Media Tips for Advocates

BUILDING A MEDIA PLAN: HOW & WHY YOU SHOULD PLAN EARNED MEDIA STRATEGY

Having a well-planned media strategy will allow your organization to get its message out to your constituency or the audience you most want to reach. Unanticipated events will arise, and your organization will have to respond to them, but it is necessary to create a media plan that centers on your organizational goals. Building a media plan will position your organization in the forefront of legislative battles by creating a strong public presence.

There are two types of media plans. First, it is important to develop an overall media strategy for your organization. This plan must be centered on your organization's goals and a strategy for meeting them. The second type of media plan is one developed for a specific issue or campaign. If your organization is launching an effort to battle cuts in services or funding to the state's Medicaid program, it is important to develop a media plan to guide your troops into battle. A well-planned media strategy will help your organization get out front on an issue important to your organization and constituents.

FIRST STEPS

• Before you begin creating a media plan, it is important to take a step back and think through your organization's overall strategy.
  ( You must be able to identify your short- and long-term goals. Identifying these goals will allow you to focus your efforts and determine what strategy would be most effective for achieving them.
  ( It is important to define specifically what you want to achieve with your media outreach.)
• The next step is to determine the target of your media outreach. Remember, the media is never a target; it is a conduit through which you can reach different target audiences.
  ( Finally, it is important to identify the news and craft your message. Before you start your media plan, determine what reports, surveys, or briefings your organization can produce that will put a new spin on the issue. Include these elements in your media plan.
  ( Also, summarize any complicated issue in two or three main points to formulate your message. Construct your media plan so that these points are the focus of your media outreach.

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DEVELOP A PLAN OF ACTION

• The first step in developing a plan of action is to determine your calendar of events.
  First, take your calendar and determine events that happen every year that your organization can use as a tool to get your message out. These events might include annual reports, state budget releases, bill introductions, or the start of the state legislative session. You should plan to use these existing hooks to generate press for your organization.
• After looking at your calendar, you can get a feel for when things are going to heat up or what the battle is going to look like during the course of your plan.
  What annual or anticipated events will you need to work around?  Determine what reports, surveys, or briefings your organization can produce that will put a new spin on the issue.
• Include these in your media plan as part of a broader media strategy for your organization or your issue-specific campaign. These events or releases can help you draw attention to your issue and get your message out in an effective way.
• Next, plan to do some preemptive press outreach to get the media thinking about the issue and perhaps even writing early. Some ways to do this include planning a letter-to-the-editor campaign or scheduling an editorial board meeting with your spokesperson to discuss the issue.
• If you are developing a media plan for a specific legislative or public relations battle, you may want to plan a launch event. Most political or other major issue campaigns host a launch event to announce their campaigns.

OTHER CONSIDERATIONS

• Resources. Determine the resources you have available for media efforts. This will help you to establish realistic goals. See the Resources box for questions you may want to ask as you develop your plan.
• Time. The next element to take into account when developing a media plan is the element of time. Determining your timeline, opportunities, and limitations will enable you to organize and prioritize your activities. You should consider whether there are any specific projects that you would like to publicize or any studies or results you would like to promote throughout the duration of the plan.
• Media Outlets. There are a number of different media outlets that you may want to consider using for your media outreach. These outlets include newspapers, magazines, wire services, and television.

MEDIA LISTS

A media list is a basic yet essential tool in media work.  Use it to pitch stories to media; invite them to events; mail reports; and send press releases. The information you include must be useful and accurate.

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GETTING STARTED

• Many news outlets have websites that give you access to their publications and staff, and some allow you to e-mail reporters directly.

The best way to build an accurate media list is by phoning individual media outlets.

WHAT LISTS TO CREATE?

• You should have a general healthcare list made up of a variety of contact types (reporters/editors/writers/producers) that cover healthcare issues.
  • BY OUTLET TYPE:
    • Radio
    • Television
    • Print
    • News Services
  • BY CONTACT TYPE:
    • Healthcare Reporters
    • Editors/Assignment Editors
  • BY COVERAGE AREA:
    • Local outlets
    • Regional outlets
    • National outlets

USING YOUR LISTS

• For each event or release target the type of outlet that is most amenable to your story.

UPDATING YOUR LISTS

• Update your lists on a regular basis.

CREATING A DATABASE

• A database allows you to select particular contacts from your larger media list and is a tool for using your records with ease.
• Basic programs such as Microsoft or Access will work fine for your database.

WHO SHOULD BE ON YOUR MAIN MEDIA LIST

• Newspapers 
  • News:
    • Assignment Editor
    • Editor
    • Beat Reporter
  • Community Events:
    • Calendar Section
    • Editorial Page/Opinion Page
    • Editorial Page Editors
    • Editorial Board Members
    • Op-Ed Editors
• Television
  • News:
    • Assignment Editor
    • Features Editor
    • Beat Reporter
  • Talk Shows:
    • Producer
• Radio
  • News:
    • News Director
  • Talk Shows:
    • Producer/Booker/Host
• Magazines/Community Newsletters
  • Editors
  • Reporters
• News Services
  • Assignment Editor
  • Daybook Editor
    • Beat Reporter
    • Weeklies
      • Editor
      • Calendar Section

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DRAFTING A NEWS RELEASE

Now that you have compiled an extensive media list, put it to good use and send out a release.  A news release is an opportunity to bring attention to and frame an issue from your viewpoint. While preparing your release, always keep in mind that a reporter should be able to write his or her entire article using just your release. A news release must present new information or old information in a new way.

A News Release vs. a Statement

• A release presents new information and is comprised of facts. 
• A statement responds to something that has happened and allows you to editorialize.

NEWS RELEASE CONTENT HEADER

• The header should include a contact name and phone number.
• It is acceptable to specify more than one contact on your release, but limit the number to three.
• But be consistent. Establish a standard look for your press releases and stick with it, so a reporter can easily recognize your release each time it comes across his/her desk. 

HEADLINE & KICKER

• You need a "hook." This hook is expressed in the headline, which is located at the top of the news release under the header.
• A "kicker" is a smaller subtitle under the headline. The kicker should complement the headline without being redundant and clue the reporter in on why your organization is interested in the issue. A kicker is not always necessary. 
• Use bolded font for the headline and kicker.

LEAD

• The first paragraph is the lead. The lead contains the most important aspect of your story. 
• Also, identify your organization in the first paragraph to establish name recognition.

