture, so that anything (an interview, a photograph...) tends to be
wanted instantly.
There are also more practical considerations if your story or message
is to appear in the media when you want it too and if at all.
Newspapers usually have two internal news conferences to
determine what will be in the paper the next day. If a press release
misses the early evening conference, your story is unlikely to make it
to print the next day unless it really is important. The best time of the
day to contact a news desk is early to mid morning, yet this may not
be suitable for an evening paper or a lunchtime radio or television
news bulletin. The shelf life of a story is also painfully short: a long
term research project releases its result on a Friday afternoon; by the
time of the next possible major news outlet on Monday, it will be
considered old news and unlikely to get a place in the schedule.
Afternoon press conferences are not a good way of getting
communications into the media, and especially not on a Friday.
In reality, while journalists greatly appreciate an immediate response,
it is perfectly reasonable that anyone approached by a reporter
should ask for time to consider the request and how to respond.

If a journalist approaches you, in person or by telephone, make sure

from the outset that you really understand what they want, what
publication or programme they represent and how they propose to
use any comments you make. In the case of radio and television, you
should find out whether a proposed interview will be live or recorded,
what is the format of the programme and who else will be taking part.
Even if you are satisfied on these points, you may want to collect
your thoughts. Ask the caller to ring back in 20-30 minutes.
Alternatively, say that you will return the call but be absolutely sure
that you do so. During the interim, you can also consult colleagues.
Press officers in companies, universities and elsewhere can also be
invaluable in providing guidance about particular journalists,
publications and programmes and their past track-record.
In the long-term, some people find it mutually rewarding to become
acquainted with individual journalists who deal with scientific issues,
whether nationally or locally. While this should certainly not provide
automatic channels through which to gain media publicity, such
relationships can be of value to both parties and increase mutual
confidence.

Being interviewed
There are several scenarios in which you may find yourself dealing
with the media. These range from a conference at which you are
delivering a paper, to a telephone call from a journalist asking about
your own work or seeking guidance about some development in your
field. If there is a choice, it is more satisfactory and reassuring to
meet a journalist face-to-face than to respond to a voice on the
telephone. Paradoxically, some of us are more easily tempted on the
telephone into saying more than we would have wished.
A person may, on very rare occasions, be best advised not to speak
to a journalist at all for example, one who has a long record of
serious misrepresentation. There are obvious dangers in declining an
interview, however. Bear in mind too that it is entirely reasonable that
a journalist should wish to talk to you. Be very cautious about total
refusal.
If you are tempted to decline an interview simply because you are
busy and can scarcely spare the time, remember that the journalist
will go elsewhere. He or she may turn to someone who is less
qualified to speak with real authority on the subject. Either way, you
may wish to seek guidance from a press officer in your organization.
Even when you are speaking to specialist reporters who cover your
expertise regularly, remember that terms and ideas which are very
familiar to you may be new to them and thus require careful
explanation. A general reporter will know very little at all. So do not
assume much knowledge on the part of the interviewer, and do not
worry about "talking down" to a journalist. It is far better to do this

than to use technical jargon without any explanation. Choose

commonplace words wherever possible. If technical terms are
unavoidable, explain them perhaps using metaphors or analogies to
get over difficult concepts.
Keys to a Successful Interview or Statement: Be well briefed
Plan the points you wish to make and your responses to
standard questions and arguments

If you are in doubt, be prepared to say "I don't know"

Be as open as possible and never lie

Do not say "No comment", there is always something more

useful which can be said

Show concern if there is a genuine problem

Show your organisation is addressing the situation or issue

Be as positive as possible without sounding callous and

uncaring

Beware of admiting liability

Have a list with contact details of trained spokes-people

available to make statements on specific questions

Remember that a journalist is unlikely to stick solely to the speific

topic of the interview. He or she may also pose questions about other
related matters. In preparing for the interview, think about the
questions a reader or listener would expect to be raised and to have
answered.
The most satisfactory basis for an interview from the standpoint of
both parties is "on the record". This means that the journalist can use
and quote anything that you say. But there may be occasions when
you prefer to conduct an entire interview, or part of it, "off the record"
or "non-attributably". It is important to reach an unambiguous
agreement in advance about the conditions of the interview. 99
journalists out of 100 will respect any form of confidence you agree.
Never use the expression "No comment". There is always something
less evasive that you can say.

