Chapter 34. Media Advocacy | Community Tool Box

 

Organizations and community groups use television, radio, newspapers, digital news, podcasts, and social media to explain issues, share community perspectives, and build support for change. Effective media advocacy depends on accurate information, clear goals, respectful relationships, and meaningful participation by the people affected by an issue. This section introduces ways to work with the media as part of a broader advocacy effort.

What are the media and media advocacy?

Media, the plural of "medium," are channels used to communicate information. They include television, radio, newspapers, magazines, websites, newsletters, podcasts, social media, and other digital platforms. Information may come from journalists, community members, organizations, businesses, public agencies, or other sources. Different channels reach different audiences and offer different opportunities for reporting, discussion, and participation.

Advocacy means supporting a cause, a policy change, or the rights and priorities of a group of people. Advocates may work with public agencies, elected officials, businesses, institutions, and community members to improve policies, funding, services, or everyday practices. For example, families and children with disabilities might work together to advocate for accessible, affordable health services in their community.

Media advocacy is the strategic use of media to build understanding and support for changes that advance community goals. It connects public communication with efforts to improve policies, practices, and conditions. For example, suppose your organization works with young people and neighborhood groups to prevent violence, including violence associated with gangs. Your media advocacy might aim to:

• Change how the issue is understood. Explain how violence affects the community, the conditions that contribute to it, and the strengths and relationships that support safety. Include young people's perspectives without assuming that all young people in a neighborhood are involved in gangs.
• Create opportunities for accurate, sustained coverage of the issue and possible solutions. Stories might examine prevention efforts, community leadership, access to opportunities, and lessons from local programs. People with relevant lived experience should be able to choose whether and how they participate, with attention to privacy and safety.
• Motivate community members and policy makers to take action. You might seek investment in youth programs, improved access to services, changes in organizational practices, or public participation in a community safety plan. Make the requested action clear and explain how it connects to the broader goal.

Media advocates help connect community knowledge, evidence, and proposed solutions with the audiences who can support change. Reaching a large audience can be useful, but reaching the right people with a credible, relevant message is often more important than the amount of publicity received.

As a media advocate, you can use the media to:

• Inform the public about conditions that contribute to community health and well-being, including housing, education, employment, safety, discrimination, and access to services. Explain community strengths and practical opportunities for improvement.
• Reframe issues such as violence and substance-related harms as concerns shaped by community conditions, policies, and access to support. Avoid portraying people as the problem or suggesting that individual choices alone explain complex circumstances. Show how prevention, treatment, supportive relationships, and broader changes can contribute to solutions.
• Encourage community members, professionals, organizations, and decision makers to learn more, contribute their knowledge, and participate in community-led action.

Media advocacy also requires attention to safety. Journalists and sources can face censorship, surveillance, harassment, detention, or violence. Risks vary across countries and communities and may come from public authorities or other powerful actors. The Committee to Protect Journalists documents threats to journalists and provides safety resources.

Before a sensitive campaign, assess risks to community members, staff, and journalists. Consider whether identifying a person, location, or relationship could expose someone to retaliation. Discuss safer ways to communicate and seek relevant local expertise when needed.

Participation should be voluntary and informed. No one should be pressured to accept danger for a campaign. People should understand the possible consequences of publicity and have alternatives to appearing publicly.

Plan for physical, digital, and psychological safety, including how to respond if threats emerge. Reassess the plan as conditions change, and be prepared to postpone or change an activity when risks cannot be adequately addressed.

Why should you engage in media advocacy?

Media coverage can help people understand community issues, consider possible solutions, and learn how to participate. However, journalists may have limited time or specialized knowledge about your issue. Provide clear explanations, reliable sources, and relevant community perspectives. Avoid assuming that a reporter already understands the terminology, history, or local context.

Journalists also seek independent evidence and perspectives that may differ from your own. Their role is to report, question, and verify information, not to promote your organization. Respond honestly, meet agreed deadlines, and respect editorial independence. A good working relationship supports communication but does not guarantee favorable coverage.

Working with a range of outlets can help you reach different audiences. Local news, community and ethnic media, radio, podcasts, and digital platforms may each offer useful opportunities. People affected by an issue can share their own knowledge and priorities, rather than having others speak for them.

Some specific reasons for media advocacy are:

• To inform the media - and through them the public - about the social, economic, environmental, and policy conditions that influence health and community well-being.
• To use media attention to build public support and accountability for policies and practices that improve community conditions.
• To encourage meaningful coverage that includes community members' experiences, knowledge, and proposed solutions in their own words.
• To support community leadership by expanding access to media participation for people whose perspectives are often underrepresented. Communities already have knowledge and leadership; media access can help their priorities receive greater attention.
• To encourage participation by showing how people can contribute to practical, community-led solutions.

When should you focus on the media?

Focus on media advocacy when it supports a clear goal and your group is prepared to respond to questions, public attention, and possible criticism. Before seeking coverage, confirm that your information is accurate, participating community members understand what publicity may involve, and someone can manage follow-up.

Good times to focus extra energy on the media include:

• When announcing a new project. For example, a youth-led initiative to prevent tobacco and nicotine use could explain its goals, introduce participating partners, and invite community involvement.
• When you have information connected to community news. If local reporting raises concerns about neighborhood safety, offer verified information about relevant conditions, community priorities, and prevention efforts. Avoid reinforcing stereotypes about particular neighborhoods or groups.
• When public understanding could influence an important decision. Timely coverage can help people compare proposals, understand their likely effects, and participate before a decision is made.
• When an urgent issue is receiving little attention. For example, older adults may be experiencing food insecurity or unsafe indoor temperatures. Reporting can make unmet needs visible and explain what services, investments, or policy changes could help.
• When a proposed law or regulation creates an opportunity for public discussion and action.
• When the community has achieved something important. Share the results, recognize collective contributions, explain what was learned, and identify any work still needed.

What does media advocacy involve?

There are two ways to answer this question: by considering how you work with the media and by examining what you hope to accomplish through that work.

Working with the media

Establish professional relationships

An important first step is to establish personal contact with journalists, editors, producers, or other relevant staff at the outlets you hope to reach. Learn what they cover, whom their outlet serves, and how they prefer to receive story ideas. Keep contact information current and avoid relying on a single relationship.

A productive working relationship rests on mutual respect, clear expectations, and reliable communication. It does not require friendship or agreement on every issue. Be comfortable explaining when a request would be inappropriate for your organization or participating community members, and respect a journalist's decision to decline a story.

Be a useful and reliable source

Help journalists do their work by providing relevant information, responding clearly, and respecting the limits of what you can responsibly share. Useful practices include:

• Respond promptly. Ask about the reporter's deadline and explain when you can provide an answer. Identify a backup contact so one person is not expected to be available at all times.
• Be transparent. Share relevant information and explain its context, while protecting confidential records and personal information. Ask permission before sharing someone's story or contact details.
• Be trustworthy. Tell the truth and distinguish what you know from what you have not confirmed. If you cannot answer a question, explain the limitation when possible rather than providing a misleading response.
• Be accurate. Check facts before making a statement. When using statistics, identify the source, date, population, and any important limitations. If you do not know an answer, say so and follow up when you have verified it. Correct mistakes promptly.
• Suggest relevant stories. These might include new findings, community-led solutions, policy decisions, program results, or local events. Explain why the story matters to the outlet's audience and offer credible sources who are willing to participate.

News outlets operate under different business and funding models, including advertising, subscriptions, donations, public funding, and combinations of these. They also work within limits on staff, time, and space. Understanding an outlet's audience and reporting priorities can help you make a relevant pitch.

A useful story idea explains its public significance, offers reliable evidence, and identifies people who can speak from relevant knowledge or experience. Avoid sensationalism or presenting people mainly through hardship to attract attention. Audience interest and responsible reporting can be supported by showing both the problem and credible responses.

Ask for what you want, within reason

Be specific about the story or issue you hope an outlet will examine. Explain why it matters now, provide background information, and suggest available sources. Journalists decide whether and how to cover a story. Your role is to offer useful information and access, not to direct their conclusions or expect favorable treatment.

You can also propose opinion pieces, submit letters to the editor, or offer interviews about a community concern. For example, residents might explain how housing and energy costs affect their households and what changes they support. Follow the outlet's submission guidelines, be transparent about affiliations, and respect each participant's choice about sharing personal experiences.

Some outlets may express editorial support for an issue or participate in a clearly identified community initiative. Keep those activities distinct from independent news reporting. Discuss concerns about language, images, or proposed activities, especially when they could misrepresent community members or reduce their experiences to stereotypes. You can offer context and request factual corrections without expecting control over editorial decisions.

If a request is declined, ask whether another angle, timing, or format would be useful. Respect the answer. If an outlet repeatedly overlooks an issue, consider other outlets and direct communication channels while continuing to offer relevant, well-supported information.

Be respectful and maintain clear boundaries

Communicate professionally, listen carefully, and address disagreements directly. Respectful communication can help maintain a working relationship, but it does not make you responsible for another person's harmful behavior. You do not need to accept harassment, discrimination, threats, or pressure to disclose private information.

A brief or delayed response may reflect a deadline, workload, or personal circumstances. Clarify what is needed and agree on a practical next step rather than assuming bad intent.

If someone behaves inappropriately, state your boundaries and consider ending the conversation, documenting the concern, or contacting an editor or supervisor. Supporting staff and community members takes priority over preserving any single media relationship.

Goals for working with the media

Agenda setting

Agenda setting involves helping an issue receive attention in news coverage, public discussion, and policy decisions. The aim is to make community priorities and possible responses visible to people who can help address them.

To help set an agenda:

• Explain the issue, why it matters, and what affected community members identify as priorities.
• Connect the issue to community conditions, shared concerns, and practical opportunities for improvement.

This process may involve several stages. If an issue receives little coverage, begin by explaining its significance and offering credible local information. If it is already widely discussed, identify what is missing from the conversation, such as community perspectives, structural causes, or evidence about possible solutions.

Media attention alone does not ensure understanding or action. Listen to how people respond, address questions, and connect coverage with opportunities to participate. Be willing to revise your approach if the message is unclear or leaves out important perspectives.

• Connect attention to a clear next step, such as attending a public meeting, contributing to a community plan, contacting decision makers, or supporting a specific policy change.

Coverage can help make public concerns and institutional decisions more visible. Combined with organizing, research, and direct engagement, it can encourage governments, businesses, and other institutions to respond. Explain who has responsibility for the proposed change and how community members can hold them accountable.

Agenda setting can help you make connections with the media and their audiences. It also creates opportunities to improve how the issue is discussed.

Shaping the debate

Shaping the debate means helping people examine an issue with enough context to understand its causes, consequences, and possible solutions. Clear messages are useful, but they should not reduce complex concerns to individual responsibility or a single simple answer.

For example, coverage of substance use that focuses only on personal choices can overlook access to treatment, housing, supportive relationships, and other conditions. Coverage of poverty can similarly overlook wages, costs, discrimination, and policy decisions. Offer accurate language, relevant evidence, and community perspectives that explain these connections without defining people by the challenges they face.

You cannot control independent coverage, but you can contribute reliable information, challenge inaccurate assumptions, and help journalists connect with knowledgeable community members. The goal is a more useful public discussion that supports informed action.

Advancing a policy

Media advocacy can help explain a proposed policy, show whom it would affect, and build support for action. Identify the decision makers involved, the change you are requesting, the reasons for it, and how progress will be assessed.

This process can take time. Decision makers and community members may need background information, opportunities to ask questions, and a clear explanation of the options. Media coverage works best as part of a broader effort that includes relationships, community organizing, and direct participation.

Connect communication with opportunities for people to act, such as contacting officials, participating in public meetings, submitting comments, joining demonstrations, or contributing to petitions. After a policy changes, continue to examine implementation, resources, and effects on the community. Share both progress and concerns so the policy can be improved when necessary.