BODY

• The body of the news release should be concise.  Each paragraph of your release must have the ability to stand on its own. 
• Include quotes from the key spokespersons or parties involved.

SOLUTION

• Try to end the release with a solution.

CONCLUDING

• Include a "boilerplate," a brief description of your organization and its cause, as the final paragraph of the news release.

LENGTH 

• Be sure to keep your release brief. It  should not exceed two pages.
• Key information should be included in the first page of the release.

SENDING IT OUT

• EMBARGOES
  • To embargo a news release means to prohibit the publication of the information it contains until a specified day and time. 
  • Indicate an embargo by typing "Hold for Release" or "Embargoed" in the header of the news release (adjacent to the contact information), followed by a date and time on the next line.
• WHO SHOULD RECEIVE IT? 
  • Send your news release to those media contacts who work on your general issue.
    • How should you send it?
      • If possible, it's best to include information in your press list about the individual reporter/editor's preference for receiving news releases.

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THE STORY BANK: USING PERSONAL STORIES AS AN EFFECTIVE WAY TO GET YOUR MESSAGE OUT

From personal testimonials in articles to on-camera interviews on the nightly news, personal stories are becoming more and more important when reporting the news. This is especially true for health care stories. Reporters like to use real life examples to help simplify often complex health care issues. In addition to serving as a form of explanation, many reporters like to use a real life example to prove that the problem exists. Your organization can collect real stories as a tool for establishing yourselves as a resource to reporters as well as a means for getting your message out.  For more information on creating a story bank.  

THE CONSUMER STORY BANK

A consumer story bank database will allow your organization to use people's personal stories to communicate through the media that there is a need for action to fix particular problems. In addition, reporters find the stories useful to better illustrate the everyday struggles that Americans face concerning their health care.

Real stories can be used in a variety of ways. You can use them in the reports you publish, or you can provide them to other advocacy groups and congressional offices in order to put a face on complex health care issues. 

• You can also invite someone whose story is in your database to a press conference to highlight why your issue is important and timely. In addition, you can pitch a consumer's story to a reporter in order to get your position on this issue into the reporter's story. 
• When maintaining a consumer story bank database, it is important to remember to protect each individual's privacy by making sure that any public release of information does not happen until you get his or her prior and specific consent. Individuals will also be more enthusiastic about getting involved in this project if they know they can control when and with whom they share their story.

BUILDING RELATIONSHIPS WITH REPORTERS THROUGH STORIES

• Real stories can be the hook to help you establish yourself as a resource to reporters.  Once reporters hear that your organization can help them find real stories for their pieces, the phones will not stop ringing. 
• In addition, as soon as you start helping a reporter find a real story for his or her piece, you should also pitch your spokesperson as well as some data or information the reporter can use for background information in the piece.

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HANDLING A REPORTER'S REQUEST FOR A REAL STORY

Start the conversation by asking the reporter what kind of story he or she is working on.  After that, get the following information from the reporter:

• Type of health care story-uninsured individual, prescription drug story, etc.
• Geographic requirements-especially an issue with TV stories, which often need to speak to someone in a major media market so they can get a camera crew to the individual's home.
• Type of interview-phone interview, on-camera interview, on-site interview with pictures, etc.
• Other information-age, occupation, marital status, and income level.
  If you explain that you can fulfill the more important qualities but not all of the criteria, you will not be left with a story that is nearly impossible to find.

PICKING THE RIGHT STORY

• When considering what story you will be giving the reporter, start thinking about what kind of story will best communicate your message. 
• You should also consider other elements of the story that will help explain your position on a certain issue. For example, if a reporter is interested in interviewing a family who is uninsured, try to find a family whose kids are enrolled in the SCHIP program-but the parents are uninsured. This way, the story shows the success of public programs at the same time that it fulfills the reporter's needs for the story.

PITCHING THE STORY

• Call the reporter and give him or her a brief description of the story. Finish by explaining how and why your story fits into the story. Do not call the consumer until AFTER you have gotten the reporter to sign-off on the story. Otherwise, you could dash a lot of expectations and hurt people's feelings when the reporter rejects his or her story.
• Before you hang up the phone, make sure you pitch your spokesperson. As you did with the story, do this by explaining how your organization and spokesperson fit into the piece.

GETTING PERMISSION FROM THE CONSUMER

• The next step is to call the consumer and get his or her permission. Explain what the piece is about and how he or she fits into the story. Make sure to give the person  all the information about the interview.

GETTING YOUR CONSUMER PREPARED FOR THE INTERVIEW

• You will find that many people are very nervous about telling their story to a reporter and will feel more at ease if you talk them through the process.
• Give the consumer some information about the reporter such as if he or she is someone you work with often or any other relevant information. 
• Finish off the call by giving the individual your contact information and letting the person know that he or she can call you at any time with last minute questions or concerns.
• When going over the interview with the individual, you can prepare the person by emphasizing not only what the reporter is going to ask, but also what aspects of their story fit into the reporter's story. 
• Many individuals have several different stories and problems happening simultaneously. For this reason, it is important to focus the individual on what components of the story are compelling.

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BUILDING AND MAINTAINING RELATIONSHIPS WITH REPORTERS

Having strong relationships with reporters helps position your organization on the front line and allows you to get your message into health care stories seamlessly. If you want reporters to contact you for comments, or if you would like to draw reporters' attention to neglected health care issues, a well-developed rapport will enable you to do so. An equally important part of this equation is maintaining your relationships with these reporters over time.