Press conferences
and releases
At a formal press conference during a scientific meeting, for example
journalists are invited to hear about new developments in research.
Such occasions must be accompanied by a "hot-line", open for at
least 24 hours, so that journalists unable to attend can phone for

information. Before a press conference, a press officer may ask for

your help in preparing a "hand-out" a sheet giving key points and the
background to the announcement. Written notes of this sort are
invaluable, as they are also on other occasions when you are
interviewed by an individual journalist. As well as your name and
position, a briefing sheet can contain information such as names of
organisms and a summary of experimental results. This will be
particularly useful for the general reporter who knows virtually
nothing about the subject for example, a local newspaper or radio
journalist (who may even welcome a short list of key questions that
he or she should ask you).
Press releases should also contain information about how to contact
the key individual(s) involved who must be available to be contacted
through telephone or e-mail at the time as indicated. They are usually
embargoed, with a date and time before which the contents of the
release must not be used. Journals such as Nature issue press
releases every week, highlighting key papers in their next issue.
Publication of an institute's annual report is another occasion when
press releases are used to draw attention to work described in the
report.
The importance of effective press releases can hardly be
exaggerated. Releases which describe developments of timely
interest to journalists, which are clearly written and which contain all
of the formal ingredients outlined above, are used far more widely
than those which are deficient in these respects. Moreover, a
company or institute that issues only well-prepared releases, carrying
genuine news, encourages journalists to pay immediate attention to
future releases from the same place. Press releases are not usually
published verbatim, but they should be written in a style such that
they could be when time is extremely short, for example.

Newspapers: The
Black and White
on Getting into
Print

1. Op-Ed Pieces

Local newspapers have a page devoted to opinion and

analysis of current issues by knowledgeable persons from
around the community and in some cases, around the
country. On weekdays it is located opposite the editorial
page hence named op-ed. Many newspapers also devote
entire sections in their weekend editions for this purpose.
Submitting articles to the op-ed section of local or national
newspapers is probably the best means available to our
community to influence the perceptions of the media and
the general public. If you follow these basic procedural
and substantive guidelines, it is more likely that your
thoughts will be published and reach your intended
audience.

On Procedure
Observe the specific guidelines of the newspaper for
submitting op-ed pieces, or your piece may not be read.
Each newspaper has its own requirements concerning
word length and means of submission. As a rule, weekday
editions accept articles between 700 and 900 words in
length, while weekend sections often publish slightly
longer and more analytical pieces. Some newspapers
accept articles by fax: others prefer submission by mail.
Call the newspapers op-ed department for its specific
procedures.
Include a SHORT cover letter with your article,
addressing the editorial or op-ed page editor by name.
Include a sentence or two on yourself, your organization,
and on the topic you are writing, but do not go into
elaborate descriptions of your background or the subject
matter. Do include your telephone number, because if the
editor decides to use your piece, he or she will want to call
you.
Make absolutely certain there are no spelling,
typographical, or grammatical errors in your article and
cover letter. Typing and layout should appear neat and
professional.
Your article cannot be published in more than one
newspaper because of copy right laws. If you send your
paper to several at the same time and one of them decides
to run it, contact the others immediately and tell them you
are withdrawing it from consideration.
On Substance
Get to the point quickly. Do not take up too much space in
the beginning of the article introducing your subject. Your
main thesis should be stated at the outset and then
elaborated upon rather than the reverse.
Stay within established intellectual parameters. If you
include ideas considered to be on the fringe of
acceptable debate, such as conspiracy theories and the like,
the editor will not read any further and will automatically
reject your piece.
If you wish to introduce a new concept or state a fact
which is not widely known, you must explain it logically

and prove its validity in a convincing manner. Such points

must be fully presented, not assumed or woven into the
language.
Be topical. Do not use up a lot of space rehashing
historical arguments unless they are new to your intended
readers and impact directly upon the current frame of
debate. Otherwise, historical references should be made
only in passing.
Stay on cutting edge. Dramatic changes occur in the world
every week and sometimes even on a daily basis, and
current frameworks of discussion vary accordingly. Train
your eye to the future and not to the past; keep your ideas
one step ahead of the news rather than one step behind it.
Be careful with adjectives, as their overuse is often
interpreted as emotional or propagandistic. Even if you are
not objective, try to write so that your conclusions appear
to be arrived at objectively.
2. Letters to the Editor
In most newspapers, Letters to the Editor are written in
response to a news article, editorial or ed-op piece already
published, but not always. Check your newspaper for its
specific format.
Send your letter to the editorial page editor and include
your name, address and telephone number. The salutation
should read To the Editor. Again avoid grammatical,
spelling, and typographical errors. The typing and layout
should be neat and professional.
Keep it short and concise. If you are responding to an
article that was published in the newspaper, your very first
sentence should refer to the author and title of the piece,
the thesis that you disagree with, and (in parenthesis) the
date and section of publication. Then, state your point and
explain it in clear and logical fashion, in 400 words or less.
Under no circumstances should you address more than one
subject in one letter, as this will appear to the editors as
rambling.
Submitting your letter by E-mail:
Most major newspapers already have internet sites with
many more being added daily. These sites usually have E-

mail addresses of editorial staff and a special address for

letters to the editor. Check your paper for details. Sending
a letter to the editor or any other message you would like
conveyed to the media via the internet is by far the fastest
way of getting your message across. Some rules do apply
however:

Don't send a message from your e-mail account at

work unless you explicitly say that the opinions
you are expressing are entirely yours and NOT that
of your employer. Check with your employer if
there are any restrictions regarding use of your email account for this purpose. Sending an e-mail
from your company account is like typing your
letter to the editor on your companys letterhead.