Getting attention

Common ways to reach the public include:

• News media - including television, radio, newspapers, digital newsrooms, and community outlets - can investigate issues and reach audiences beyond your existing contacts. Independent news coverage is different from paid promotion: you can suggest a story, but the outlet decides whether to cover it and what to report. Consider the outlet's relevance, reporting quality, and audience rather than assuming that every form of coverage will have the same reach or credibility.
• Public service announcements, or PSAs, communicate information intended to benefit the public. Some outlets offer donated placement, but acceptance, scheduling, format, and eligibility depend on the outlet. Confirm its policies and production requirements. Keep the message clear, accessible, and focused on a practical action, and do not rely on unconfirmed placement for an urgent deadline.
• Press releases are concise announcements that explain news from your organization or coalition. Include the main facts, why the news matters, a contact person, and links to useful supporting information. You control the release you distribute, but outlets may use only part of it, investigate further, or decide not to cover it.
• Press conferences bring journalists together for an announcement and questions. They may be held in person, online, or in a hybrid format. Use them when there is a clear reason for a shared event, and prepare accessible materials, knowledgeable speakers, and time for questions. Attendance and coverage are not guaranteed, so consider whether a written announcement or individual interviews would better serve the purpose.
• Paid advertisements allow you to purchase space or time in selected channels. They provide more control over wording, presentation, and placement than independent news coverage, subject to the outlet's policies. Costs and effectiveness vary. Set a budget, identify the audience and intended action, and assess whether the likely benefit justifies the resources. Make paid promotion clearly identifiable.

Your own website, email newsletter, social media accounts, podcasts, and community meetings can complement these approaches. These channels let you publish directly and respond to questions, although they still require staff time, accessible content, and attention to privacy. Choose a combination based on your goal, the people you want to reach, and how those people prefer to receive information.

How do you set up a media campaign?

A media advocacy campaign needs a clear purpose, a practical plan, and people prepared to carry it out. Begin with the change your community seeks, then decide how communication can support it. Agree on responsibilities, resources, timing, and ways to assess progress before launching major activities.

Prepare your organization

Designate a media coordinator or coordinating group to organize the strategy, handle inquiries, and maintain contact with outlets. Establish a review process for official statements so information is accurate, responsibilities are clear, and personal information is protected. The process should support timely communication and meaningful community participation.

Identify and prepare appropriate spokespersons. These may include staff, community leaders, young people, or others with relevant experience who choose to participate. Provide background information, practice opportunities, interpretation or accessibility support when needed, and clear guidance about questions outside their knowledge or role. Arrange backup coverage and reasonable availability rather than expecting one person to respond at all times.

Errors or misunderstandings can occur in reporting. If you identify a factual problem, contact the reporter or editor promptly, explain the specific issue, and provide supporting information. Distinguish a factual error from a difference in interpretation or an editorial choice you dislike. Keep correction requests clear and professional.

Assume an interview is on the record unless different terms have been explicitly agreed to in advance. "Off the record" and "on background" are recognized arrangements, but their meanings and use should be clarified with the journalist before sharing information. You cannot assume that a comment becomes confidential simply because you request it afterward. Avoid sharing sensitive information when you do not understand or accept the agreed conditions.

Make sure staff and participating members understand the campaign's goals, key messages, and contact procedures. People approached unexpectedly should know how to refer an inquiry, verify information, or explain that they are speaking from personal experience rather than on behalf of the organization.

Identify your objectives

Ask what you want the campaign to accomplish. Are you seeking greater understanding, participation in a decision, changes in policy, investment in services, or accountability for an institutional practice? Identify a specific action and the people who can take it. Decide how you will assess progress, using measures such as relevant audience engagement, participation, decision-maker responses, or policy outcomes rather than publicity alone.

Identify the audiences you need to reach

A community includes people with different experiences, concerns, languages, and communication preferences. Identify whom you need to reach and why. Your audiences might include people directly affected by an issue, potential partners, decision makers, or people unfamiliar with the concern. Develop messages with community input and check whether they are understandable, relevant, and respectful. Avoid assuming that everyone in a demographic group will respond in the same way.

For example, an adult literacy program might develop different messages for prospective learners and volunteers. Information for learners could explain available classes, scheduling, costs, accessibility, and the goals participants can pursue. Volunteer outreach could describe roles, training, and the contributions volunteers can make. Learners who choose to share their experiences can help shape both messages, without being portrayed as lacking ability or having failed.

Make a plan

Decide when the campaign will begin, which outlets and community channels you will use, who will communicate, and what materials are needed. Your options may include television, radio, print and digital news, newsletters, podcasts, websites, social media, videos, and public events. Plan for accessible formats, captions, image descriptions, translation or interpretation where needed, and ways to reach people with limited internet access. Include a budget, review procedures, follow-up responsibilities, and a schedule for assessing results.

Be flexible

Be prepared to adjust your activities as circumstances change. A news event may create an opportunity, while a change in community priorities, resources, or safety concerns may call for a different approach. Review whether your message remains accurate and useful, whether you are reaching the intended audiences, and whether a different channel or timeframe would work better. Revisit major changes with the people who helped shape the campaign.

Listen to the community

Use conversations, community meetings, surveys, feedback, and media monitoring to understand what people know and what questions remain. Pay attention to whose perspectives are missing and whether coverage reinforces stereotypes or misinformation. Online reactions alone may not represent the wider community. Use what you learn to clarify messages, address concerns, and improve the campaign.

Sustain the work and review progress

A campaign can have a clear endpoint while the broader advocacy effort continues. Review what was achieved, what was learned, and what needs further attention. Maintain useful media relationships, keep public information current, and plan follow-up when it serves a clear purpose. Share responsibilities and allow time for rest so communication remains sustainable and accountable to the community.

You know the reasons to get involved in media advocacy:

___To inform

___To pressure decision makers

___To influence

___To gain control

___To involve others

You have decided you are ready to focus on the media:

___You have a new project announcement

___Your information can be tied to a news-breaking event

___Good publicity is needed to reach your goals

You have set up a media campaign:

___A coordinator and spokesperson has been designated

___You have prepared that person to talk to the media

___Your objectives have been identified

___A target audience has been selected

___The type of media to be used has been decided

___You have decided that it is a good time to start

___You know whom you will contact first

___The issue you will target is clear

___You have determined how you will present the issue

___You are prepared to be flexible

___You’re paying attention to what the public knows and is talking about

___You’ll keep at it indefinitely

Example 1: Media as foe

In 1988, the Oregon Smoking and Health Coalition successfully got an initiative, one that would have created the strongest state-sanctioned indoor 'no smoking ' law in the nation, on the fall election ballot. The initiative called for the prohibition of smoking in almost all indoor public places and work places.

At the beginning of the coalition's campaign, public support for the initiative and public awareness of the dangers of smoking and of breathing in second-hand smoke were high. The tobacco industry decided it probably couldn't convince the public, at this stage in the game, that tobacco use and second-hand smoke weren't dangerous. Instead, industry officials and their media advocates decided to portray public health advocates as health fanatics and their initiative as an intrusive, unfair measure that would violate smokers' right to privacy and their right to freedom of choice. The theme of their campaign: “Ballot Measure 6 just goes too far."

By the end of the tobacco industry's media campaign, it had spent millions of dollars on direct mailing and paid advertising. The industry sent out multiple letters that used a popular and well-known state Supreme Court judge as its spokesperson to more than half of Oregon's registered voters, and invested in heavy television and radio advertising in the days leading up to the election.

After the direct mailing, support for the anti-smoking initiative dropped by 15 percentage points. In addition to casting the initiative as an unfair measure, the industry distorted part of the initiative to make it look as if government officials would swoop down on unsuspecting smokers who ran businesses in their homes and punish them on their own property. With such a strong and evocative counterattack by the tobacco industry, the initiative failed.

Example 2: Media as friend

President George Bush nominated William Bennett to be in charge of the war on drugs. The day before Senate confirmation hearings of Bennett's nomination began, members representing several different tobacco control groups took out a full-page advertisement in the Washington Times. The ad issued a "drug-free challenge" to Bennett, urging him to give up his two and a half pack a day smoking habit. The loose coalition of anti-smoking activists also bought a similar ad that was aired on a local Washington radio station.

The publicity the activists purchased reached millions of people and generated more publicity for itself. A story highlighting the coalition's efforts and advertisements was picked up by the Washington Post, the New York Times, USA Today, and the Mutual Broadcasting Network. So you see, a little bit of smart media advocacy can go a long way!

• What does it mean to build productive relationships with news media?

• Why build relationships with journalists and news organizations?

• How do you identify the right media contacts?

• How do you become a reliable source?

• How do you pitch information or a story?

• How do you maintain professional media relationships?

What does it mean to build productive relationships with news media?

Building productive relationships with news media means establishing professional, reliable communication with journalists, editors, producers, photographers, hosts, and other people who gather, verify, produce, or distribute news.

The goal is not to become personal friends with journalists or gain special access to favorable coverage.

A strong media relationship is one in which:

• Journalists know how to reach you when your organization or expertise is relevant
• You understand which journalists and outlets cover your issue
• You provide accurate, timely, clearly sourced information
• You respond to questions when you can
• You correct mistakes promptly
• You respect journalists' editorial independence
• Both sides understand any necessary confidentiality or communication ground rules

A professional working relationship is usually more appropriate than trying to develop a personal friendship for strategic reasons.

Journalists need to maintain independence from the people and organizations they cover.

What counts as news media today?

News reaches people through many types of organizations and platforms.

Depending on your community and issue, relevant news sources may include:

• Local and regional newspapers
• Television news organizations
• Radio and public-media organizations
• Online-only news organizations
• Community and neighborhood publications
• Newsletters
• Podcasts
• Specialized or trade publications
• Multilingual and culturally specific news organizations
• Investigative nonprofit newsrooms
• Journalists who publish through social platforms or independent channels

Not everyone who posts news-related material online follows journalistic standards or works for a news organization.

Before contacting someone, understand whether they are functioning as:

• A journalist
• An opinion writer
• A commentator
• A podcast host
• A social-media creator
• An organizational communicator
• Another type of information source

These roles may have different editorial practices, audiences, disclosure expectations, and standards.

Why build relationships with journalists and news organizations?

News coverage can help communities understand issues, institutions, programs, policies, and events.

A productive relationship with news media may help your organization:

• Make accurate information available to journalists
• Help reporters understand complex community issues
• Connect journalists with relevant research, records, experts, or community members
• Correct misinformation or factual misunderstandings
• Alert journalists to developments that may be newsworthy
• Explain how a policy or event affects people in the community
• Respond accurately when your organization is part of a news story

News organizations may also decide that your proposed story is not newsworthy, that another angle is more important, or that competing perspectives need to be included.

That editorial judgment belongs to the news organization.

Do not define success as positive coverage

A journalist's responsibility is not to portray your organization positively.

News coverage may include:

• Information that supports your position
• Criticism of your organization
• Perspectives you disagree with
• Facts that complicate your preferred message

A productive media relationship should survive accurate reporting that you do not particularly like.

The goal is accurate, fair, well-informed coverage – not guaranteed favorable coverage.

Identify the right media contacts

Before contacting a newsroom or journalist, do some research.

Determine:

• Who covers your issue or community
• What types of stories they usually report
• Which geographic area they cover
• Whether they are a news reporter, editor, producer, columnist, or another type of journalist
• How they prefer to receive story ideas or information

A journalist's recent work can help you determine whether your information fits their responsibilities.

Use current:

• Newsroom staff pages
• Reporter biographies
• Bylines
• Professional contact information
• Published submission or pitching guidance

You do not need a personal introduction

A mutual professional introduction can sometimes be useful, but it is not necessary.

A clear, relevant message from someone the journalist does not already know can still be appropriate.

Do not assume a journalist will dismiss you simply because the contact is unsolicited.

What matters more is whether:

• The information is relevant to their coverage
• You have explained why it matters now
• Your information is accurate
• You can provide appropriate sources or documentation

Become a reliable source

Be accurate

Verify important facts before sharing them.

Check:

• Names
• Dates
• Statistics
• Research findings
• Quotations
• Locations
• Policy or bill numbers
• Links and source documents

If you are unsure about a fact, say so.

Do not guess because a reporter is working under a deadline.

Offer to verify the information and follow up.

Correct errors promptly

If you discover that information you provided was wrong, contact the journalist promptly and explain the correction.

Do not wait and hope the error will go unnoticed.

A willingness to correct mistakes can strengthen credibility.

Distinguish fact from interpretation

Be clear about whether a statement is:

• A documented fact
• An estimate
• A prediction
• An interpretation
• An organizational position
• A personal opinion

Avoid presenting advocacy claims as established facts.