• SEND A PACKET OF INFORMATION
  • The first step in building relationships with reporters is sending them an information packet. This keeps you from having to "cold call" reporters and also allows them to have your contact information handy. 
  • This packet should include a brief one-page write-up about your organization, some articles mentioning your organization, and your contact information. In addition, if your organization has resources such as reports, include these as well. 
  •  This packet should demonstrate how your organization could be a resource to these reporters. 
  •  Where to send it?  Your media lists are a good place to start  
• INTRODUCE YOURSELF
  • After you have sent the packet of information, give each reporter a follow-up call. The information packet serves as a good excuse for making this call. You can start off the conversations by introducing yourself and asking if they received your information packet. 
  • Briefly explain who you are and what your organization does. This should all be explained in the context of how your organization can be a resource to them. Let them know that they can call you at any time and that you would be happy to talk to them about health care issues. 
  • In addition, let them know about any upcoming press events you may be having. 
  •  End the conversations by asking them if it would be okay for you to call them once a month to check in and tell them what is going on in the health care world. A simple, short call is all you need to start a relationship with a reporter.
  • A reporter's first impression of you should be that you are knowledgeable and that you will be a good resource.
  • At the end of the conversations, make sure to collect their contact information.
    Another great way to meet reporters is to make a point of introducing yourself to them at press events. This not only is a good way to add new people to your existing press list, but it also allows them to put a face to your name. Introduce yourself, give them a brief description of what your organization does, give them your card, and let them know that you can answer any health care related questions they may have.
• MEET FOR LUNCH OR COFFEE
  • Research news clips to find out which reporters are writing regularly on your issue. Identify reporters with whom you would like to have a closer relationship, and, during your follow-up call, ask them if they would like to go out to lunch or to coffee with you.
  • Explain that you would like to talk to them about upcoming events, legislative actions, and the latest trends in health care. 
  • Take a press kit, even if you have already sent one to them. If you have any new news articles, add those to the existing press kit. 
  • Make sure you keep your conversation professional, and remember that nothing you are saying is off the record. Keep the conversation away from anything controversial that you would not want the reporter to print the next day. 
  • In addition, don't take over the conversation. This is also a good time for reporters to ask any health care questions they may have and to share what issues they have a particular interest in.
• MAINTAINING THE RELATIONSHIP
  • Maintaining strong relationships with reporters requires a great deal of follow-up, but the long-term benefits are unlimited. As soon as you establish yourself as an accurate, timely, and informative resource, you will have no trouble maintaining these relationships.
• ESTABLISH YOURSELF AND YOUR ORGANIZATION AS A RESOURCE FOR THE REPORTER
  • Whenever a reporter calls you, take the request, ask about the deadline, and get the request answered in that time frame. Reporters often call at the last minute, and if you are able to get the information to them quickly, they will keep your name in their Rolodex for life. 
  • In addition, it is always a good idea to keep a database of these reporter requests. This will allow your organization to track what specific reporters are writing about and how often your organization works with them.
• KEEP REPORTERS IN THE LOOP WITH ANY NEW INFORMATION
  • Make a point of keeping reporters in the loop with what is going on. This may mean that you call them to give them a heads-up on upcoming events your organization is planning, send them any new information you may have, or call them with story ideas. Make sure to keep conversations short but informative. 
  • If you make a point of calling them regularly with updates, they will not think that every call you make is a pitch call. Make sure the news you are passing along is also timely and newsworthy. You don't want to waste their time with irrelevant information.
• UNDERSTANDING REPORTERS - DON'T BE INTIMIDATED 
  • Reporters work on tight deadlines and usually don't have much time to find the information they need. For this reason, many people are intimidated by reporters and think that they come across as rude and pushy. Remember that they are only looking for the right information to plug into their stories and usually have little or no time to find it. 
  • Once you understand this dynamic and play an important role in helping them get the information they need, you will be on your way to developing solid relationships.
• DON'T CALL REPORTERS ON DEADLINE
  • The number one rule to keep in mind when talking to reporters is never to call them after 3:00 p.m. unless you are giving them information they need for the article being filed that evening. The best time to make a pitch or follow-up call is usually before noon.
• DON'T CALL REPORTERS WITHOUT A REASON OR EXCUSE
  • The number two rule to keep in mind when talking to reporters is not to waste their time. Make sure you have a reason to call. The reason can be to make an introduction, to provide information, to give them a heads-up on an upcoming event, etc.
• DON'T CONFUSE A WORKING RELATIONSHIP WITH A FRIENDSHIP
  • As you develop relationships with reporters, don't tell them anything that you wouldn't want them to print in their newspapers. Never forget that their number one goal, no matter how much they might like you on a personal level, is to get a good story.
• DO ESTABLISH YOURSELF AS A HELPFUL RESOURCE
  • When reporters call you for information, be as helpful as possible-even if you cannot answer their questions directly. If their request is not applicable to your organization, refer them to other Web sites, telephone numbers, or organizations. If you establish your organization as a one-stop shop where reporters can get background information, referrals, and an interview from your spokesperson, they will keep calling you back.

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GETTING PRESS ATTENTION WITHOUT A TRADITIONAL PRESS CONFERENCE

Traditional press conferences are not the only way to get the media's attention. If you take advantage of upcoming press hooks and latch on to them, you can insert your organization and message into a story. If you know that an event is coming up and are certain that it will get the media's attention, you can easily inject your organization into the stories written that day by planning in advance how your organization will respond and working the phones the day of the event.

• SCENARIO: The Supreme Court has agreed to hear a controversial health care case that will affect your state, and your organization will have a response to its outcome. The Supreme Court has not yet come down with its decision, but you know that it will come down soon. In addition, you know that this is a case that will receive a great deal of media coverage. 
  • PREPARING YOUR RESPONSE
    • First, figure out how your organization fits into the story.  After this, you can prepare appropriate responses to the possible outcomes. Play out the different scenarios in your mind and assess how your organization would respond to each one.
    • Responding early is key. Therefore, you'll need to write a statement responding to each potential outcome and have them ready for release for the day of the decision. Keep in mind that you will need to adjust the statements depending on the final language of the decision, but these should only be minor changes that can be done quickly.
    • If the decision is in your favor, write a press statement supporting the decision and explaining why it is an important decision for health care advocates and consumers in your state.
    • If the decision is not in your favor, write a press statement that explains why you oppose the decision and that also puts your organization in the context of the story.
    • Think through how you will quickly get the information about the case the day it comes down. You will want to find out if the case comes down the very morning it happens, and you will want to find out how to get a hold of the final decision quickly. 
    • You may also want to recruit people to share their stories with reporters about how the outcome of the case would affect them personally. These "real stories" should serve to validate your organization's opinion on the Supreme Court decision. 
  • PREPARING YOUR  STRATEGY
    • The next step in preparing for this upcoming press opportunity is to research reporters and to create a targeted press list. The idea is to anticipate which reporters are more likely to cover the story. 
    • This can be done easily by investigating who covers that beat and who has written about it in the past. Since the scenario in question deals with the Supreme Court but crosses over to health care, create a list that includes reporters who cover the Supreme Court.
  • RESPONDING TO THE DECISION
    • Finally the day has come-the Supreme Court has released its decision concerning the health care case. You were able to get the information quickly by calling the court directly. The decision was not in your favor, and it is time to respond. 
    • The first step is to make final changes to the press statement after reading through the decision. Remember that it is equally important to respond accurately as it is to respond quickly. 
    • Once you have finalized your press statement, get it out to your list of reporters.
  • WORKING THE PHONES
    • The next and most important step is to work the phones. Start by calling reporters who you know are most likely to cover the story. After this, call the remaining media outlets to see who is covering the story. 
    • Once you have reached the appropriate person, you can start off the conversation by asking them if they received your statement on the Supreme Court decision. In addition, you can offer your spokesperson for comment by suggesting that he or she can explain why this decision is an important decision in the health care field. In addition, pitch your organization as a resource for background information. 
    • Making calls to reporters is necessary for a couple of reasons if you want to be in the story. First of all, you may need to introduce your organization and explain why you fit into this story because they may not be familiar with you. Second, you want to make sure that they received your press statement. 
    • In the majority of follow-up calls, you will find that most of the reporters have not yet seen your press statement.
  • HOW RADIO AND TV ARE DIFFERENT
    • Your approach to working with radio and TV should be very different from your approach to working with print media.
    • Call TV and radio producers well in advance to give them the heads up that the case is coming down. Through this call, you will be pitching the story to them in advance by explaining the impact this decision will have on health care.
    • If they seem interested in the story, you can present them with a package deal that includes an interview with your spokesperson the day the decision comes down and a real story as well.
    • For the TV and radio stations you have not been able to contact, call the assignment editor directly to ask who is covering the Supreme Court case and make sure this producer gets your statement and your pitch for your spokesperson.