If you are sending your through your home or

school account the above rule does not apply but
all the previous guidelines should be followed.

The subject section of your e-mail will be the first

thing that the person receiving your message will
read. Make this as concise as possible.

Always include a phone number where you can be

contacted. If your letter is selected for publishing
you should expect to receive an authentication call
from the paper within the next two days.

3. Educating the Editors

Whether your local newspaper has tremendous promise,
unabashed bias, or is somewhere in between, it is a good
idea for your community to meet its editorial board in
order to eliminate stereotypes and keep the newspaper
abreast on issues of concern.
Bring together no more than three or four members of
your community to meet with the editorial board of the
newspaper. Those you choose as your representatives
should be articulate and extremely knowledgeable about
key issues.
Choose a particular topic of concern that is currently in the
news, and tell the editors you want to discuss their future

coverage of that topic. This is to get you in the door, which

is difficult to do without a good rationale.
Ask them to write an editorial on that subject, espousing a
particular position.
They will ask why they should take the position you are
advocating, and you will have the chance to explain the
issue to them at length. At the same time, you will be
gradually educating them and eliminating myths that are
harmful to us.
If you find the editors to be receptive and open-minded ,
arrange for the delegation to hold a follow-up meeting.
The objective is to gradually reach a point where you are
holding occasional but regular sessions with the editorial
boards of your local newspapers.
If your representatives are extraordinarily well-informed,
the editors might even begin to look upon them as
informational resources. They will also be more likely to
publish op-ed pieces these individuals may submit.
If you reach the point of regularized contact, you will be in
a position to educate the editors on issues over a period of
time. Eventually this will give you some influence over
the way they perceive the larger picture and how to report
to the public.
Maximize your Media
Exposure and
Minimize your Risk
Do

Have a one sentence message you want to

communicate no matter what is asked.
Be alert and positive!

Keep Calm. Don't let reporters start an argument with

you. Look and sound calm and controlled. It's important.

Stand still behind the microphone then use comfortable,

appropriate gestures.

Look the interviewer in the eye. Avoid looking at the

ground, sky or the camera.

Make your point in 20 seconds or less. Talk in complete

sentences.

Put your answers into words the public will understand.

No jargon.

Use examples to clarify your message. Especially ones

that improve your position and that of the company.

If your story is positive, offer information you want the

public to know, even if the reporter doesn't ask.

Be cooperative, however, know what you should and

shouldn't say.

Don't

Never say "No Comment." Whenever possible explain

why you can't give the media the information that they
are asking for.
Don't let a reporter put words in your mouth; correct
misstatements before you answer any questions.

Don't say or do anything you don't want reported.

There's really no such thing as "off the record."

If the story is negative, don't give unnecessary

information that may be detrimental. Answer only the
questions you're asked.

Don't speculate or talk about anything outside your area

of expertise or known facts. It's OK to say "I don't know.
I'll find out..."

Avoid answering "what if " questions. Instead, respond

with something like, "I wouldn't want to speculate on
that, however..." and state your positive message.

Don't fill in silent pauses. Say what you have to say, and
stop!

Don't keep talking as you're walking away. Stop talking

before you walk.

Tips for Dealing With

the Media
When an incident occurs at your organization, it is likely that
reporters will want to find out more about it. To avoid
speculation, hearsay, and a negative image caused by the
press, there are several steps you can take to prepare for this
encounter. Here are a few of them:

1. Have a press kit ready in advance. The press kit should

be a folder which contains the history of your
organization and the situation, important phone
numbers, and a list of positive things your organization
has done in the recent past.
2. Prepare short quotable passages. It is important to be
brief so that you may avoid having your quotation
altered or paraphrased to imply something other than
what you directly meant.
To be effective, choose the point or phrase that you most want
to get across and put the following in front of it -- "Well, the most
important thing is . . ." Reporters love that phrase and search for
it in every story.
3. Practice dealing with reporters. Have a colleague or
friend role play with you. Try to determine the types of
questions you may be asked and then answer them.
Have the other person try to follow up on the answers
you gave.
4. Use humor IF YOU HAVE IT AND IT IS GOOD! Bad
jokes are worse than none at all.
5. There is no shame in saying honestly "I don't know."
6. If there is a very difficult question you MAY ask to think
about it for a minute.
7. Press the positive side of what you do.
8. Plan ahead. Have a 3x5 card with message points
ready. This will help determine who will set the agenda
for the interview. You want to assume control gently.
You want to ensure that there is accurate news from
you rather than a slanted story.
9. Utilize one consistent spokesperson.
10. Never talk off the record, especially without knowing the
reporter. Don't say anything you don't want to see on
the air or in print.
11. Do not ask to see the story before it goes to press -- the
reporter won't let the source see it or control the story.
However, before the reporters leave, do say "Let's
review my quotes to make sure they're correct." This will
give you a clue as to what the reporter selected and the
angle the reporter has chosen (good, bad, or
indifferent).

Make sure your

message is heard
The media -- newspapers, radio and television -- will play an
important role in the triumph or defeat of your issue. You will
need to deal with the media to insure that:
they understand the issue from your perspective;
they call attention to the issue so that it does not elude
the public's awareness;

your side of the story is presented correctly in any

coverage that does develop.

The role of the media cannot be overemphasized. What they

read and hear will determine what members of the public think
and whether they will support or oppose what you are
advocating -- even whether they hear about the issue at all.
Even if your ads are running in the newspapers, or commercials
are appearing on radio and television, you still must contact the
media with materials that explain and supplement the ads. It is
important to generate news stories and to make sure the facts
presented in them are correct.
Engage in activities such as open forums, debates, town
meetings, meet-the-candidates night -- anything that will attract
the attention of the media. At least a week before, mail or FAX a
press release with time, place, speakers, etc. to every
newspaper and radio and TV station.
In dealing with news people, your position should be that of
presenting them with the other side of the story, with the facts
as you see them. By doing this you will gain credibility -- you will
be seen as a clear-thinking authority and not as a defensive or
frightened person resorting to emotional or inflammatory tactics.
But don't try to browbeat a reporter into accepting your opinion
of the issue. He will be sensitive, and rightfully so, about his
own ability to make judgments. If reporters do ask for an
opinion, then be prepared to voice one clearly and quickly.
Your Job
Your primary job is to take the press kit to the editors of your
local newspapers and to the news directors of your local radio
and television stations. Call for an appointment first.
Your Campaign Strategy
Your campaign may include an extensive list of activities and
materials, including the following:
Newspaper advertising.
Television and radio spots.

Letters from various officials and other important

groups.

Fact file containing purely factual data on your position.

Video productions.

Press releases.

Your Press Kit

The press kit that you will provide to reporters/editors may
contain a wide variety of material. It may include:
General news stories about education and choice,
collected from a variety of local and national papers and
periodicals. (Consult the Readers' Guide in your public
library Reference Section.)
Position papers collected from supportive organizations.

Fact sheets compiled from your data research.

Goals and Principles of your organization.

Miscellaneous information on educational choice and

vouchers.

Getting Ready to Meet the Press

Before you meet with editors and broadcasters, read the
contents of your own press kits thoroughly so you'll understand
the entire contents. You may be asked questions, so you should
understand the issue thoroughly.
Next, compile a list of the editors of newspapers and the news
directors of radio and television stations in your area. The
easiest way to do this is simply telephone the media and ask for
the names. (Your local library may have a media directory in the
Reference Section.) Knowing the metro and education writers
on each paper is also helpful. (Note the byline above every
education article in the newspaper.)
Groups of two to four people should make appointments with
editors and broadcast news directors.
Explain when you call that you have an information kit
pertaining to educational choice, and that you'd like an
appointment to discuss the issue.
The Goal of Your Meeting
When you meet with the editors, your goal is to give them the
kit, make sure they understand what the issue is about, and why
your organization is supporting educational choice. In essence,
you want your side to be heard. Successfully stimulating
accurate news coverage can help carry the true story to the
public.

Publicity Do's and

Dont's

Planning and Preparation

Be even handed in all dealings with the media - and you will
surely gain. Remember you can never order a reporter or
photographer to attend an event. The media have their own
priorities, but given consideration of their needs, can be very cooperative and supportive.
Do give the media time to plan.. Tell all your weekly
press of your event at least two weeks in advance. If
you think the local evening paper or radio/tv station may
be interested, give them a call about three or four days
ahead.
Do make sure you know of all the media who cover your
area and when their deadlines are (ask : they will
readily tell you). Make certain you deliver your report
well ahead of the deadline.

Tell them briefly what is to happen, where and the time

and give a name and telephone number who can be
readily contacted day or evening. You must do this by
letter and you could follow it up with a phone call.

Always keep it brief, 60 - 200 well written words used in

their entirety are far better than 500 - 700 cut down to fit
the available space with the wrong emphasis and errors
as a result. Always present this in double line spacing
and typed wherever possible.

