Income Inequality in Asia Leads to Illicit Financial FlowsIn 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, wherecommentators have noted that since 1979, the rich have become richer and the poor have become (relative to the rich) poorer. Dubbed the Great Divergence byNY Times op-ed columnist Paul Krugman, this phenomenon may be both a driver and the result oftax 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 fasterto 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 increasesin 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 Ermottirecently boasted that his bank has apenetration 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 TimesJuly 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.

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.

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.

Keep a record of all media contacts in your community.

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, magazine-type 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.

Thank those who support your cause. A note or letter of appreciation can mean a lot!

Media - "Dos and Don'ts" For Dealing with the 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 well-trained 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 PiecesLocal 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 ProcedureObserve 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 SubstanceGet 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 EditorIn 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 e-mail 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 EditorsWhether 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 co-operative 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 long-standing, 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 impressionyour clothing, actions, and message.

While speaking: Find common ground with your audience and get feedback. Dont censor yourself; be animated.

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.

How to Plan Press Releases

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 well-written. 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 thescaleof 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 doingIn 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