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TIPS FOR INTERVIEWS
PART I: NEWSPAPER

Giving an interview for the first time can be daunting, to say the least. You are probably nervous about getting all your information right. Maybe you're concerned about sounding like a fool in your quotes. Or it could be that the idea that your words will linger forever in the newspaper's archives strikes fear into your heart.

Despite these misgivings, you are willing to be interviewed because you know that it will further your cause. You realize newspapers are a valuable tool in educating the public and swaying decision-makers and for these reasons, you feel it's important to give interviews. The question is how to prepare for them.

• SET CLEAR GOALS FOR YOURSELF 
  • You should never agree to an interview unless you are sure of what you want to convey. Not all press is good press. If you sound like you are uninformed or your message shifts erratically in the interview, you will not help your cause. 
  • Throughout the interview, you want a clear theme to develop. That's your "message."
• BE PREPARED 
  • Before the interview, you should prepare possible questions you expect the interviewer to ask and come up with answers to those questions. 
  • Remember, you should have a clear message you reiterate when appropriate.
• UNDERSTAND THE REPORTER'S NEEDS 
  • When a reporter first approaches you for an interview, you should determine how much she already knows about the subject. Oftentimes, reporters new to the topic will inform you that they will need more than the usual amount of background information. 
  • This presents you with an excellent opportunity to educate them and strengthen your professional relationship. Good information from you now will make it more likely the reporter will rely on you in the future. 
  • What you should do is give her one to two pages of background information and let her know about any informative and easy to use websites that are available. A bulleted fact sheet would be easy to read and quickly convey the key points. 
  • Remember that reporters need to prepare for interviews almost as much as you do. They'll appreciate the extra information and the opportunity to prepare their questions in advance of the interview.
• THE FORMAT 
  • Most interviews take place over the telephone. The reporter may call you a few hours before her article is due and ask to interview you on the subject. 
  • She may also ask you to succinctly describe your organization. You should have a standard description of your organization developed before your first interview. 
  • During the interview, if you falter and inadvertently give incorrect information, make sure to correct yourself as soon as possible. Be as accurate, succinct, and clear as possible, even as you put forward your message.
• ENDING THE INTERVIEW 
  • Once the interview has come to an end, make sure the reporter has your phone number and you have hers, or other contact information such as e-mail to insure that she can get in touch with you if she has any follow-up questions as she is writing her story.
• COLLECTING CLIPS 
  • It's important to collect and file your clips. These clips can be used in soliciting other articles on your issues, can be included in press kits, used in testimony, brought to editorial board meetings, sent to funders, and analyzed for future interviews.
• CORRECTIONS 
  • If it's a really grave error, call the reporter and let her know of the mistake, in a professional, non-confrontational way. If you come on strong, yelling and threatening to get her fired, you can pretty much say goodbye to any good relationship you might have had with her and, perhaps, other members of the press. 
  • If the reporter is unresponsive to your request for correction and the mistake is something huge talk to the reporter's editor at the newspaper and let him know-calmly, professionally- that this information is inaccurate and damaging.

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TIPS FOR INTERVIEWS
PART II: RADIO

Many of the same skills employed in newspaper interviews are also needed for news and talk radio interviews. You must have a clear goal of what you want to convey in your interview and you must be prepared and knowledgeable about the subject. However, there are some techniques unique to radio that will enable you to give a better interview and will increase your chances of being a resource for the reporter in the future.