If writing a press report, or speaking to the media

afterwards, do keep it simple. They do not have your
depth of knowledge and will know little of the
background. The reporter who reads or receives your
report may not be the one you spoke to originally.

Try on every occasion to include a brief mention of the

Centenary Appeal and the telephone number for
donations/ further information.

Checklist
Half the problems in dealing with the media arise
through genuine misunderstandings. Always double
check your facts.
Do make sure that any handout or statement answers
ALL of the key elements of any statement - who, when,
why and what?

Who opened the event/presented/spoke? (Everyone

mentioned needs their correct title and full name - not

initials)

When did it/will it take place? Actual date not 'last week'
or 'next month' and full description of location.

Why is it happening? Summarise in one paragraph

what your group achieved or is hoping to achieve.

What took place or will take place? Describe briefly. If

important people are to be present make sure you know
their correct titles, correct spelling and reason for their
involvement. Whether they are perhaps a patron,
dignitary, company chairman etc.

Do build a relationship with your local media based on

mutual consideration and courtesy. They are your best
hope of Regular coverage. They come out once a week
whereas the evening, radio and TV appear daily, so try
to plan coverage so that your weekly press are not
"scooped".

Try to issue releases and give notice of your event in

ample time for their NEXT deadline. Then and only then
send it to the other bigger media - the local press are
generally very appreciative of such consideration and it
does help to build bridges.

Try to understand the respective news values of the

different media. In broad terms the greater the territory
covered the less likely they are to be interested. Your
bazaar merits a report/photo in the local paper and
might even rate a paragraph in the evening press - but it
would never make radio or television. A bazaar is too
common place for that - unless it is opened by a major
celebrity.

Your local press must always be your prime target, as

they cover your particular area.

Even if your local press contacts are not willing to send

a reporter or photographer to a particular event you may
still get some coverage if you send in your own report
(with or without photo) afterwards.

Don'ts
Don't guess at anything when dealing with the media.
Never pass on hearsay or rumour. Do not forecast what
SHOULD happen next. Always refer the media back to
the concerned person for clarification.
Do not comment unless you are directly involved.

Instead, politely suggest that the reporter contacts the

concerned person directly.

Similarly, even if you think the criticism unfair or

outrageous do not respond. Often reporters seek out
views in order to localise their story. Your views will be
reported rebutting the complaints listed.

The Media Rules

1. You aren't in control.

You may be the master or mistress of your fate in your business,
but you have absolutely no control over the use or placement of
a news item you submit to the media. A story idea or news
release you think is important may be nothing more than junk
mail to an editor or reporter. And recognize that you can do
everything right and still end up with the media doing a lousy job
on your story.
2. Your advertising doesn't carry any weight.
Don't even think about demanding that a news item be used
because your business is an advertiser. There is a longstanding, inherent hostility in the media between the news and
advertising departments, especially at newspapers. Nothing
turns off a reporter or editor more quickly than the suggestion
that because you are an advertiser, your news should get
special treatment.
3. You need to explain, explain and explain some more.
Chances are the reporter covering your story won't know much
about the subject. It's your job to help educate the reporter
about the topic, especially if it's a technical one, in the interests
of accuracy. You may only have 10 or 15 minutes to do it, but
you need to do it because you're the expert. Don't hesitate to
ask the reporter if he or she understands. If not, explain it again.
4. This isn't the movies. There are no previews.
The media won't let you see, edit, correct or otherwise preview
a story before it's printed or aired. Don't embarrass yourself by
asking, or threaten not to cooperate or to withhold information
unless you have the right to approve what is used. It won't do
you any good to try, unless your goal is to antagonize the
media. (A reporter for a trade publication might ask you to check
part of a story for technical accuracy, but even that's a rare
occurrence.)
5. More isn't better.
Papering the newsroom with copies of your news release isn't
going to assure that your news items is used. In fact, it's likely to
get your organization's news consigned to the garbage can.