Be transparent about whom you represent

Tell journalists:

• Your name
• Your organization or affiliation
• Your role
• Whether you are speaking for yourself or for an organization
• Any relevant financial or organizational interest that should be disclosed

Do not conceal the sponsor of an advocacy effort, create an apparently independent source that is actually controlled by your organization, or misrepresent who supports a position.

Be responsive without promising constant availability

Journalists often work on deadlines.

Respond promptly when practical.

If you cannot respond immediately, you may provide:

• A time when you will be available
• Another qualified contact
• Existing documentation
• A short acknowledgment that you received the request

Organizations may benefit from identifying more than one person who can respond to routine media questions.

Understand communication ground rules

Do not assume that a conversation is confidential simply because you consider it informal.

If confidentiality or attribution matters, establish the ground rules before providing the information.

Terms such as:

• On the record
• Off the record
• On background
• Not for attribution

may be interpreted differently by different organizations or journalists.

Ask what the journalist means and obtain agreement before sharing sensitive information.

If your organization cannot disclose information because of privacy, legal, personnel, safety, or confidentiality obligations, say that clearly rather than lying or deliberately misleading the journalist.

“No comment” is not the only option

Depending on the circumstances, you may be able to say:

I can't discuss the details of that personnel matter, but I can explain the policy that applies.

or:

We are still verifying the information and do not want to speculate. We will provide confirmed information when it is available.

Do not invent an explanation simply to avoid leaving a question unanswered.

Respect editorial independence

Journalists decide:

• Whether to cover a story
• What angle to pursue
• Which sources to interview
• Which information to include
• How a story is edited

Providing useful information does not entitle your organization to favorable coverage.

Do not exchange benefits for coverage

Avoid offering:

• Gifts
• Personal favors
• Special treatment
• Payments
• Travel or entertainment
• Other benefits

in exchange for news coverage or favorable treatment.

Journalists and news organizations may have their own policies governing gifts, meals, travel, access, and conflicts of interest.

Respect those policies.

Sponsored content is different from independent journalism

Paid advertising, sponsored content, native advertising, organizational social-media posts, and independent news coverage are different communication products.

If content is paid for or sponsored, disclose that relationship clearly.

Do not present paid exposure as though an independent newsroom chose to endorse or report favorably on your organization.

How do you pitch information or a story?

Explain why the information matters now

A useful pitch generally identifies:

• What happened or is about to happen
• Why it matters
• Who is affected
• Why the information is relevant to that journalist's audience
• What sources or evidence are available

Avoid sending a generic announcement to every journalist you can find.

A focused message to the appropriate journalist is often more useful.

Keep the initial pitch concise

Put the important information near the beginning.

Include:

• A clear subject line
• A brief description of the development
• Why it is timely
• Relevant local or community impact
• Available sources or documentation
• Your contact information

Follow up proportionately

A brief follow-up may be appropriate when:

• The story is time-sensitive
• You have genuinely new information
• The journalist asked you to follow up
• You need to correct something important

Avoid repeated calls, texts, direct messages, or emails simply to pressure someone into covering the story.

Provide useful supporting material

Depending on the story, useful materials may include:

• A concise background brief
• Current data
• Research links
• Public records
• Photographs
• Video
• Maps or charts
• Contact information for relevant sources
• A timeline
• A press release when appropriate

Large traditional “press kits” are not always necessary.

Make materials easy to verify, access, and reuse where permission allows.

Label visual and digital material accurately

Do not provide altered, staged, synthetic, or AI-generated images, video, audio, quotations, or documents in a way that could cause a journalist to believe they are authentic records of an event.

Clearly identify:

• Illustrations
• Simulations
• Reenactments
• Substantially edited material
• Synthetic or AI-generated media

when relevant.

Help journalists find relevant people without scripting them

You may offer to connect journalists with:

• People directly affected
• Researchers
• Program participants
• Community leaders
• Practitioners
• Other people with relevant knowledge

Do not tell a person what they must say in order to make the story more persuasive.

People should decide whether they want to speak with a journalist and what they want to disclose.

Explain the consequences of speaking publicly

Before referring someone to a journalist, especially when sensitive personal experience is involved, explain that:

• Their name or image may be published
• Material may remain available online for a long time
• Other news organizations or social-media users may repeat the information
• They may receive public attention they did not anticipate

Participation should be voluntary.

Understand different outlets without trying to manipulate them

Learn how different outlets work.

Consider:

• Geographic coverage
• Subject areas
• Audience
• Publication schedule
• Deadlines
• Format
• Whether the outlet produces breaking news, investigations, features, newsletters, podcasts, video, or other formats

Use that knowledge to determine whether your information is relevant.

Do not assume news coverage is supposed to favor your position

News organizations and individual journalists differ in:

• Editorial mission
• Audience
• Resources
• Story selection
• Editorial standards

It is reasonable to evaluate the accuracy and quality of coverage.

It is less useful to classify journalists primarily according to whether they give your organization “good coverage.”

Separate editorial decisions from advertising

Advertising relationships may help explain a news organization's business model or audience, but advertisers should not be treated as a reliable guide to what journalists will or should report.

Do not pressure a newsroom through advertisers or sponsors in order to influence independent coverage.

Understand what can make information newsworthy

Journalists may consider factors such as:

• Timeliness
• Local relevance
• Public impact
• Accountability
• New or unusual information
• Evidence of a broader trend
• Human experience
• Availability of reliable sources
• Visual or audio material

A compelling personal story can help illustrate an issue, but it should not substitute for evidence about how widespread the issue is.

Likewise, professional or social status does not automatically make one person's information more credible.

Credibility depends on the person's knowledge, evidence, transparency, and relationship to the issue.

Communicate respectfully

Treat journalists, editors, producers, photographers, and other newsroom staff professionally.

Respect:

• Deadlines
• Requests for verification
• Decisions not to pursue a story
• Editorial independence
• Professional boundaries

Thank someone when they have helped clarify a process or when you appreciate careful work, but do not use praise as a strategy for obtaining favorable treatment.

If coverage contains an error

Distinguish between:

• A factual error
• A quotation error
• Missing context
• An editorial judgment you simply disagree with

If there is a factual error:

• Contact the appropriate journalist or editor
• Identify the specific error
• Provide reliable evidence supporting the correction
• Ask what correction process the outlet uses

Do not demand a correction merely because the story was critical or did not emphasize your preferred interpretation.

Maintain relationships while they remain useful

You do not need to contact journalists simply to make sure they remember you.

Maintain communication when you have:

• Relevant new information
• A significant development
• A useful source or document
• A correction
• A response to a reporter's request
• A genuinely newsworthy story idea

Journalists change beats, outlets, roles, and careers.

Keep your contact information current rather than assuming one personal relationship should continue indefinitely.

Evaluate your media relationships

Periodically ask:

• Are we providing accurate information?
• Do we correct mistakes promptly?
• Are we contacting journalists whose work is actually relevant?
• Are we respecting editorial independence?
• Are we transparent about whom we represent?
• Are we protecting the privacy and autonomy of people whose experiences we share?
• Are our materials accessible and easy to verify?
• Are we mistaking favorable coverage for accurate coverage?
• Are we relying too heavily on personal relationships rather than the quality of our information?

In Summary

Productive relationships with news media can help journalists understand community issues and help organizations communicate accurate information to the public.

The goal is not to make journalists personal friends, gain access to their influence, or secure favorable coverage.

Identify the journalists and news organizations that actually cover your issue.

Understand that today's media environment includes traditional outlets, digital newsrooms, newsletters, podcasts, community publications, social platforms, and other formats.

Be accurate, transparent, responsive, and clear about what you know and what you do not know.

Correct errors promptly.

Distinguish documented facts from estimates, interpretations, predictions, and advocacy positions.

Establish confidentiality or attribution rules before sharing sensitive information.

Respect journalists' editorial independence and do not offer gifts, favors, payments, or other benefits in exchange for coverage.

Keep sponsored or organizational content clearly distinguishable from independent journalism.

When connecting journalists with community members, obtain meaningful consent and explain the possible public and long-term consequences of speaking with the media.

Provide useful documents, sources, data, photographs, video, or other materials when they help journalists verify and understand the story.

Clearly label synthetic, staged, substantially altered, or AI-generated media rather than presenting it as authentic documentation.

Learn how different outlets work, but do not reduce journalists to whether they provide your organization with favorable coverage.

Maintain professional communication when you have useful information or a meaningful reason to contact someone.

Finally, the strongest media relationship is not one in which a journalist feels personally connected or obligated to your organization.

It is one in which the journalist knows that when you provide information, you will be accurate, transparent, responsive, and respectful of the independence of the news process.

Reasons to become friends with the media:

___Increase awareness about group

___Help recruit members

___Raise awareness of issues

___Positive publicity

Making friends with the media:

___You are informed

___You are up to date on current events that effect your organization

___You have studied various news sources

___You know who is sympathetic to your field of interest

___You paid attention to advertisers to get an idea of who the audience is

___You have chosen a method to get attention:

• News media
• PSA
• Press release
• Press conference
• Paid advertisement

___You have tailored your story to each media outlet you have chosen

___You are comfortable with all forms of media

___You have assembled a press kit that includes background information on your organization

___When appropriate, you have sent out information packets to the media

___You have followed up with a phone call, emphasizing the importance of your issue

• What is a news story?

• What are the benefits of news coverage?

• What makes a story newsworthy?

• How do you present a story idea?

• How do you choose good media opportunities?

• How do you build constructive relationships with journalists?

Community organizations often have information, experiences, research, programs, events, or public-policy concerns that may be relevant to journalists and their audiences.

News coverage can help the public understand an issue, learn about a community development, hear from people directly affected, or examine the actions of institutions and decision-makers.

Organizations can suggest stories and provide information to journalists, but they do not control whether a story is covered or how the final reporting is framed.

The strongest media outreach treats journalists as independent professionals rather than as a publicity channel for the organization.

What is a news story?

A news story is journalistic coverage that provides timely, verified information about events, developments, issues, people, institutions, or ideas that are relevant to an audience.

News may appear through:

• Newspapers and magazines
• Television
• Radio
• News websites and apps
• Digital-native publications
• Email newsletters
• Podcasts
• Streaming audio or video
• Other journalistic digital formats

A story may be:

• Breaking news about a recent event
• A straight-news report explaining an important development
• An investigative or accountability story
• An explanatory story that helps audiences understand a complicated issue
• A feature focused on people, places, programs, or community experiences
• An interview or question-and-answer story
• An audio, video, or multimedia report

An organization may provide:

• A story idea
• Background information
• Research or data
• Documents
• Interview sources
• Photographs, video, or audio when appropriate
• Contact information for people with relevant expertise or experience

The journalist or news organization generally decides whether to pursue the story, what additional reporting is needed, which sources to interview, and how the story is ultimately presented.

News is different from organizational publicity

A press release, social-media post, newsletter, website article, advertisement, or organizational video is content produced by or for the organization.

Independent news coverage is produced through a journalistic process.

Do not describe organizational communications as independent news.

Likewise, paid or sponsored content should be clearly distinguished from independent editorial coverage.

What are the benefits of news coverage?

News coverage may:

• Help more people understand an issue
• Bring relevant community experiences into public discussion
• Explain research, policy, or programs in an accessible way
• Draw attention to a problem that has received little public consideration
• Provide additional scrutiny of institutions or public decisions
• Connect an issue to current events
• Reach audiences that do not already follow your organization
• Encourage further public discussion or reporting

News coverage may reach people without requiring the organization to purchase advertising, but it should not be viewed simply as “free publicity.”

Journalists may:

• Interview people who disagree with you
• Examine weaknesses in your proposal
• Verify or challenge your claims
• Include information you did not provide
• Decide that the story is not newsworthy

That independence is part of what distinguishes journalism from organizational promotion.

What makes a story newsworthy?

Newsworthiness depends on the outlet, audience, location, timing, and subject.

A development may be worth pitching when it has a clear reason to matter now.

Common forms of news value include:

A timely development

Something has recently happened or is about to happen.

Examples include:

• A new policy
• A vote
• A court decision
• A program opening or closing
• New funding
• A new report
• An emerging community concern

New evidence or findings

New research, data, records, evaluations, or other credible evidence may provide a reason for coverage.

Be clear about:

• Who produced the information
• How it was collected
• What it shows
• What it does not establish
• Any important limitations

Local relevance

A broader issue may become particularly relevant when it has identifiable effects in the journalist's community.