• FORMAT
  • In radio interviews, you not only need to be knowledgeable about your subject, you also have to be savvy about any media outlet that approaches you for an interview. 
  • Research the station, program, and interviewer.  Using the Internet or a media directory such as Burrelle's or Bacon's you should be able to find out who their target audience is, if the program focuses on news, business, or current affairs, and whether or not it has a political slant.
  • This information is important because it will help you prepare for he kinds of questions you might be asked.  Knowing that you will be interviewed on the most conservative talk show in the state will not only help you decide whether or not you want to do the interview, it can also help you tweak your message and anticipate the hard questions.
  • The first thing you need to find out is what the format for the interview will be.  There are talk radio shows that will let you speak almost without constraint for thirty minutes or an hour.  Then there are news shows that will give you five to ten seconds to make your case.  Although the preparation for both is largely the same, the short news clip requires much more discipline.
  • If you will not be the only guest, find out how the producer is arranging the show.  Will it be debate format, or will you be alone for part of the interview.
  • You also need to know if you will be taking call-in questions.  Learning about the demographics of the radio station will help you brainstorm likely questions.
• KNOW YOUR MESSAGE 
  • No matter how long you have to speak, you must stay on-message . Otherwise, the interview does you no good and may do you a lot of harm. Before you talk with the reporter, write down what you need to convey as simply and clearly as possible. 
  • If you are doing a short news segment, you will have to cut your message to its most basic form; for instance, "Every child deserves a healthy smile."
  • If you are preparing for a longer talk radio show, flesh out your argument with three main points that support your message. 
  • Don't be nervous about repeating yourself over and over. In a taped interview, some of your comments may be cut. Therefore you want to make sure that you convey your message within every response to every question.
  • Sometimes reporters will try to bait you with a trap questions. Practice deflecting these kinds of questions with phrases like: "While you may have a point, the real issue is . . ." or "I don't believe that is an issue, what is at stake is . . ."
• PREPARE 
  • Just because you know this topic inside and out doesn't mean you shouldn't prepare for the interview, especially if this is the first time you have been interviewed by this reporter or been a guest on this program. Run through the questions you may be asked with someone who can critique your responses.
  • Feel free to write up notes and use them during the interview, just don't rustle your papers. Try to listen to the program a few times before your interview to get an idea of the kind of questions the interviewer and his or her listeners will ask. Ask someone to run through sample questions with you and get feedback from several people.
• INTERVIEW CONFIRMATION 
  • Before the interview, make sure you have the directions and the correct day and time of the interview. Sometimes interviews take place at a radio station and sometimes they can be conducted in your office or even over the telephone. Make sure you know who is going where or who is calling whom. 
  • Feel free to ask the reporter how long the interview is scheduled to take and if it will be live or taped. Make sure you know the name of the reporter who will be interviewing you.
• PRE-INTERVIEW 
  • Often, the interviewer will request a pre-interview. This may take place a few days or a few minutes before the interview. He or she will take this opportunity to ask you a few questions about the subject. 
  • Some pre-interviews are thirty minutes long and some are about 5 seconds! Use the pre-interview to find out what the reporter is looking for from the interview. You can often get a sense of where the reporter would like to take the interview from the pre-interview. 
  • Radio reporters, like print reporters, do not have time to become experts on every subject. They depend on the people they interview to help them better understand the subject.
  • However, do not be lulled into thinking that the reporter will merely ask you soft questions. Reporters are trained to think critically. If there's a chink in your armor, it's their job to find and exploit it.
• DURING THE INTERVIEW 
  • Remember to speak slowly and clearly during the interview, even if the interview is a very short "soundbite."  You don't want to speak so quickly that no one understands the wonderful message you've worked so hard to craft. 
  • Try to be as entertaining and active as possible. Give free reign to your action verbs and use your voice as a tool to convey mood. If you're happy about recent let that come through in your voice. Use inflection to vary the rhythm of your sentences. 
  • For more pointers, listen to your local NPR affiliate.  These broadcasters have mastered the art of holding the audience's interest through their voices, no matter the subject.
• AFTER THE INTERVIEW 
  • Make sure the interviewer has your business card and one of your press kits, if possible. Ask when the program will air and find out if you can get a copy of the tape for your archives.
  • This is important for many reasons. You can review the cassette to see how you might improve. Pay careful attention to your enunciation and the speed at which you speak. Listen for how well you responded to questions and stayed on message.

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TIPS FOR INTERVIEWS
PART III: TELEVISION

Many people consider television interviews to be the "big time"-and with good reason. Studies show that more Americans get their news from television than from any other source. Because of this, many different people and organizations compete for airtime. They know that getting one minute on the evening news can do more to further their issues than almost any other media hit.

• SCENARIO: 
  • Imagine that your organization held a press event about the uninsured in your community a few months ago. You wrote a report with graphs and statistics showing the number of uninsured, their average income, and other demographic information. 
  • The press conference was successful, in part because you had real people available to tell their stories and have their picture taken. At the press conference you met Will Clark, a television reporter for KYW-TV. He was very interested in your report and your issues. 
  • Yesterday, the governor proposed a plan to cover the uninsured in your state. Will wants to interview you on-camera for your group's perspective. You've accepted and now you must prepare for the interview.
• ANTICIPATE THE REPORTER 
  • Before you ever walk into an interview, your message should have already been established. 
  • Message development can take a lot of time and thought so it should be done in advance of any media opportunities. You never know when you'll have the opportunity to talk to a reporter. 
  • When news breaks and you are asked to respond, the first thing you need to do is think of how the news affects your message. 
  • How does your organization feel about the governor's proposal? Is it a real solution to the problem of the uninsured or is it merely a political prop for the governor's re-election campaign? These are the kinds of questions you may be asked, so be sure to have clear responses that push your perspective. 
  • Carefully craft short, interesting responses. Remember, this is your opportunity to have your message heard. Repeat your message relentlessly and find ways to include it in your response to every question. Practice responding to tricky questions and ways you can shift the reporter's questions to those more in line with your message. 
  • Once you feel comfortable with your message and your ability to stick to it, begin looking at the way you convey your message. It's important that you look natural on-air so, if possible, try to videotape yourself in mock interviews. It may seem silly at first, but it will give you the opportunity to critique yourself. 
  • If you have done a television interview in the past and have a copy of the tape, make sure to look at that as well. It may give you some ideas about how to improve your posture, gestures, enunciation, and eye contact.
• APPEARANCES COUNT 
  • When you are being interviewed, sit up straight and look directly at the interviewer. Resist the urge to look directly into the camera lens. This comes off as overly aggressive and unsettling to the viewer. Try to keep both feet flat on the floor. 
  • Use gestures to make a point. Some people find that holding a pen in an interview helps them with their nerves and gives them something to do with their hands. What you don't want to do is look stiff or artificial. 
  • Speak clearly, enunciating your words. Relax and concentrate on the interviewer. Remember to use your voice as a tool to convey doubt or approval. Using active words to describe the situation will also help keep the viewer's attention. 
  • Smile and be engaging throughout the interview, even when you don't think the camera is on you. The reporter will appreciate this and the audience will pick up on it as well. You don't want to look and sound dour no matter how much you may dislike the governor's proposal. You want to appear active and upbeat.
• WHAT TO WEAR 
  • Your clothes are very important in a television interview. This is a visual medium and you want to look as polished and professional as possible. 
  • Try to stick to dark, solid clothing. Avoid white and light-colored clothing. Too much jewelry can also be distracting. Sometimes necklaces rub against lavaliere microphones, obscuring your voice. Large, dangly bracelets can also be distracting, especially if you are using your hands to gesture. If possible, remove your glasses or wear contacts as the lens may cause a glare.
• WHAT TO BRING 
  • Always make an effort to bring a press kit. Especially include materials such as your report on the uninsured and a one page executive summary. The producer may ask the graphics department to adapt some of your charts and graphs to be shown on air.