Don't send duplicate copies of your news release to different

people at a media organization. This can cause embarrassment
to the media -- two different reporters get the release and write
stories, which show up in the paper the same day. Make every
effort to deal with just one person at each media outlet.
6. There's always another source.
Don't think you're the only source for a story about your
business -- especially a negative one. If you won't talk, you can
bet the reporter will find somebody who will. And the chances
are that it will be somebody who doesn't know the whole story
or who has an axe to grind, like a politician, a government
bureaucrat or a disgruntled employee or customer.
7. Off the record? Don't go there.
"Off the record" doesn't exist. There is no such thing. You
should respond to media questions as if everything you say is
on the record and will be reported, and that includes any
informal conversation before and after the formal interview. If
you don't want to see it in print or hear it on the air, don't say it!
8.Truth or consequences!
Always tell the truth! You can skirt a sensitive question, but don't
lie. A falsehood will inevitably come back to haunt you and your
business. Don't risk the long-term consequences to your
reputation by lying to the media.
9. Give 'em soundbites.
In preparing for any encounter with the media, develop a list of
the key points you want to make. Then construct short, 15- to
20-second soundbites explaining those points. This approach
will help you focus your message on what's really important.
10. "They really screwed it up! I should sue them."
Don't lose your cool if the media make an error in your story. If
it's not really significant, forget it. If it is, politely point it out to the
reporter and request a correction. If you aren't satisfied with the
response, talk to the reporter's editor or news director. And if
that doesn't work, be satisfied with pointing out the error in a
letter to the editor or station manager. Don't forget that if you
overreact, you could damage your relationship with the media
outlet permanently -- and that this probably isn't the last story
they'll do on your business.

Open, Honest
Communication
Simple and naive as it may sound, the best approach with news
media is to tell the plain truth and tell it promptly. Take the lead
in delivering information, even when the content of the
information is distasteful.
Some events will mean ongoing interaction with the news
media. It's a good idea to set the tone for ongoing relationships

with the media by being as open and honest as possible from

the beginning. Journalists often suspect that persons who are
evasive, difficult to reach, or close-mouthed may be covering up
something. Confronted with a stonewall, good journalists will do
whatever it takes to get past it; by pushing harder, by finding
other, possibly less responsible, less reliable routes to the
information they seek, or by speculation. It is hard to control a
message when you don't deliver anything substantial.
Stick to the facts. Sometimes journalists want to make more of
things than is there, but complete understanding usually takes
time. Don't inadvertently encourage them to spot a trend where
there is only one isolated case. Stick to the facts of each case
and be careful not to try to interpret its meaning unless there is
enough information to do so.
If, for whatever reason, your organization has released incorrect
information, correct it through official channels as soon as
possible. Often, the least damaging way to deal with mistakes is
to simply own up to them.
Identify the person(s) within your organization who will speak on
various issues relating to your organization, and make sure
everyone is aware of who those people are, and what
procedures must be followed.
The spokespeople should work closely with the communications
staff person (if the organization has one) right from the begining.
It can be difficult, and potentially dangerous, to craft a coherent
media strategy off the cuff. And since the first contact for many
journalists is the communication person, an organization can
send a damaging message if that individual is ill-informed or
utterly ignorant of the issue.

Ninjutsu and the Media

If you've ever been the subject of a media story, whether print or
electronic, chances are you were disappointed with the result.
Somehow, your story didn't get told, or your most telling points
weren't included. Sometimes this unhappy result is because a
reporter went into a story with a preconceived notion of how the
story was going to turn out. More often, the problem is closer to
home. The information you gave the reporter may have been in
a form they could not understand. Or, your most important
points might have been made in a form not suited to the needs
of the media. Say what? Information is information, isn't it? It's
either true or isn't true, right? Substance is more important than
form isn't it? If we lived in a perfect world all of those statements
would be true all of the time. Unfortunately, when dealing with
the media, packaging your information properly is the only
chance you have of getting your message across.

Going into an interview you must keep several factors in mind.

Reporters spend most of their time covering stories for which
they have no specialized training. For example, most of the
reporters covering the O. J. Simpson trial are not lawyers. This
is not to say that reporters are ignorant or stupid. In extreme
cases a reporter might cover a school board meeting in the
morning, a fire in the mid day and the opening of a county fair in
the evening. The reporter has to grasp the central core of the
story, understand what makes that story news and put it into a
form the public can understand, often under intense deadline
pressure. Reporters quickly learn to spot a hook they can hang
their story on. The hook is something they find interesting, easy
to understand and easy to put into story form. The problem you
have, is that if you are the subject of the story, the reporter's
hook may not be the one you would choose. Remember, the
reporter may be friendly, honest and sincere, but they don't work
for you!
The best way to get your story told is to understand what
reporters from each of the media need to put a story together. In
addition to a hook, they need information. The information must
be in a form they can understand and, more important, must be
in a form they can put into their story.
I must digress here for a moment. After spending almost my
entire journalistic career in television and radio, I believe that
what works when dealing with the electronic media also works
when dealing with the print media. The impact of the electronic
media grows every day. With that growth comes a shrinking of
the average attention span.
Consider that the goal of every political consultant during a
presidential campaign is a ten second or less piece of sound
called a bite that sums up a candidate's position on a particular
issue. You don't believe that? George Bush won the 1988
election with one phrase: "Read my lips, no new taxes!" That
took about 4 seconds. (Of course that same phrase cost him the
1992 election after he made a deal with the Congress that
raised taxes.) That phrase not only sounded great on radio and
TV, it made great reading in the next day's papers. The bottom
line: if it sounds good on radio and TV it will look good in print.
So how do we go about preparing for media interviews? Pick up
a stop watch and a portable tape recorder and get to work. A
friend can help by asking you questions that might come up in
an interview. Have your friend play reporter and ask you why
you practice Ninjutsu. Answer as quickly and concisely as you
can. Then try to guess how long it took you to answer that
question. (Keep in mind that a 10 second is your ultimate goal.)
You'll probably be appalled when you realize that answer is far
longer than that! While 10 seconds is the goal, radio and TV
often use bites that are 20 or 30 seconds. Just remember that a