Useful local information may include:

• Local data
• Local implementation
• Community experiences
• Effects on local services
• Decisions by local institutions

Public accountability

A story may involve:

• Government decisions
• Public spending
• Institutional practices
• Regulatory compliance
• Conflicts of interest
• Unequal access or treatment
• Other matters of legitimate public concern

Make serious allegations only when you have reliable information supporting them.

Distinguish documented findings from allegations, interpretations, and unanswered questions.

A meaningful milestone

A milestone may provide a legitimate news opportunity when it reflects something important about the community or issue.

Examples might include:

• Completion of a major community project
• A significant anniversary
• Publication of a long-term evaluation
• A major change in participation or outcomes
• A new partnership addressing a community need

An organizational anniversary alone may not be newsworthy unless there is a broader community story connected to it.

A significant human experience

Lived experience can help explain how a larger issue affects people in everyday life.

A useful human-centered story should do more than present someone as an example designed to create sympathy.

It should help audiences understand:

• What happened
• Why it matters
• What broader issue it illustrates
• What evidence or context helps readers understand the experience

A seasonal or calendar connection

Some issues become particularly relevant during:

• A public observance
• A school or budget cycle
• A weather season
• An election period
• A recurring public-health or community event

Use these connections only when they genuinely help explain why the story matters now.

A response to another current development

A national, state, or local event may create a legitimate opportunity to provide local information or expertise.

This can be useful when your organization has:

• Relevant evidence
• Direct community experience
• Specialized expertise
• Local data
• A meaningful local example

Avoid inserting your organization into unrelated breaking news simply to obtain attention.

Do not manufacture news

Organizations can recognize timely opportunities, organize legitimate public events, publish research, or provide new information.

They should not fabricate controversy, exaggerate findings, stage misleading scenes, or create events mainly so they can be represented as spontaneous news developments.

Do not give “old news a facelift” by making it appear newer or more surprising than it really is.

If the information is not new, explain honestly why it has become relevant again.

How do you present a story idea?

Know what the story is before contacting a journalist

Be able to explain:

• What happened
• Why it matters
• Why it matters now
• Who is affected
• What evidence is available
• Which people are available to speak

A pitch should identify the possible story rather than merely describe the organization.

Keep the initial pitch concise

Journalists often receive many story ideas.

A useful pitch usually provides the most important information near the beginning.

It may include:

• A clear subject line
• One or two sentences describing the development
• Why it is relevant now
• Why it matters to the outlet's audience
• Links to supporting information
• Available interview sources
• Contact information

Prepare supporting material

Depending on the story, have available:

• A short background document
• Original research or reports
• Data sources
• Public records
• Relevant policy documents
• A timeline
• High-quality photographs or video when appropriate
• Contact information for knowledgeable sources

Use plain language and make source material easy to verify.

Use numbers responsibly

Check every statistic before providing it to a journalist.

Include the source, date, and relevant context.

Comparisons can help explain scale, but avoid dramatic analogies that exaggerate or oversimplify what the numbers mean.

Be transparent about your role

Tell journalists:

• Who you are
• Which organization you represent
• Your role in the issue
• Relevant funding or organizational interests when appropriate
• Whether the research or data being provided were produced or funded by your organization

Do not present an organizational advocate as an independent expert.

Likewise, do not describe someone as an independent researcher if they have a relevant relationship that should be disclosed.

Identify useful interview sources

Depending on the issue, useful sources may include:

• People directly affected
• Researchers
• Practitioners
• Community leaders
• Program staff
• Public officials
• Other people with relevant direct knowledge

Do not treat people as “real-person” props

Someone's lived experience should not be used merely to make an organizational message more emotional or persuasive.

Before connecting someone with a journalist, make sure the person understands:

• Who the journalist is
• What the story may concern
• That the journalist controls the interview and reporting process
• That publication may make personal information widely available
• That online stories may remain accessible for a long time

Participation should be voluntary.

Do not pressure someone to disclose trauma, medical information, financial hardship, immigration information, or another sensitive experience because it may make the story more compelling.

Take additional care with children and other sensitive situations

Consider privacy, consent, safety, power differences, and possible long-term effects before suggesting someone as an interview source.

Journalists may have their own ethical and editorial requirements concerning sensitive sources.

Provide visual and audio material responsibly

If you provide photographs, audio, video, graphics, or other media:

• Make sure you have permission to share them
• Identify what the material actually shows
• Provide accurate dates and locations
• Identify people accurately when appropriate
• Disclose whether an image is staged, illustrative, edited, or reconstructed
• Do not manipulate material in ways that create a false impression

Do not provide fabricated quotations, synthetic audio, altered photographs, or generated video as though they were authentic records of an event.

Choosing good media opportunities

Timeliness matters, but media outreach should not become an effort to attach your organization to every breaking event.

A useful opportunity exists when:

• Your organization has genuinely relevant information
• A local development relates directly to your work
• New evidence changes the public understanding of an issue
• A decision is approaching
• An event creates a legitimate need for local context
• People directly affected have perspectives that are missing from current coverage

Avoid stereotypes when connecting issues to events

Do not assume that a prom, holiday, neighborhood, age group, racial or ethnic community, or another demographic category automatically creates a particular health or social problem.

Use evidence to establish the connection rather than relying on stereotypes or assumptions.

Choosing whom to contact

Identify journalists and outlets that regularly cover:

• Your community
• The relevant policy area
• Public health
• Education
• Local government
• Business
• Environment
• Housing
• Other relevant topics

Review their recent work before making contact.

This helps you determine whether your story fits their beat and audience.

Do not select reporters primarily because you believe they are “friendly” to your organization or cause.

A journalist who covers the subject independently and understands the field may be a more appropriate contact.

The media landscape is broader than television, radio, and newspapers

Depending on the audience, relevant outlets may include:

• Local and regional newspapers
• Television stations
• Radio stations
• Digital news organizations
• Topic-specific publications
• Newsletters
• Podcasts
• Community and nonprofit newsrooms
• Student news organizations
• Multilingual news organizations

Choose outlets according to the people who need or are likely to value the information.

Respect journalists' time and communication preferences

There is no universal best time of day to contact every reporter.

Deadlines, work schedules, time zones, and newsroom practices differ.

When possible:

• Check the journalist's or newsroom's stated contact preferences
• Use the channel provided for pitches
• Send information early enough for meaningful reporting
• Identify genuinely urgent or breaking information clearly
• Avoid repeated messages when the journalist has not responded

Email is often useful because it allows supporting material and links to be included, but some journalists or outlets may prefer another method.

Follow up proportionately

If a pitch is time-sensitive and you have not received a response, one concise follow-up may be appropriate.

Avoid:

• Repeated calls
• Multiple messages through different personal channels
• Pressuring a journalist to cover the story
• Treating lack of response as hostility toward your organization

Communicate facts rather than performing emotion

You may care deeply about the issue.

Speak honestly about why it matters, but do not manufacture enthusiasm, anger, outrage, or another emotional response because you hope the reporter will imitate it.

Provide:

• Accurate facts
• Relevant context
• Clear sourcing
• Access to appropriate interview subjects
• Your organization's perspective when relevant

Let the journalist determine how to report the story.

Become a reliable source

Organizations can build credibility by consistently providing accurate and useful information.

A reliable media contact should:

• Respond within a reasonable timeframe
• Verify important information before sharing it
• Provide original sources when possible
• Correct errors promptly
• Be clear about what is known and unknown
• Respect requests for clarification
• Disclose relevant organizational interests

You do not need to be available 24 hours a day

Organizations may designate:

• A primary media contact
• A backup contact
• Normal availability hours
• An after-hours process for genuinely urgent issues

Do not create unrealistic expectations that staff must abandon all other responsibilities whenever a reporter calls.

You do not need to know every answer immediately

If you do not know the answer to a reporter's question:

I don't want to guess. Let me verify that and get back to you.

is more useful than providing uncertain information.

Then follow up within the timeframe you agreed upon.

Maintain professional relationships with journalists

It can be useful to stay familiar with journalists who cover your field and to make sure they know how to contact your organization.

Maintain the relationship by:

• Providing useful information when relevant
• Responding to reasonable questions
• Correcting errors respectfully
• Sharing significant new research or developments
• Respecting journalists' editorial independence

Do not contact journalists merely so they remember your organization or set quotas for how often your organization should appear in the news.

News coverage should result from information that is genuinely relevant to the outlet and its audience.

Understand that coverage may not follow your preferred frame

Once a journalist begins reporting, the story may develop differently from your original pitch.

The journalist may:

• Interview additional people
• Find contradictory information
• Focus on a different aspect of the issue
• Examine your organization's role critically
• Decide not to publish or broadcast the story

Do not expect a journalist to “report the story your way.”

Your responsibility is to provide accurate, relevant information and to explain your perspective transparently.

If coverage contains an error

Distinguish between:

• A factual error
• An important omission
• A framing choice you dislike
• A legitimate perspective different from your own

If there is a factual error, contact the journalist or newsroom promptly and provide the information supporting a correction.

Do not demand a correction simply because the coverage did not advance your organization's preferred message.

Evaluate your media outreach

After a media effort, ask:

• Was our information accurate?
• Was the story genuinely relevant and timely?
• Did we disclose our role clearly?
• Did people interviewed understand the possible public exposure?
• Did we protect privacy appropriately?
• Did we provide reporters with useful source material?
• Did we respect editorial independence?
• Did the resulting coverage improve public understanding?
• What should we do differently next time?

In Summary

Community organizations can be valuable sources of information for journalists.

News stories may appear through print, television, radio, websites, newsletters, podcasts, streaming media, and other journalistic formats.

Begin with a genuine story rather than simply a desire for publicity.

Ask what is new, timely, locally relevant, important, unusual, or useful for the audience to understand.

Do not manufacture news, exaggerate evidence, or stage events in ways that create a misleading impression.

Prepare accurate background information, original sources, relevant data, and appropriate interview contacts before making a pitch.

Be transparent about your organization, your role in the issue, and relevant financial or organizational interests.

Support people directly affected in speaking with journalists when they want to participate, but do not use personal experiences merely as emotional props.

Consider privacy, consent, safety, and the long-term reach of online publication before sharing sensitive personal stories.

Provide photographs, audio, video, and other materials only when they are accurate, appropriately authorized, and clearly identified.

Contact journalists who actually cover the relevant topic or community rather than seeking reporters mainly because you expect favorable treatment.

Keep pitches concise and respect newsroom deadlines and communication preferences.

Be responsive, but do not assume that effective media relations require 24-hour personal availability.

If you do not know an answer, verify it rather than guessing.

Build credibility over time by being accurate, transparent, useful, and willing to correct mistakes.

Finally, remember that journalism is not simply free publicity.

Your role is to provide a legitimate story idea, reliable information, and access to relevant sources.

The journalist's role is to report independently and decide what the audience needs to know.

Creating news stories the media wants:

___The audience you want to reach has been chosen

___You have decided what medium would be most effective to use for your story

___Your news story is appropriate in length

___Your story has a fresh and unique spin

___You have decided on a news angle, some possibilities are:

• Anniversary
• Breakthrough
• Celebrity supported
• Controversial
• Injustice
• Ironic
• Local interest
• Milestone
• Human interest
• Seasonal

___Your story is full of facts or human interest, depending on the angle you have chosen

___If possible, you have used a combination of news angles for your story

___Contact reporters with everything they need to write the story

___Target reporters who will be interested in the stories you have to offer

___Remember that reporters are busy and respect their deadlines and their time

___Become a “go-to” organization for the media by gaining their trust

___Work to maintain your relationships and reputation with the media over the long term

Example: Newspaper article

This is a written article about a current event using a seasonal news angle.

SUA plants Earth Day awareness

Today's activities tie global concern to local action.

Student Union Activities will celebrate Earth Day today with a speaker and an open house.

All activities are free and will take place in front of the Kansas Union. If it rains, activities will be moved to the Union lobby. SUA will offer free lemonade.

Charles Benjamin, legislative coordinator for the Kansas Natural Resources Council and the Kansas Sierra Club, will speak from noon to 1 p.m. Benjamin will talk about how students can think globally and act locally.