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GETTING YOUR MESSAGE INTO NATIONAL STORIES

You have a golden opportunity. A major national news organization is running a story on one of your issues. Your local media will likely carry the story in the next day or so, but you're not sure how you can get your group into that story.

Mention of your group in the national story would benefit your work in many ways. First, the story is going to raise awareness of the issue on a national level. This will lend credibility to the importance of the issue and may help to speed you toward your goals.

Second, the story gives you an opportunity to raise your organization's profile and increase name recognition.

Third, the story could help coalesce local efforts and focus the goals you and your coalition are seeking.

• THE ISSUE 
  • You've done the background work.
  • You've collected stories illustrating the magnitude of the problem.
  • You've already laid the groundwork for a successful media campaign. In the past, you've made efforts to talk to the media, but have been rebuffed. 
  • You've written and submitted op-ed pieces and pursued editorial boards. While you've been given a hearing, there wasn't much enthusiasm from any of the people you met. 
  • You have an up-to-date media list of reporters' e-mail, fax and phone numbers and their organizations, just itching to be used.
• HOW DO YOU FIND OUT ABOUT THE STORY?
  KEEP IN TOUCH WITH OTHER ORGANIZATIONS 
  • A national group might notify you that they are planning a major press event on your issue. It could be they are releasing new data or they are reacting to newly-introduced legislation that affects your state. 
  • The national group could also know that an important reporter is working on a story about the issue.
• FOLLOW THE NEWS 
  • Another way to keep tabs on current stories is by following the "newswire". The newswire is breaking news. The newswire is a round-the-clock operation. 
  • The newswire is fast and easy and the lifeblood of small newspapers and radio and television stations. 
  • The most important such service is the AP newswire. The websites of most large papers offer a link to the AP wire, as does the website www.commondreams.org. While the AP does have its own website, it is not very user-friendly. 
  • Other major news services are Reuters, Knight-Ridder, Bloomberg, and the New York Times. 
  • It's the cheapest, easiest way for local media with small budgets to maintain their newsworthiness. 
  • On the Yahoo or AOL websites, for example, you can set up a default homepage that tracks the AP and Reuters. Everytime you log on, you can be monitoring the newswire. 
  • If monitoring the newswire doesn't seem feasible, your group will have to rely on your personal relationships with reporters and editors. As advocates, these relationships should always be a high priority. 
  • It's a good idea to put together a press kit about what your organization does and what its goals are and then meet with reporters, news editors, and editorial page editors. 
  • Familiarize them with your organization and make sure they have your contact information.  If you have a good relationship with your local reporters and they're familiar with you and your group's issues, they may tip you off to a breaking story and ask for your comments.
• WHAT SHOULD YOU DO? 
  • Now that you know the story is coming and you've got some connections at your local media outlets, you have to start working the phones and e-mail.
  • Make your calls to friendly reporters and tell them you've heard there's a story about prescription drugs coming out over the wire. Offer them your resources and expert information to localize their story, and offer to provide them with one or more people to interview. This is called "putting a face on the story."
• WHAT ARE YOUR RESOURCES? 
  • Tell reporters you know real people who will help humanize the issue and make it more interesting to readers and reporters. 
  • The national story addresses the big picture, but what people reading their newspapers over a bowl of cereal and a cup of coffee want to know is: how does this affect me? If you can prove that it has an impact on their parents, their neighbors, friends, and possibly themselves one day, then you will have done 80 percent of the work. 
  • The best thing you can do, after making your all-important phone calls, is to provide reporters with a press release about the issue. 
  • You should have bullets detailing the information you've accumulated on the issue in your area and a soundbite-which is a short, attention-grabbing quote-that may be included in a story. 
  • Make sure to provide contact information and be available to reporters at all times. If you're serious about getting some mileage out of a national story, you need to be reachable.
• DON'T THROW IN THE TOWEL 
  • If you didn't get any media attention for your group even after all your efforts, be comforted. Taking time to familiarize the media with your group and your issues is never wasted. At the very least, you're laying the groundwork for future stories. You've got to regroup and remember your assets. 
  • Invite the folks at the neighborhood senior center to write letters to the editor 
  • Write an op-ed piece with all that great, specific, local data. Keep it short (under 700 words) and encourage another group working in your issue area to co-sign it with you. 
  • Set up the round of editorial boards and go over it again. Be persuasive and persistent.  Use your data, your anecdotal information and be sure to remind them of the national story their own newspaper recently ran.  

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ON THE RECORD & OFF THE RECORD: CONTROLLING THE STORY

Are you intimidated by talking to reporters because you don't know WHAT they will write?  Knowing and establishing the parameters of a discussion or interview before giving reporters information will allow you to control the message and help shape the story.

There are four kinds of verbal agreements you can establish with a reporter. Before you answer any questions, it is always a good idea to determine how your answers will be used. You can do this by establishing whether you are speaking to a reporter "on the record," "not for attribution," "off the record," or "on background."

Each level of conversation determines how much of what you say can be used in the story. You can deliver your organization's message effectively through each of these methods, and more importantly, you can use each of these methods to shape the story.