10 second bite makes the reporter's job much easier. It also

gets you labeled as someone who is media friendly. This means
that you will be at the top of the list when a reporter needs an
expert to comment on a story you are qualified to talk about. It
may also mean the reporter will call you for an easy story on a
slow news day to help meet their story quota!
The exercise I've recommended will help you deal with most
reporters. Believe it or not, most of them are honest,
hardworking and underpaid. There are exceptions to this rule, of
course. How would you answer if someone asked you this
loaded question: "How many ways do you know to kill
someone?" In a case like this, what you have to do is deflect the
stupid question while answering one you want to answer.
Instead of calling the reporter a jerk for asking such a dumb
question, you might point out that killing people isn't really what
Ninjutsu is about and explain what Ninjutsu really is about.
Easier said than done, but then that's life, isn't it?
Whether you've been interviewed or not, you should be able to
come up with a list of questions you can expect a reporter to
ask. For example: How long have you studied martial arts?; Are
Ninjas really assassins?; Where did you learn Ninjutsu? As you
prepare your practice questions, keep in mind the journalist's
5W's: Who, What, When, Where, Why? and sometimes How?
The better you understand the journalist's job, the better chance
you will have of getting your story told.

How to Speak so that

People will Listen
Many times, we are called upon to make a public presentation
to a group of reporters, to the general public or a specialized
audience. Each presentation's objectives are different, but there
are certain common traits that run through them:
Be prepared:
Know your audience well
What do they want to know from you?

Clarify your goals

Research well

Designing the slides

Present only the key points and issues
Use short sentences

keep only 3 to 5 points per slide

Add charts and graphics were useful

Keep distractions and animations to a minimum

Add Spice to your Presentation ...

Talk with anecdotes and examples
Make references to real situations and people

Use statistics to gain attention

Use visual aids where necessary

Doing the talking ...

Prepare the speech first.
Cull the pile.

Simplify.

Be creative.

Slow down.

Eyes front.

Practice, practice, practice

Prepare an outline - what will you speak on, what needs to be
emphasized
Have I achieved my goals?
Are all my points relevant?

Can I cut?

And a final word ...

Before speaking: Think about your first impression
your clothing, actions, and message.
While speaking: Find common ground with your
audience and get feedback. Dont censor yourself; be
animated.

How to Plan Press

Releases

Use humour: Refrain from making judgments about

your audience.

After speaking (responding to audience questions):

Look for clues to other peoples moodsand to their
hidden agenda. Listen for points of agreement and
verbalize them.

Listen for results: dont oversell your ideas.

The usual way to get information out to the media is to send out
a press release. These are usually faxed or posted out to the
media with a news story that you want them to cover. Use your
judgement on whether to send out a press release.
Send them regularly, but bombarding editors for the sake of it
will put them off. If you've missed deadlines, don't bother.
Tips for writing a press release:
Mark NEWS RELEASE clearly at the top - plus your
campaign name, phone number and logo.
Next, put date of issue and mark "FOR IMMEDIATE
RELEASE" unless it is embargoed (see below). When
publicising an event, make sure the press release is out
well in advance.

Use a snappy headline.

Include a summary of the main facts in the first

paragraph, including WHAT is happening, WHERE,
WHY, WHEN and by WHOM. It needs to immediately
grab an Editor's attention or will be binned.

The press release should be short, factual and wellwritten. Avoid opinionated rants and jargon.

Use short paragraphs and simple sentences. Keep to

one, or two at most, pages.

Use a quote by an identified person to tell your side of

the story. Use pseudonyms if you do not want your
name in the paper.

Write ENDS at the foot of the press release.

Ensure that there is a reliable contact with phone number on the

release. This could include on- site mobile phone numbers. If
you want the contact details printed in newspapers it must be in
the main body of the text. If your press release is for an event,
press conference or photo opportunity, include a map or
directions.
If you do not want to go into massive detail on an issue in the
main body of the text, but think it is of interest, include a Notes
to Editors section at the end of the press release.
An embargo is a note at the top of the press release telling
journalists not to leak or print the story before a particular
deadline.
Follow the press release up with a phone call to make sure that
it was received.