"I'll talk about what I see going on around the state and in legislation," Benjamin said. "Legislators have a lot of pressure to keep environmental legislation to a minimum, but people can improve their environment. You should have a concern about global warming, but there are things happening in Kansas everyday that affect the food we eat and the water we drink."

In addition to Benjamin's speech, SUA will have a station for making hemp necklaces and bracelets and a planting station where students can plant wildflowers and prairie grass.

An exhibition of recycled art also will be in front of the Union. Students will select the best entry by ballot, and the winner will receive a cash prize.

"I don't know what it's going to look like," said Kielyn Scott, SUA special events coordinator, "but in my imagination, I expect something like aluminum cans and used paper recycled into art."

An acoustic guitar jam session will set the tone to the activities from 10 a.m. to noon and from 1 to 2 p.m. John Orcutt, SUA live music coordinator, said SUA always had music on Earth Day, but this year the music would be acoustic instead of amplified.

At 11 a.m., students and SUA staff will plant flowers in a flowerbed outside the Kansas Union.

Student groups such as KU Environs, All About Hemp, Sierra Club, Biology Club, Amnesty International, and Habitat for Humanity will set up information tables at the plaza.

"It's a unique event because lots of student groups are involved," Scott said. "We're hoping for a big turnout."

SUA has been collecting aluminum cans, clean blankets, and towels throughout the week, Scott said. The blankets, towels and money from the cans will be donated to the Humane Society of Lawrence.

Vilela, M. (1998, April 22). SUA plants Earth Day awareness. The University Daily Kansan.
 

• What is advertising?

• Why would you pay to advertise?

• When should you advertise?

• How do you advertise?

Let's say you're sharing information about your initiative and its activities, but your message is not reaching enough of the people you want to engage. You've used public service announcements, community partnerships, and other free or low-cost approaches. Paid advertising may offer another way to reach people, explain an issue, or invite participation.

Can advertising work for you? With clear goals, community input, and careful planning, it can support your outreach. Its value depends on whether the message reaches the intended audience and helps people take a meaningful next step.

For example, a community health organization might advertise a local screening program. The advertisement could explain whom the program serves, how to ask questions, and where to find information about appointments, costs, and accessibility. The organization could then track inquiries and completed appointments to assess whether the campaign helped people connect with services. Advertising is most useful when the service or opportunity being promoted is available and ready to respond.

What is advertising?

Paid advertising involves purchasing space, time, or placement to communicate a message. Options include radio, television, newspapers, magazines, websites, search engines, social media, podcasts, streaming services, outdoor displays, and direct mail. Unlike independent news coverage, advertising gives your organization more control over its message and placement, subject to the provider's policies and your agreement. This section considers broadcast, print, digital, and other advertising options.

Broadcast advertising

Radio and television advertising is sold in spots of specified lengths, often including 15-, 30-, or 60-second formats. Available lengths, prices, and placement options vary by outlet, audience, and schedule. Some stations offer writing, recording, filming, and editing services, while others accept completed advertisements. Ask what production assistance is available, what it costs, and whether the quoted price includes both production and airtime.

Print advertising

Newspapers and magazines sell advertisements in formats such as column-based sizes, quarter pages, half pages, and full pages. Prices depend on the publication, size, placement, color, and frequency. Ask about nonprofit discounts, community rates, and packages that combine print and digital placement.

Confirm each publication's dimensions, file requirements, image resolution, and deadlines before designing an advertisement. Formats vary, so a design prepared for one publication may need adjustments for another. Request a proof when available and check that text, images, contact information, and any response codes remain clear at the final printed size.

Other media

Digital advertising includes paid search results, website placements, sponsored social media posts, podcast messages, and streaming audio or video ads. These options differ in how they are purchased, delivered, and measured. Choose channels based on community members' communication preferences and access, rather than assuming digital advertising will reach everyone. Other possibilities include:

• Outdoor and transit advertising: billboards, bus shelters, vehicle displays, and other public-facing locations. Ask the transportation agency, property owner, or advertising provider about available placements, costs, audience information, and content requirements.
• Bumper stickers and other take-home materials: these can help participants share a short message voluntarily. Their usefulness depends on local travel patterns, visibility, and whether people want to display them. Avoid assuming they will work equally well in every community.
• Advertising in shared spaces. Displays in community venues, elevators, public restrooms, or other locations may reach people during their daily activities. Consider whether the placement is appropriate, accessible, and relevant to the people you hope to engage.
• Direct mail advertising can share information with households in a service area. Plan for printing, postage, readable design, appropriate language options, and responsible use of mailing information.

What about free or low-cost options?

Before paying for advertising, consider whether community partnerships, newsletters, public calendars, donated placements, or your organization's own communication channels could meet the same goal. These approaches still require time and resources, but they may be a better fit for your budget.

Some radio and television stations accept public service announcements for donated airtime. Availability, eligibility, production support, and scheduling vary by station. Ask about its current policies rather than assuming a fixed number of free announcements is available. You may have limited control over when a donated announcement airs.

If you're planning print advertising, an advertising agency, designer, or community partner may offer donated or reduced-cost services. Agree on responsibilities, deadlines, and the scope of the work.

Another possibility is to ask a local business or other partner to pay for your advertising. Consider whether the partnership fits your mission, clarify any conditions, and be transparent about sponsorship.

Why would you pay to advertise?

Paid advertising can support many of the same goals as other forms of outreach: increasing awareness, explaining an issue, connecting people with services, recruiting participants, or inviting community action.

Because advertising uses resources that could support other activities, identify what it can add to your existing efforts. Reasons to consider paid advertising include:

• To help people recognize your organization and understand what it offers through repeated, consistent messages in relevant channels.
• To reach people who are not being reached adequately through your existing communication methods. Compare the likely reach and cost of paid placements with other options before committing funds.
• To have more control over the wording, images, and presentation of your message than independent news coverage allows. Develop the message with people affected by the issue, and present their experiences accurately and with permission.
• To arrange a schedule or placement that supports a specific goal. For example, you might advertise before a community meeting or in a publication that serves the area where your program operates. Confirm what timing and placement the provider actually guarantees.
• To respond to misleading claims or criticism of your work with clear, verifiable information. Advertisements can reframe your issues by explaining the evidence, identifying institutional responsibilities, and presenting practical solutions. Focus on supported claims rather than personal attacks.

What are some of the benefits of using paid advertising?

• Greater control over your message and design, within the provider's requirements.
• The ability to purchase a defined schedule, placement, or delivery arrangement.
• Opportunities to adapt content for particular audiences using relevant language, examples, and clear next steps.
• The possibility of additional discussion or independent coverage, although this is not guaranteed and may include criticism.
• Opportunities to build recognition and familiarity over time when messages are consistent and useful.

When should you advertise?

Consider these questions when deciding whether to advertise.

• What do you want the advertisement to accomplish? Identify a specific outcome, such as event registrations, service inquiries, volunteer applications, or participation in a public discussion. If you are seeking donations, compare the full campaign cost with realistic expectations for funds raised and longer-term relationships. Advertising may work best alongside direct outreach and other communication.
• Can you afford enough advertising to test and support your goal? A single placement may not provide the reach or repetition you need. Compare channels, production costs, and available schedules. Begin with a manageable test when possible, and do not assume the campaign will pay for itself.
• Would advertising help address misinformation or criticism? Consider whether a paid response would clarify the issue or draw unnecessary attention to a misleading claim. Other options include a letter to the editor, a guest column, a public explanation, or direct conversation with community members.
• Is there a relevant connection to current events? A timely advertisement can help people understand an issue and find useful information. Verify the facts and avoid exploiting a crisis or someone's personal experience for attention.

For example, during a period of extreme heat, a community organization might advertise confirmed cooling-center hours, accessible transportation options, and a phone number for assistance. The message would connect an immediate concern with practical resources, and the organization would update or stop the advertisement if the information changed.

• Can you respond promptly to a useful opportunity while still checking facts and meeting production requirements?

For example, a community coalition wants residents to participate in an upcoming public meeting about preventing alcohol-related harm.

The coalition places an advertisement explaining the proposal, the meeting time, and how people can contribute. It uses current, clearly sourced information and includes perspectives from affected community members. The same information is shared with local journalists, who can independently decide whether to cover the issue.

Independent attention that an organization does not purchase is often called earned media. It can include news coverage or discussion prompted by a campaign. Although you do not pay for the editorial placement, obtaining and responding to coverage takes time. Its tone and conclusions are outside your control. Seek coverage because the issue matters, rather than manufacturing controversy.

• Would advertising help make important information easier to understand? Use clear language, meaningful comparisons, and readable visuals. Explain what a number represents, where it came from, and why it matters. Avoid dramatic comparisons that distort the evidence.

For example, an organization promoting tobacco cessation could pair a current, verified statistic with information about available support. Rather than relying on fear or blame, the advertisement might explain that people can get help making a quit plan and provide a clear way to contact the service. Any claims about results should match the evidence.

• Would a public acknowledgment help recognize shared contributions? An advertisement can thank volunteers, community partners, and funders. Obtain permission before identifying individuals, recognize less visible contributions, and avoid implying that a supporter endorses something they have not agreed to support.

Paid advertising has many possible uses, but its value depends on your goals, resources, and the response it generates. Choose it because it fills a clear communication need, and plan how you will determine whether it was worthwhile.

How do you advertise?

Decide whether to work with an agency

Consider whether your team has the time and skills to plan, design, place, and assess the campaign. An advertising agency, communications firm, or independent professional may help with some or all of these tasks. Compare the full cost of outside support with the staff time and expertise required to do the work internally. Ask about donated or reduced-cost services where appropriate. Agree on deliverables, fees, approval responsibilities, ownership of materials, and access to campaign accounts and results.

Identify the audience you want to reach

Think about who needs the information and how best to communicate with that audience. Ask community members where they get information, which sources they trust, and what would make the message useful. Agencies and media providers may offer audience estimates, but check how those estimates were developed. Use demographic information thoughtfully without assuming that people who share an identity have the same needs or preferences.

Relevant considerations may include:

• Gender-related experiences or access barriers, when relevant to the purpose of the campaign
• Age ranges, life stages, and communication preferences
• Location, transportation, and access to the services or activities being promoted
• Costs and other economic barriers that may affect participation
• Language, literacy, disability access, and familiarity with the subject
• Cultural context and racial or ethnic experiences, as described by community members
• Community priorities, questions, concerns, and trusted sources of information
• Daily routines, media use, internet access, and opportunities to respond

Decide which media to use

You may use a combination of channels. Digital options include search, social media, websites, newsletters, podcasts, and streaming services. Compare their audience, pricing, accessibility, placement controls, and reporting with broadcast and print options. Avoid using sensitive personal information to reach people without an appropriate basis and clear understanding of the implications. Include offline options when they are needed to reach the community.

Radio

• Radio can reach listeners through local, regional, or language-specific programming. Use a clear spoken message and an easy-to-remember action, such as calling a number or visiting a short web address.
• Ask whether the station offers production services or accepts a completed recording, and confirm what is included in the price.
• Confirm the audience, schedule, spot length, file requirements, and how the station will document that the advertisements aired.

Television and video

• Television and video can combine images, sound, and demonstrations. Their value depends on the audience and placement; do not assume that television reaches everyone or holds everyone's attention. Compare production and distribution costs with other channels.
• Ask whether the outlet provides production services or accepts completed material. Plan for captions, readable on-screen text, clear audio, and ways to communicate essential visual information.
• Confirm format, length, scheduling, review requirements, and reporting. If the video will also run online, check whether different versions or dimensions are needed.

Print

• Newspapers and magazines may offer display advertisements, classified listings, inserts, or packages that include digital placements. Ask which options fit your purpose and budget.
• Display advertisements allow combinations of text and images in a purchased space. Keep the main message and requested action easy to identify.
• Classified advertisements and community listings may be useful for recruitment, meetings, or other announcements. Formats, prices, and eligibility vary by publication.
• Community newspapers, cultural and language-specific publications, faith-community publications, and organizational newsletters may reach people who are less likely to encounter your message elsewhere.
• Confirm circulation or distribution information, placement, design specifications, and submission requirements with the publication.
• Choose timing and frequency based on your goal, the publication schedule, and how much notice people need to participate.

For events:

• In a weekly publication, arrange coverage early enough for readers to plan transportation, registration, childcare, or other needs. Consider a reminder closer to the event if the budget allows.
• In a daily publication or digital channel, schedule an initial announcement and appropriate reminders before the registration deadline or event. Adjust timing to the audience rather than relying on a fixed formula.