• ON THE RECORD 
  • Speaking on the record is the most direct means of delivering your message. When talking to a reporter on the record, it is understood that anything you say can end up in the story and will be attributed to you. Once you establish that you are speaking on the record, you cannot retract anything you have said. 
  • On the record should be used when you want to get your organization's message out to the media through your spokesperson.
  • When speaking on the record, it is extremely important to stay on message and to not stray from your talking points. You will not be given the opportunity to retract a statement or to take back anything you said. 
  • An on-the-record interview works best when it is controlled. An on-the-record interview should never be conducted spontaneously.
• TIPS FOR SPEAKING ON THE RECORD 
  • Never speak on the record without knowing everything about the interview: You should never talk to a reporter on the record if the reporter calls you out of the blue and doesn't specify exactly what the piece will focus on. If this happens, you should take a message and then call the reporter back. This way, you can figure out what the reporter is writing about and anticipate the questions that might come up. Calling the reporter back once you are prepared puts the ball in your court so that you have better control over what is said during the interview.
  • Don't let the reporter take you off message: Continue to bring them back to your message. Don't worry about sounding repetitive. The more you repeat your talking points, the more likely it is that your points will get across. Your goal when speaking on the record is to get your message out through direct and clear talking points even if this means that you are repeating them over and over again. Reporters can only use what you give them, so only give them what you want them to use. 
  • Answer only the questions you feel comfortable answering: If you are asked a question that you did not expect, but you know the answer and it is something you feel comfortable answering on the record, then you should briefly answer the question. If the question takes you off message, answer it briefly and then link it to your original talking points. 
  • Don't fall for the silent trick:  Reporters often use silence as a technique to get their interviewee to continue to talk and add a comment that is not scripted. Don't fall for the silence. Answer the questions using your talking points and then wait for the next question. If you begin to feel uncomfortable and start to talk, you will very likely say something that you did not mean to say.
  • Pass on questions if you do not know the answer: If you do not feel comfortable answering the question or, worse yet, you do not know the answer, you should feel free to pass; you can answer in the following way:
    • "I don't know the answer to that question. I'll have to get back to you with that information," 
    • "I don't know that off the top of my head. Let me get back to you later," or
    • "That is not really within my area of expertise, but I would be happy to get that information to you later." Remember, it's better to admit you don't know the answer than to have an inaccurate quote in the paper.
    • Juggling between staying on message and not stonewalling the reporter: There is a big difference between continuing to bring the interview back to your message and not answering a question. You don't want to sound like a broken record, but you also want to control what is being said in the interview. 
    • Don't be a fickle source: Once you have established that you are speaking on the record, it is not advisable to change your mind mid-sentence and to attempt to retract your statement. If you do, you run the risk of the reporter printing it anyway.  More importantly, you will damage the relationship you have with the reporter.
  • NOT FOR ATTRIBUTION 
    • Not for attribution is an agreement in which a reporter can quote what you say but cannot attribute it to you. Therefore, the article would use your quote but attribute it to a health care advocate "record" quote. 
    • This is usually reserved for juicy bits of information that you know a reporter is going to be itching to print when you do not want your name or organization associated with the quote.
    • Negotiating a not-for-attribution agreement can be tricky, and it must hinge on two very important elements. 
    • You must make this verbal agreement BEFORE you give the reporter any information. The reporter will probably try to get the information before giving up the right to attribute it to you. Don't let her. As soon as you give up the information, you lose the right to control the source of the quote. 
    • You should only work with reporters that you trust when giving up information that you do not want attributed to you. Not for attribution relies heavily on trust. Therefore, if you do not already have a working relationship with a reporter, you really have no basis of knowing if he or she will break your agreement.
• OFF THE RECORD
  • If you establish that a conversation is off the record, the reporter MUST find a different source to give her that information before she can print it in the story. If the reporter prints something you said off the record, that reporter has broken your agreement.
  • Types of information you would give a reporter off the record:
    • Information that you feel would help the reporter better shape their story but that you do not want to see in print. 
    • Information that you have heard, but you can't verify if it is true and therefore you do not want to be the one that leaked the information.
  • Therefore, it is extremely important that you remain firm and do not reveal any information until you come to a verbal agreement that the reporter will not use any of the information you are sharing. If the reporter cannot give you the verbal acknowledgement, then you should move on to the next question.
• ON BACKGROUND
  • When speaking to a reporter on background, you are giving the reporter important information they will need to write the article. This is usually when you give reporters data, a historical context for their story, and other information that shows relevance and helps shape their story.
  • As with not for attribution and off the record it's important to establish that the information exchanged is on background before you give the reporter any information. Simply saying "I can talk to you only on background" can do this. If you give the reporter the information before you establish that it can only be used on background, you run the risk of having data as your quote in the article instead of a tight quote that better conveys your message.
• CONCLUSION
  • The most important aspect of speaking to reporters is to be candid and up-front about how you would like to have your information used in their story.
  • Remember, you lose all bargaining power as soon as you have given up your information. Therefore, make sure to be open and clear about how you would like them to use the information.

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HOW TO SHIFT FOCUS ON A STORY

Some people think that the only bad media coverage is no coverage at all. In some situations, and for some people, this is true. More than likely, however, you need the media and the public on your side. The only people who can really afford bad press are characters like Howard Stern, not grassroots campaigns such as yours. In order to get the support of the public, you have to make sure that your message is conveyed by the media. But what do you do when you are working on an issue that needs a lot of public support and the media portrays your viewpoint unfavorably? Here are some tools for not only dealing with negative media coverage, but also improving your media coverage over time.