The care and feeding

of the media

Dealing with the media doesnt have to be a painful process.

Often theyre not sure of the subject matter and may feel as
intimidated as you are!
Here are a few tips:
Designate someone to act as the media spokesperson.
That may be the Board Chairperson, Director, a
principal or some other administrator. This step does
not always have to be taken, but its a good idea if the
issue is sensitive or controversial and you want one
person who can deal with the issues. Choose someone
who is well-spoken and knows the facts but speaks in
laymans terms. This person does not have to be the top
person in charge; the position is not necessarily the
most important criterion.
When dealing with the media, youll have to answer the
basics: Who; what; when; where; why; and how.

Be prepared! Know your facts.

Try to familiarize yourself with the publication or show

youll be on.

When talking to the media, tell only what you want the
interviewer to know.

Take time to think of your answers. Dont rush to speak

and then regret what youve said. Be careful what you
say, and remember that EVERYTHING you say can be
used.

Going off the record is NOT recommended. Its

dangerous and there arent any guarantees. Simply say,
No, Im not comfortable with that.

Dont be defensive or nasty. Be friendly to the media.

If possible, try to get to know media people before a

crisis situation occurs. Perhaps call and suggest a
positive story idea you think would highlight your school
or division. On a slow news day, this might be
appreciated. WARNING: Dont bother the media
incessantly.

Dont lie or bend the truth; it will come back to haunt

you. Dont say no comment. Its OK to say, "Im not
sure how to answer that.

Offer documents, charts or other background

information if necessary.

Talk to the reporter, not the camera.

Dont say anything you dont want printed, heard or

seen.

Dont do an interview unless you feel comfortable with

the issues and you know the facts. If you are not
expressing the official (board) view, say so. Make it
clear if its your personal point of view.

Before the interview, try to think of some difficult

questions and what youd answer to them.

Express yourself concisely and avoid jargon. Youre

talking to ordinary people! Talk plainly and candidly.
Dont bend the truth or try to mislead the reporter. If you
dont know the answer, dont fabricate or guess. Say
you dont know, and offer to find out the information. If
youre not sure about the question, say so.

Be sincere about how you feel. If it upsets you, or you

feel happy about it, or youre frustrated, you can say
that.

Be courteous and diplomatic. Suggest that the reporter

call later for clarification if needed.

Listen to the questions! Make sure you answer them.

You can add other information you think is important
later.

Smile! Relax!

Packaging Information
for the media
We frequently have to interact with members of the media whether it is newspapers, or radio and TV personnel or other
electronic and online media. It may be necessary to highlight an
issue that is being advocated, or bring media focus to a
controversial issue etc.
The key to courting the media is the message - of packaging the
issue or blight or action in a way that will attract the attention of
the media, and as an extension its readers, listeners and
viewers.
Here is a quick set of guidelines that help in grabbing the
attention. It is very broad based, and of course, depends on the
actual message being transmitted - but it gives an idea of the
direction that has to be taken:
Use word pictures that describe the situation. For

example, use comparative ratios like 'three times

around the earth' or 'no. of soccer fields'. That is, use
measures that are familiar and can be easily visualized
or shocked into realization ('equal to three trips to the
moon').
Emphasize the additional features, effects, benefits, or
advantages.What are the interlinkages with other issues
or problems? How can communities benefit from the
action you are taking?

Don't overdo it. Present the plain facts, in a clear and

simple outline. Don't assume that journalists know a lot
about the topic or issue you are dealing with. Provide a
'handle' with which the story or byline can be built.

Work at the appropriate scale. Clearly understand

the scale of the problem or issue and work with the
media that best addresses that scale.
Global/transboundary issues with the appropriate global
media, a local river environment problem with the local
media.

Stress the human angle. What ever the issue you are
presenting, stress on the human angle - either as the
culprits or as the victims. What have humans been
doing (or not doing) to result in the situation?

Cultivate in-house spokespersons. In order to maintain

a consistent and constant relationship, and to present a
message properly, cultivate in-house spokespersons
who are comfortable in a public situation and can
present a viewpoint clearly and coherently.

Create a trend piece. Why should you be the person

advocating the issue or problem? Under what authority
or experience are you making the stand? What other
similar initiatives, jobs or projects have you handled?

Use outside expertise. Bring in independent experts

and important personalities to highlight and substantiate
your point or issue.

Admit things you are not doing In order not to create a

misunderstood situation that may affect future dealings,
admit things you are not doing (yet), or not doing right.

Be persistent. Keep the media personnel informed - of

breaking issues, progress made and other pertinent
details in order to maintain interest.

Source: Abstracted from several sources