For recruitment:

• Plan repeated opportunities to see the message over a reasonable period. Explain the role or opportunity, eligibility, time commitment, available support, and how to respond. Test the schedule and adjust based on applications or inquiries rather than assuming that a large number of placements will produce better results.

Whatever channels you choose, confirm submission deadlines, technical requirements, review procedures, and cancellation terms in advance. Make sure the phone number, website, or service receiving responses is ready before the advertisement appears.

Develop a budget

Estimate the full cost of the advertisement or campaign, including staff time and follow-up. Set a spending limit and decide what results would justify continuing, changing, or ending the campaign.

Include these items in your budget:

• Audience research, community consultation, message testing, and compensation for community contributions where appropriate.
• Writing, design, recording or filming, editing, translation, accessibility work, permissions, and any revisions needed for different formats.
• Placement costs, agency or management fees, taxes or other charges where applicable, and measurement or reporting costs. Ask about nonprofit rates and require clear explanations of commissions, markups, and billing. Do not assume a standard discount or commission applies.
• Confirmed donated services or placements, staff time to manage the campaign and respond to inquiries, and a reasonable allowance for unexpected costs. Record any conditions attached to donated support.

Produce your advertisement

Work with your team or agency to develop a clear message and a specific next step. Some of the same principles used to create a public service announcement or poster apply: focus the message, use readable design, provide useful information, and make it easy to respond.

Review the advertisement with people from the intended audience before publishing it. Check accuracy, clarity, spelling, accessibility, and cultural relevance. Use images and stories with informed permission, represent people through their strengths and experiences, and avoid stereotypes or blame. Make the sponsor clear and support factual claims with appropriate evidence. Confirm that linked pages are accessible and that information about costs, eligibility, and services is complete enough for people to make informed decisions.

Know and meet the deadlines for placement

Build a schedule that includes drafting, community review, approvals, production, submission, and any corrections. Obtain deadlines directly from each provider and allow time for review or technical problems. Confirm the placement in writing rather than assuming that submitting the advertisement guarantees it will appear as requested.

Lead times vary by outlet and format. An advertisement that requires production may need more preparation than a completed file, and magazines, broadcasters, print publications, and digital platforms have different processes. Ask about approval times, proofing, changes, cancellations, and what happens if a scheduled placement cannot be delivered.

Follow up!

Check that the advertisement appeared as agreed and review its results against your original goal. Track meaningful responses such as inquiries, registrations, applications, or service connections, along with costs. Treat impressions, clicks, and estimated audience size as indicators of exposure rather than proof of impact. Gather community feedback, consider who may have been missed, and use what you learn to improve future outreach. Collect only the personal information needed and explain how it will be used.

In Summary

Paid advertising can help people learn about an initiative, access services, and participate in community action. It is one option among many, and its usefulness depends on the audience, purpose, available resources, and results. Combine community knowledge with accurate messages, accessible design, realistic budgeting, and careful follow-up to decide when advertising supports your goals.

___You understand that paid advertising represents the purchase of "air time" on a radio or television channel, or page space in a newspaper or magazine

___You understand that advertising time is offered in standard blocks on all commercial television and radio stations, and that most radio and television stations offer production services

___You understand that most newspapers and magazines measure ads in inches, and that print ad sizes are referred to in terms of the page layout

___You are familiar with some of the less traditional media used for advertising

___You understand the ways in which you can get free or cheap advertising

___You understand the reasons for using paid advertising

___You have considered what you want to accomplish with your ad

___You have consider whether you can afford to do enough advertising to accomplish what you want

___You have considered whether you can use your advertising to react and respond to attacks

___You have considered whether you can use your ad to respond to current events

___You have considered whether you can use advertising to present dull, boring facts in a more interesting way

___You have considered whether you can use your advertising to publicly thank your supporters

___You have decided whether to work with an agency

___You have decided on your target audience

___You have decided what medium you should use

___You have come up with a budget

___You have produced your ad (or had it produced by someone else)

___You have met the deadlines to get your ad placed when you want it to

___You have followed up by tracking your ad's appearance and trying to gauge how effective it's been

Tool: Glossary of advertising terminology

Here are some terms you may run across as you prepare a print advertisement.

• Ad rep: Advertising representative
• Bleed: In magazine advertising, this is when the art runs all the way to the edge of the page.
• Blueline: In printing jobs, a photographic proof used to check how images are positioned and to show any problems encountered by the printer.
• Body copy: The text portion of an ad, brochure, newsletter or flyer as distinguished from the headline, signature or other isolated text element.
• Body type: The typeface (font) you use for your text.
• Camera-ready art: Your ad laid out and pasted up exactly as it will appear in print (also called a mechanical).
• Circular advertising: Advertising that's printed out on a sheet of paper and mailed, handed out or stuffed in other printed materials, packages or shopping bags.
• Closing date: The last day (or minute) a publication will accept your ad artwork for inclusion in a specific issue.
• CMYK: An abbreviation for the colors cyan, magenta, yellow and black used in four -color separations.
• Color separation: The process used to produce full-color ads. Color images are broken down into four parts - cyan, magenta, yellow and black - and each color is transferred onto a separate printing plate.
• Concept: The idea or theme used to guide the advertiser in designing copy and visuals selected for an ad.
• Copy: The advertising message, or text, including the headline, deck, subheads and body copy.
• Deck: Text placed between the headline and the beginning of the body copy, usually in a type size smaller than the headline but larger than the body type.
• Direct response: Advertising that solicits a direct sale or inquiry by announcing an address or a telephone number.
• Display ad: Print media advertising that is set apart from the masses of small items in the classified ad section of a publication.
• Display type: The large type in a headline, deck, or other attention-getting area.
• Double trucks: Magazine ads in which two full-page ads face each other.
• Drop-in ads: Newspaper and magazine ads used as fillers; usually just a name, logo, or slogan.
• Duotone: The separation of a black-and-white photograph into black and a second color. This effect enriches the look of the photograph.
• Fill: See Screen tint.
• Flop: To make a mirror image of visuals such as photographs or clip art. Also called flip.
• Frequency: The average number of times an audience sees your advertising message over a given period of time.
• Gross Rating Point (GRP): Advertising exposures equal to 1 percent of the population of a market.
• Gutter: The space formed by the inner page margins in a two-page spread: in other words, where the right margin of a left-hand page joins the left margin of a right -hand page.
• Halftone: A reproduction process in which a screen transforms the tones of a photograph into dots of various sizes to prepare the photo for printing.
• Hook: A word or phrase that grabs the reader, viewer, or listener?s attention.
• Insertion order: The set of instructions, including the publication date, ad size and requested placement on the page, that functions as a purchase order when placing an ad in a publication.
• Kicker: A short text item that introduces an advertisement, usually set in smaller type and placed above the headline.
• Landscape: The shape of an ad whose width is greater than its length (or height). See also Portrait.
• Layout: The placement of ad elements? headline, visuals, body copy and signature? to fit the size of the area the advertiser purchases.
• Line art: A drawing or piece of artwork with no halftone screening.
• Live action spot: Television advertisement or PSA in which live action provides the visual portion of the message. This can be expensive, so you may wish to opt for slide/ announcer spots.
• Live copy: A simple script that's ready to be read by a live on-air announcer
• Logo: Usually, a small image, consisting of graphics and text, that represents a business. A logo provides a distinctive "signature" and helps to establish recognition of the advertiser's name and product.
• Mask: To conform the shape of a photograph or illustration to another shape such as a circle or polygon.
• Pantone Matching System (also called PMS): A system for specifying colors by number; used by print services and in color desktop publishing to ensure uniform color matching.
• Portrait: Refers to the shape of an ad whose width is greater than its length (or height). The shape of an ad that is longer than it is wide. See also Landscape.
• Preferred position: A requested location in a periodical. Most advertising media charge a higher rate for granting preferred positions.
• Proof: A sample of a print ad exactly as it will appear in publication.
• Rate card: A table listing available ad sizes based on variables such as size, number of times the ad appears, position on the page, and position in the newspaper.
• Reach: Number of people exposed to an outdoor message.
• Readership: The number of people who read a publication.
• RGB: The colors red, green and blue, used by computer monitors to display the full spectrum of color.
• Screen tint: In printing, the result of a solid color being broken up (screened) into dots to simulate a lighter color or shadow.
• Signature: Your logo and tag line or slogan, usually placed at the bottom of an ad. Sometimes includes your address and phone number.
• Slide/announcer spot: Television advertisement or PSA in which an announcer reads the script while 35-mm slides are used for the visual portion of the message. Cheaper to produce than live-action spots.
• Slogan: A sentence or phrase used consistently to describe and sell a company's products or philosophy.
• Spot color: A color not created by CMYK separations, usually specified by a Pantone swatch number.
• Storyboard: A series of sketches or photos of each individual shot in a television piece. It helps the director figure out how the entire piece will flow and what sort of camera angles and staging need to be set up.
• Subhead: A secondary-level heading used to organize body text. Sometimes called topic headline.
• Twin-color process: A method of separating a four-color photograph into two Pantone colors supported by photo editing programs such as Photoshop.
• Visual: A photograph, illustration, piece of clip art, or graph used to attract attention in an advertisement.

• What do we mean by meeting the media?

• Why should you meet the media?

• How do you handle meeting the media?

• How do you handle television, radio, and online appearances?

• How do you hold a media event?

Speaking with the media can be demanding. Spokespersons may need to explain complicated decisions, respond to difficult questions, and provide accurate information while working within a reporter's deadline. Preparation helps them communicate clearly without overstating what they know.

Interviews and public statements may appear in news stories, broadcasts, podcasts, livestreams, or short clips shared online. A useful approach is to answer questions directly, explain the context, acknowledge uncertainty, and correct mistakes promptly. Credibility depends on the information you provide and how responsibly you engage with others.

You may be asked to discuss your organization's work, explain a community concern, or respond to a developing situation. Whether it is your first interview or one of many, planning and practice can help you represent your work effectively.

What do we mean by meeting the media?

Perhaps you have prepared a media information packet and are ready to contact a local journalist. Or a reporter has contacted your organization unexpectedly and requested an interview. Both situations offer an opportunity to share useful information, but you should first understand the request and decide who is best prepared to respond.

We've discussed the advantages of using news stories to draw attention to your issues. Written information, press releases, and media packets can provide background. Direct conversation allows journalists to ask questions, clarify details, and hear from people with relevant knowledge or experience.

Meeting the media means communicating directly with journalists, producers, hosts, or other media representatives. This may happen in person, by telephone, through video calls, or in written exchanges. Choose a format that fits the purpose, deadline, accessibility needs, and circumstances of the people involved.

An interview provides an opportunity to explain your perspective and demonstrate your knowledge. It does not give you control over the final story. Journalists may consult other sources, ask challenging questions, and make independent decisions about what to publish.

Meetings with the media can take several forms:

• Print and digital interviews: You might contribute to a newspaper, magazine, newsletter, website, or other written publication.
• Audio and video interviews: You might be interviewed for radio, television, a podcast, a livestream, or a recorded online program.
• Participation in a program: You might join a panel, respond to audience questions, or discuss an issue as a community member, practitioner, or subject-matter specialist.
• Information calls or meetings: You might contact a reporter to explain a situation, suggest a story, or share a development related to your work.
• Background information: A journalist might ask you to explain an issue's history, terminology, or context. Providing background information does not automatically make the conversation confidential or establish an "on background" attribution agreement.
• Media events: You might hold a press conference about a report or initiative, organize a public demonstration, or invite journalists to visit a community site. Plan visits with the people who live, work, or receive services there, respecting their privacy and choices about participation.

Why should you meet the media?

• You can explain your perspective clearly and consistently, while responding to questions.
• You can become a reliable source of information for future stories.
• You can build professional relationships through direct communication.
• You can use examples, demonstrations, and conversation to make an issue easier to understand.
• You can develop communication skills and confidence through preparation, experience, and feedback.
• You can share spokesperson responsibilities across your organization and support community members who want to speak from their own experience.
• You can contribute accurate information, explain its limits, and identify additional sources, while recognizing that journalists control their reporting.

Giving an interview can feel unfamiliar or stressful. You do not need a particular personality, accent, appearance, or communication style to contribute useful information. Preparation, practice, and appropriate support can help you participate in a way that works for you.