• FREE VERSUS PAID MEDIA
  • As advocates, your most powerful tool is "free" media.  This is media time you do not have to pay for; for example, newspaper articles or radio interviews that mention your organization.
  • Paid media is, clearly, media time you must buy.  Television commercials and newspaper advertisements are two examples of "paid" media.
• A STORY BREAKS 
  • You are quoted in an article that focuses on the other side of the issue
  • This is not the position your organization needs to be in to convince the public and legislators that the issue at hand is necessary
• WHAT DO YOU DO? 
  • Before you do anything, figure out where the story broke and what kind of "legs" it had (how long it lasted). Having this information puts you in a better position to make decisions about how to respond. 
  • Be very careful in gauging your response. You don't want to call attention to a story that was overlooked. 
  • You may not have a problem just because a story is printed, but a story that generates a lot of interest and gets picked up by other newspapers or radio and television could be a more serious matter.
• THINK BEFORE YOU SPEAK 
  • Don't vilify or alienate the reporter who wrote the article
  • You should call the reporter, but don't be antagonistic. Instead, present your side of the issue and add any new information. While it is unlikely that he or she will write another story (and even less likely that he or she will receive permission to do so), it's worthwhile to keep a relationship with the reporter.
• SPIN 
  • Everything you say and everything you do has to portray your issue in the most favorable light. This is basically what spin is.
  • Listen carefully when your issue is attacked. Pay attention to what words are used to portray your issue in a negative light and then use that information to  your advantage. 
  • It is a good idea to sit down and draft some talking points for you and your supporters. Talking points clearly define your message. They are short, sound-bite sized phrases that contain the main points of your message.
• EDITORIAL BOARDS 
  • The editorial board includes editors and some staff members who approve the editorials the newspaper prints. These are the people who decide the perspective of the editorial and assign someone to write it. 
  • Call the editor of the newspaper and tell him or her that you would like to sit down with the editorial board to discuss your issue. 
  • Set up a date and time and start working on your presentation. The presentation should be concise, persuasive, and on-message at all times. 
  • Your objective in meeting with the editorial board is to persuade them-with statistics, facts, and your strongest arguments-to take a more favorable opinion toward your position.
• OP-ED PIECE/GUEST COLUMNS 
  • Op-eds are usually written about an issue that has recently been reported in the newspaper. It's a great idea for a few groups to sign and submit one op-ed. 
  • Guest columns are written by one person. They can be about anything and are not limited to issues the newspaper has recently covered. What sells newspapers on guest columns is the notoriety of the author and the quality of the writing. 
  • Each paper has different criteria, so it is best to call the editorial department before submitting your piece. 
  • Make sure to attach a cover letter explaining what you are sending and who you are. 
  • Be as clear and jargon-free as possible. Remember that newspapers are written for a 5th or 6th grade reading level, so you need to write simply to reach the maximum audience.
• LETTERS TO THE EDITOR 
  • Letters to the editor give citizens a forum for commenting on newspaper articles. Anyone may write them.
  • While it may seem to you that the more letters written, the better coverage you will receive; you have to be careful. These letters must always be authentic, meaning that if an editor receives 400 identical letters, he or she will not print them. 
  • It is advisable that each person write his or her own letter, possibly drawing from some talking points that you may draft for them. References to a recent article in the paper make your letter more likely to be printed. 
  • You must identify yourself and provide necessary contact information. Without this information your letter will not be published.
• HUMANIZE THE ISSUE 
  • No matter what you do, you must remember to humanize your position as much as possible. This could be your strongest asset. 
  • Try to collect stories of people who would benefit from the program and let reporters know that these people are willing to be interviewed.
• PRESS EVENT 
  • If you want to stage a press event to offset negative coverage, the most important thing to remember is to make it newsworthy. All the time and effort you put into organizing will be futile if you can't generate some media interest.
  • A few days before the event, send out a media advisory. This will inform reporters of who will be participating, when, where, and what the event is all about. 
  • You should make follow-up calls right before the event, making sure that they received the media advisory, asking if they have any questions, and reminding them about the press event. 
  • The day of the event, send out a press release (embargoed until the time of the press event) and have releases to hand out at the event. 
  • As for the substance of the event, if at all possible, try to refute the opposition's claims with hard facts. 
  • Be sure to have someone present who would benefit from the program. It's easy to deny numbers on paper; it's harder to confront a real person without health coverage.
• INVIGORATE ADVOCATES 
  • There's nothing like anger to get people working for a common cause. 
  • Use the media attention to pull together different groups who might not ordinarily work together but who have a vested interest in getting the proposal approved.

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WHY TARGET EDITORIAL/OPINION PAGES?

The Op-Ed pages are one of the most widely read sections of a newspaper or magazine. Appearing in them will raise the profile of your organization and infuse your point of view into debates on important issues.

• VENUES FOR GETTING IN THE OPINION/EDITORIAL PAGES: 
  • Op-Ed: An opinion-editorial, or op-ed, is an opinion piece sent in by a member of the community. Traditionally, it was placed opposite the newspaper's editorial page, hence the name op-ed. However, it has now come to be known as an opinion-editorial. 
  • Editorial: An editorial is an opinion piece written by a member of a publication's staff or a contributing writer or editor. 
  • Letter to the Editor: A letter to the editor is submitted by a member of the community, usually in response to something that has previously appeared in the publication.
• WRITING AN OP-ED 
  • Make It Timely.
  • Know Your Thesis. You should be able to sum up your argument in one sentence. 
  • Argue. Express your opinion in a persuasive, argumentative manner. 
  • Support Your Claims. Include a few key facts and/or statistics from studies. 
  • Use Plain Language. 
  • Be Brief. State your opinion clearly and concisely, back it up with facts and examples, and then conclude.
    • FORMAT
      • INTRODUCTION 
        • Your first paragraph should grab your readers' attention and compel her or him to read on.
    • BODY 
      • The body of your op-ed should consist of evidence that backs up your argument.
    • CONCLUSION 
      • In the concluding paragraph, it is sometimes a good idea to rephrase or reference the kicker you began with. Also, try to finish with a call to action or something that leaves readers feeling empowered to influence the issue's outcome. At the very end of the op-ed, provide a one-line biography of the author.
      • Along with your op-ed, submit a cover letter that outlines your major points using a few sentences or bullets
• WRITING TIPS:
  • Express your point of view clearly and boldly in the first paragraph.
  • Be concise in your argument, limiting yourself to three major points.
  • Use simple, short sentences.
  • Use short paragraphs.
  • Avoid flowery and technical language and jargon.
  • Use active rather than passive language.
  • Your piece should be approximately 700 words or less, typed.
• LETTER TO THE EDITOR
  • A letter to the editor is an opportunity for readers to correct and/or comment on an article or statement that recently appeared in a publication, voice their opinions to policy makers, and educate people in a community about issues.
    • FORMAT
      • INTRODUCTION 
        • In the first paragraph, give the title of the article and the date it was written. The first paragraph should also state your reaction to the article.
    • BODY 
      • The body expounds on the article you are responding to and explains why you agree or disagree.
    • CONCLUSION 
      • In your final paragraph, include a call to action for members of the community.
• PLACING AN EDITORIAL
  • Editorials outline a newspaper's position on a newsworthy issue. The key is to convince the editorial writer(s) that the topic is relevant, newsworthy and worth taking a position on.
• THE MEETING 
  • The first step in placing an editorial is to meet with editorial board staff members.
  • Plan to present your case in 10-15 minutes. Know your thesis and prepare talking points to help you focus on the most important information during your presentation. 
  • Give the editorial board members background information about the organization or coalition you are representing. 
  • Bring studies, papers, and fact sheets to support your position. 
  • Be prepared to answer questions. Editorial writers may want to ask you questions about related issues. 
  • To prepare, practice answering questions with someone who has only basic knowledge of the issue and with someone who knows the issue inside and out. 
  • Remember: Since you will not be writing the editorial, your goal, in addition to getting an editorial about the issue placed, is to influence the way in which the publication addresses that issue.

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