How do you handle meeting the media?

Different situations call for different preparation. The following guidance covers interviews, information requests, background conversations, and media events.

Interviews

Before an interview

Ask about the topic, outlet, audience, deadline, expected length, and whether the interview will be live or recorded. Clarify how your name and role will be identified. Discuss any interpretation, accessibility, or communication support you need. Practice with a colleague or record a short rehearsal if that would help you prepare.

• Prepare and practice answers to likely questions, including difficult ones. Identify what you can answer, what needs verification, and what falls outside your role.
• Develop a few clear key messages. Use short, accurate explanations that make sense on their own. Avoid simplifying a point so much that it becomes misleading.
• Provide useful background information. Share a concise summary, reliable sources, relevant dates, and contact information. Explain important qualifications or uncertainty in the evidence.
• Arrange visual or supporting materials when useful. For example, a housing organization could provide a clearly labeled chart of local rent changes. Confirm that materials are accurate, readable, accessible, and appropriate to share publicly.

During an interview

Communication includes words, tone, gestures, and the interview setting. These vary across cultures and individuals. Focus on clarity and comfort rather than trying to perform a single model of how a credible speaker should look or behave.

• Direct your attention to the conversation in a way that is comfortable for you. For video, ask whether to look toward the interviewer or camera; sustained eye contact is not a requirement for effective communication.
• Use your own voice. Speak in language you understand and would normally use, rather than trying to deliver a memorized performance.
• Listen carefully and allow yourself time to respond.
• Remember that recording may continue while others speak. Ask when recording begins and ends, and avoid discussing private information while microphones or cameras may still be active.
• Acknowledge useful questions and other participants' contributions when appropriate.
• Let your tone fit the subject. A serious or emotional response can be appropriate. You do not need to smile when discussing harm, loss, or injustice; aim to communicate respectfully and clearly.

Some tips about speaking:

• Speak at a manageable pace. Pause between important points and use the microphone as directed. Let the interviewer know if you need a question repeated or additional time.
• Agree on ground rules before sharing sensitive information. Assume your comments can be quoted with your name unless the journalist explicitly agrees otherwise in advance. "Off the record" and "on background" have specific uses, but definitions and conditions should be clarified. Do not assume that requesting confidentiality afterward changes an earlier statement's status.
• In a joint interview or debate, address the substance of the discussion. Listen to other participants, respond to relevant claims, and use questions to clarify issues when the format allows.
• Ask for a fair opportunity to contribute. If someone repeatedly interrupts or dominates, ask the moderator to make space for your response rather than competing to speak over them.
• Disagree directly and respectfully. Explain what you dispute and why, using evidence and relevant experience. Avoid personal attacks and do not feel obliged to accept harassment.
• Name harmful assumptions without repeating them unnecessarily. For example: "That description overlooks the barriers residents have identified. The issue is whether people can access safe, affordable housing." A clear response can challenge the framing while keeping attention on the issue.
• Use plain language. Explain technical terms and acronyms when they are needed.
• Set appropriate limits while answering relevant questions honestly. You can decline to discuss private information or speculate beyond what you know. Explain the reason when possible: "I can't share an individual's records, but I can explain how the program works." A difficult question is not necessarily an inappropriate one.
• Answer the question before connecting it to your main point. If a question contains an inaccurate assumption, correct it briefly. Avoid substituting an unrelated message for a reasonable question.
• Use statistics with context. Explain the source, timeframe, population, and meaning of the numbers. Distinguish estimates from confirmed counts and avoid comparisons that exaggerate the findings.
• Use humor only when it fits the situation. It is optional, and it should not stereotype a group, dismiss someone's experience, or make light of harm.
• Close with the most important takeaway and, when relevant, a clear action or source of further information.

After an interview

Thank the reporter and confirm how to reach you for follow-up questions. Send any information you promised within the agreed timeframe.

• Offer to clarify facts or technical details. Do not expect approval of the story or quotations before publication; newsrooms may prohibit that kind of review.
• If coverage concerns you, identify whether the issue is a factual error, missing context, harmful framing, or a difference of interpretation. Explain the concern specifically and provide relevant support.
• Request a correction promptly when facts are wrong. Identify the statement, explain the correction, and supply evidence.
• Remain professional in follow-up communication while maintaining appropriate boundaries.
• Reflect on what went well and what could improve. Ask participating community members about their experience and whether they need support after the coverage appears.

Information calls or meetings

• Identify the appropriate reporter or editor by name when possible. Review their coverage and the outlet's contact instructions so your message reaches someone who handles the topic.
• Check whether the journalist prefers email, telephone, or another professional contact method, and respect any stated preferences.
• Introduce yourself, your role, and your connection to the issue. For example: "I'm calling on behalf of a local youth-led tobacco prevention group about a new community survey."
• Ask whether it is a suitable time to talk. If not, offer a concise written summary or arrange another time. Deadlines vary, so do not assume there is one convenient time for every newsroom.
• Be clear, courteous, and respectful of the journalist's time. Avoid repeated calls or messages when they have already declined.
• Explain the proposed story, why it matters now, and how it relates to the outlet's audience.
• Lead with the most important verified facts rather than a long organizational history.
• Identify documents, data, or additional sources the reporter can consult to verify the information.
• Keep responses focused, explain essential context, and distinguish facts from your organization's position.
• Summarize the main point and agree on any follow-up. Make it easy for the journalist to find your contact details and supporting materials.

Background information

• If you need time to prepare, ask about the deadline and arrange a realistic time to respond. Clarify attribution terms before sharing anything you do not want attributed to you.
• Answer within your knowledge and role. You may explain concerns about a question's assumptions without withholding relevant facts merely because you dislike the story's direction.
• Verify statements and statistics. Explain uncertainty, identify sources, and clearly distinguish evidence, interpretation, and opinion.
• Suggest useful context, related questions, or community perspectives that may otherwise be overlooked.
• If the approach seems incomplete or stigmatizing, explain what is missing and offer a more accurate way to describe the issue.
• Use respectful, specific language that recognizes people's strengths and the conditions affecting their lives.
• If you do not know an answer, say so and suggest another knowledgeable source. Obtain permission before sharing someone's private contact information.

Media events

A single interview can be useful, while a media event may allow several outlets to hear an announcement and ask questions at the same time. Decide whether an event serves a clear purpose or whether individual interviews, a written announcement, or a community briefing would work better.

A media event is an organized opportunity for journalists to learn about an issue, meet relevant sources, and gather information. It may take place in person, online, or through a hybrid format.

Effective events generally aim to be:

• Focused. Keep formal remarks concise and allow time for questions. For a longer demonstration or tour, identify when key activities and interview opportunities will occur.
• Clear. Explain the issue, what is new, and why it matters without relying on spectacle or assuming that everyone knows the background.
• Accessible, with useful visuals and spoken or written explanations of essential information.
• Grounded in community priorities and accurate information.
• Scheduled with participants and reporting deadlines in mind, including reasonable time for preparation and follow-up.
• Relevant to the outlets and audiences you hope to reach.

A press conference is one form of media event. It usually includes an announcement, brief remarks from appropriate speakers, and questions from journalists. Attendance and coverage are not guaranteed, so plan how to share the information with people who cannot attend.

For a press conference or other media event, plan for:

• A clear, newsworthy purpose and reliable information to support it.
• Invitations to relevant journalists and outlets, including community and language-specific media where appropriate. A large turnout is not the only measure of success.
• A coordinator or small team to handle inquiries, logistics, materials, and follow-up, with backup arrangements so responsibility does not rest on one person.
• Enough preparation time for speakers, access arrangements, equipment, and advance notice to the media.
• A concise media advisory stating the purpose, date, time, location or online access details, and contact person. For a public demonstration, explain where journalists can obtain information and speak with willing participants.
• An accessible venue or online platform, appropriate seating, clear sound, and room for photographers, camera operators, and audio staff. Plan for interpretation, captions, accessible routes, and other identified needs.
• Prepared speakers with relevant knowledge or lived experience who understand the format and choose to participate.
• Spokespersons selected for their knowledge, connection to the issue, and willingness to communicate, with support for different communication styles and access needs.
• Accurate, accessible materials and appropriate photo or video opportunities. Explain filming arrangements to participants and protect private spaces, records, and people who do not wish to be identified.
• A clear message, the change or action you seek, and a plan for answering questions and following up.
• Any demonstration, performance, or other creative element that helps explain the issue accurately. Avoid staging misleading scenes or using people's hardship as a prop.

How do you handle television, radio, and online appearances?

Before the show

• Find out the format. Is it a one-to-one interview, panel, call-in program, podcast, or livestream? Will it be live, recorded, or edited?
• Learn about the program's perspective. Review previous coverage and identify assumptions or questions you may need to address.
• Understand its usual approach. Does the program emphasize detailed explanation, debate, personal stories, entertainment, or a combination?
• Confirm who will introduce you and how your name, role, and organization will be described.
• Ask how the host or moderator manages discussion. Clarify how questions, interruptions, audience contributions, and speaking time will be handled.
• Find out who else is expected to participate.
• Confirm how much time is available. Prepare a brief explanation of your main point and additional examples or evidence if time allows.
• Consider whether you are the appropriate participant. Identify what expertise or experience the discussion needs and whether another person or a shared appearance would better represent the issue.
• Watch or listen to a recent episode. This can help you understand the pace, tone, and expectations.
• Consider the audience. What might people already know? What needs explanation, and what useful action or source of information can you offer?

Consider whether the appearance supports your goals and allows meaningful participation. You may ask for changes to the format, suggest another spokesperson, or decline if the arrangement is unsuitable. People sharing personal experiences should be able to make that decision without pressure.

If you participate, rehearse with a colleague and practice answering both straightforward and challenging questions. For a remote interview, test the connection, microphone, camera if used, and any accessibility features. Confirm a backup contact method in case the connection fails.

Wear clothing that is comfortable and appropriate to the setting and your identity. If the production team has technical guidance about patterns, lighting, backgrounds, or microphone placement, ask in advance. Appearance should not determine who is considered qualified to speak.

Allow time to settle in before recording or going live. Ask for a quiet space, water, a brief pause, or other support that would help you participate. Confirm how you will be told when the program begins and ends.

During the show

• Focus on a few important ideas. Answer the questions and reinforce your central message where it fits naturally.
• Use brief notes if they help you communicate accurately. Ask about practical arrangements for referring to them, and avoid reading a long script unless the format calls for it.
• Speak at a pace and volume that work with the equipment and your communication needs. Pause to allow interpretation or other access support when relevant.
• Use gestures and changes in tone naturally if they are part of how you communicate. There is no single required presentation style.
• Ask for a question to be repeated or clarified when needed. It is also reasonable to pause before answering.
• Do not aim for a flawless performance. If you stumble over a word, continue or restate the point. If you make a factual mistake, correct it clearly.
• Offer a clear next step when appropriate, such as a short website address, a phone number, or details of a community meeting. Confirm that the information is current and that someone can respond.
• Thank the host and other participants in a way that is comfortable and appropriate. Continue to treat the setting as public until the team confirms recording has ended.

After the show

• If the experience was useful and you are willing, let the producer know you are available for future discussions. Follow up on any unanswered questions or promised information.
• Ask for a public link or an available recording. Review whether your information was accurate, understandable, and relevant. Use constructive feedback to improve preparation rather than judging yourself against a narrow standard of appearance or delivery.
• Share the public link when useful. Before copying, editing, or redistributing a recording, check the outlet's permissions and terms. Preserve context and consider the privacy and preferences of other participants.

In Summary

Meeting the media can help communities explain concerns, share knowledge, and build understanding of possible solutions. Prepare accurate information, answer questions honestly, respect editorial independence, and support people who choose to speak from their own experience. Clear expectations, accessible arrangements, and thoughtful follow-up can make media participation more useful and sustainable.

Person-to-person interview:

___You have practiced public speaking

___You are prepared for all possible questions

___You have developed several "sound bites"

___You have prepared background information for the reporters

___If appropriate, you have visual aids

___You have made good eye contact during the interview

___You were alert

___You were conscious of your body language and what it communicated

___Enthusiasm was shown when appropriate

___You have communicated a certain image of your organization with your appearance

___The continuity and consistency of your presentation was controlled by you

___You have built a stronger connection with the interviewer

___You spoke clearly but did not raise your voice

___You were discrete and polite, but not passive

___You have avoided arguing, but you were assertive when necessary

___You were not pressured to answer a question that made you uncomfortable

___You remained focused

___You have summarized the main points

___You thanked the reporter for their time

___You have offered to be available for any further clarification

___You have asked for a correction in print or on the air if the facts were misrepresented

___You were professional and courteous at all times

When you call a reporter:

___You found out when the reporter was most likely to be available

___You explained your credentials and your organization

___You have asked if the reporter is available to talk

___You were confident and assertive

___You have explained your suggested story and why it is significant

___You gave the important facts first

___You have provided information as to where the reporter can verify the information and collect more

___Responses were simple and to the point

When a reporter calls you:

___You asked them to call back if it was not a good time

___You have answered the questions to the best of your ability

___You have suggested your own news angle

___You used words and phrases that help frame your issue

___If you didn't know the answer, you helped the reporter find a different source

Television and radio appearances:

___You found out the format of the program

___You know the point of view and how issues are typically presented

___You know who the host is and who the other guests are

___You know how much time will be allotted to your issue

___You have watched or listened to a broadcast of the show before your appearance

___You have done role playing to prepare

___You wore solid colors for a television appearance

___If you couldn't fit everything in, you stuck to the most important ideas and repeated them

___You brought notecards to help you remember what to say

___You spoke clearly and confidently, using hand gestures when necessary

___You asked to have a question repeated when necessary

___The audience was encouraged to get involved

___You watched or listened to a recording of the program to learn from it

Press conference:

___You presented a significant story

___A lot of varied media representatives were invited

___You have allowed plenty of time for preparation

___The spokesperson represents the image you want for your issue

___Your goals were clear throughout

• What is the media's perspective on community issues?

• How do the media talk about issues?

• How do you help broaden media perspectives on community issues?

• How do you want the media to look at community issues?

• How do you change the presentation of your message?

• What is creative epidemiology?

• What is a media bite?

What is the media's perspective on community issues?

Public discussion of community issues sometimes focuses mainly on what individuals should do differently. Personal decisions matter, but they occur within conditions that shape people's opportunities, resources, and safety. Coverage that overlooks those conditions can leave audiences with an incomplete understanding of both the problem and possible solutions.

Consider a hypothetical news story about an assault near a public transportation stop. Reporting might focus on the details of the incident and provide advice about avoiding danger. Those details alone would not explain the broader responsibilities of people who commit violence, public agencies, institutions, and the community.

A fuller story could examine prevention efforts, survivor support, transportation access, environmental conditions, and how institutions respond to reports of violence. It could include community members' priorities without identifying survivors or sharing personal details against their wishes.

Safety information should not imply that a person caused or could necessarily have prevented the violence committed against them. Responsibility for violence rests with the person who commits it. Community and institutional action can also address conditions that affect prevention, accountability, and access to support.

Effective media advocacy helps connect individual experiences with relevant policies, economic conditions, institutional practices, and social environments. Advocates can provide evidence and community perspectives that help journalists explain these connections. The goal is accurate coverage that recognizes people's agency while showing where collective action and institutional responsibility are needed.

How do the media talk about issues?

We've discussed the importance of understanding the media before approaching them. It is also useful to examine how stories are organized and what their presentation emphasizes or leaves out.

Issues are presented, or "framed," through choices about headlines, examples, sources, images, language, and explanations. For example, a story about secondhand smoke could focus only on individual household behavior. A broader account could also examine exposure in shared spaces, smoke-free policies, and access to support for people who want to stop smoking. Images should explain the issue accurately without staging misleading scenes or shaming families.

Symbols and familiar themes can shape how audiences interpret information. A commercial might associate a product with independence, belonging, or family traditions without directly addressing its effects. Advocates should distinguish advertising from independent reporting and examine whether the associations being suggested are supported by evidence.

News coverage can also frame an issue through the people quoted, the photographs selected, or the labels used. Describing residents as "concerned neighbors" or "angry protesters," for example, can lead audiences toward different impressions of the same event. Evaluate whether the description is accurate, whether relevant perspectives are included, and whether stereotypes are influencing the presentation.

How do you help broaden media perspectives on community issues?

This work involves two related activities. One is developing a message that explains your issue clearly and accurately. The other is working with reporters, editors, producers, and other media professionals to provide context, evidence, and community knowledge. Neither activity gives you control over independent reporting.

Journalists work with different levels of subject knowledge, resources, and time. Many seek concrete examples that make complex issues understandable. Rather than assuming either bias or complete understanding, offer useful information, explain its limits, and respond constructively to questions.

A story about economic opportunity might begin with someone experiencing poverty. That person's experience can make the issue understandable, but it should not be treated as a complete explanation. Relevant context might include wages, housing costs, employment practices, disability access, or caregiving responsibilities. People who share their experiences should also have opportunities to describe their strengths, priorities, and proposed solutions.

Coverage can broaden when journalists hear from additional sources, examine new evidence, or revisit earlier assumptions. Communities can contribute by documenting conditions, explaining the history of an issue, and making collective efforts visible. Avoid assuming that a single image or story will produce a predictable change in public opinion.

Other sections in this chapter discuss how to establish relationships with people in the media. These relationships can create opportunities to share context, suggest knowledgeable sources, and address gaps in coverage while respecting editorial independence.

Useful practices include:

• Be a trustworthy, knowledgeable, and accurate source. Verify information, identify sources, distinguish evidence from opinion, and explain uncertainty. Correct your own mistakes promptly and avoid presenting only the facts that support your preferred conclusion.
• Suggest stories that connect individual experiences with broader conditions and explain what communities, institutions, or decision makers could do to improve those conditions.

A story about a single parent seeking stable employment could examine childcare availability, transportation, work schedules, wages, and hiring practices alongside the parent's skills and goals. Ask the parent which barriers matter in their circumstances rather than assuming that all single-parent households have the same experience. This fuller account can help audiences consider practical responses, such as affordable childcare, reliable transportation, predictable schedules, and employment support.

• Offer opportunities to learn directly about relevant conditions and community efforts. Arrange visits or conversations with willing participants, explain what media involvement may entail, and protect privacy. Do not treat people's homes or hardships as displays.
• Be specific and constructive when raising concerns. Identify missing context, inaccurate statements, or harmful assumptions, and provide evidence or alternative sources. A respectful approach can still be firm about serious problems.
• Maintain relationships and keep information current. Follow developments, share relevant updates, and introduce new sources as community priorities or newsroom staff change.

How do you want the media to look at community issues?

Frame issues to support accurate understanding, meaningful participation, and informed decisions.

How you present an issue can influence which causes and solutions people consider. Effective advocacy explains your position and its supporting evidence without reducing people who disagree to negative labels. Challenge harmful policies, misleading claims, or institutional practices directly rather than assigning degrading identities to opponents.

Shared values can help explain why an issue matters. Their meaning varies across communities, and no symbol carries the same significance for everyone. Ask people affected by the issue which values and examples reflect their priorities, then connect those values to specific actions.

Values and themes that may help explain shared goals:

• Fairness and equitable treatment
• Recognition of people's contributions
• Support for families, caregivers, and chosen support networks
• Freedom, dignity, and self-determination
• Economic stability
• Personal and community safety
• Health, well-being, and access to care
• Belonging and respect for different beliefs
• Learning and access to education
• Civic participation and shared responsibility
• Meaningful opportunities
• Community initiative and leadership
• Commitment to the common good

Concerns that can be described through specific evidence rather than negative labels:

• Unequal treatment or exclusion
• Unmet institutional responsibilities
• Economic barriers or coercive practices
• Favoritism or conflicts of interest
• Misleading information or lack of transparency
• Violence, harassment, or mistreatment
• Preventable risks and inadequate safeguards
• Unfair or deceptive practices
• Exploitation or misuse of power

Values and symbols are useful when they clarify a real connection between a community concern and a proposed response. For example, a message about fairness should explain who faces a barrier, how the barrier operates, and what would make access more equitable.

Symbols can also be misunderstood or experienced differently. A national, religious, or cultural image may communicate belonging to some people while excluding others. Test proposed images and language with a range of community members rather than assuming a shared interpretation.

Remember, when choosing symbols:

• Choose images and themes that accurately express your purpose rather than simply contrasting your group with an opponent.
• Check whether a symbol is strongly associated with another organization, product, or movement and could create confusion.
• Ask people unfamiliar with your campaign what the image or phrase means to them. Include members of the intended audience and revise material that is unclear.
• Avoid stereotypes, dehumanizing images, and uses of cultural or religious symbols that disregard their meaning to the communities involved.
• Align organizational practices with the values you communicate. For example, a tobacco prevention campaign can offer cessation support and maintain appropriate smoke-free spaces without excluding advocates who use tobacco or are working toward quitting.
• Use emotion to convey why an issue matters while preserving accuracy, dignity, and room for informed judgment.
• Critique specific claims, actions, or policies using evidence rather than assigning negative symbols to people or groups.
• Connect symbols with a clear explanation of the proposed change, the people responsible for acting, and ways community members can participate.

How do you change the presentation of your message?

One goal of media advocacy is to help audiences understand how individual experiences connect with broader conditions. Personal stories can contribute to that understanding when they include context and do not imply that people are responsible for every difficulty they face.

For example, describing a parent with an alcohol use disorder as someone who merely lacks willpower is stigmatizing and incomplete. A more useful account could include the person's goals, relationships, access to treatment, caregiving responsibilities, and the support they identify as helpful. Avoid using single parenthood as shorthand for a substance use concern.

Media advocacy can broaden the questions being asked: "How can institutions and community members prevent sexual violence, support survivors, and hold people who commit violence accountable?" or "How can people affected by alcohol-related harms access appropriate support, and what community conditions need attention?"

People hold different views about personal responsibility and collective action. Explain how these can work together rather than assuming they are opposites. A person may make important decisions while also facing limited options because of costs, discrimination, service availability, or institutional practices.

Suggestions for connecting individual experiences with community conditions include:

• Explain relevant social and environmental influences on health, such as housing, education, working conditions, income, and access to services. Use evidence appropriate to the issue rather than claiming that one factor explains every health outcome.
• Include people affected by the issue in defining priorities, interpreting information, and developing solutions. Recognize existing community knowledge and leadership.
• Connect practical support for individuals with changes in policies, organizational practices, and environments where those changes are needed.
• Use personal stories with informed permission and adequate context. A recovery story, for example, can explain the role of treatment, relationships, stable housing, and personal effort without suggesting that everyone has access to the same resources or follows the same path.
• State your position clearly, respond to substantive questions, and acknowledge limitations or tradeoffs. Revise your position when reliable evidence calls for it.

Framing helps audiences connect facts, experiences, and possible actions. It should make the evidence easier to understand, not determine in advance which facts will be included. The following examples show how different frames can emphasize different values or explanations.

Example: Discussion of abortion

Supporters of abortion access may emphasize bodily autonomy, privacy, health care, and the circumstances of pregnant people.
Opponents of abortion may emphasize the moral status of fetal life and obligations to protect it.
These frames highlight different values, and people within each position may disagree about specific policies. Accurate coverage should explain the proposal under discussion, its practical implications, and the perspectives of people affected. Labels or emotionally charged phrases should not substitute for describing what a policy would do.

Example: Tobacco use

A tobacco advertisement may associate a product with independence, belonging, style, or relaxation.
A public health message may emphasize health effects, protection from secondhand smoke, and access to support for quitting.
Examining these frames helps audiences distinguish the associations used to promote a product from evidence about its effects. Avoid repeating gender stereotypes or assuming that everyone responds to the same imagery.

Discussions about smoke-free policies may involve individual choice, shared spaces, workplace conditions, and protection from exposure. Explain the specific policy and whom it affects rather than reducing the debate to a slogan about freedom or control.

Cigarette smoking causes serious health harms, including cancer, heart disease, stroke, and lung disease. Secondhand smoke also harms health and can trigger asthma attacks in children. Describe the evidence accurately and distinguish among products and forms of exposure rather than treating all risks as identical.

Tobacco use can be examined in relation to nicotine dependence, marketing, product availability, social conditions, and access to cessation support. This broader perspective can inform prevention and policy discussions without shaming people who use tobacco.

When discussing industry practices, use documented evidence and distinguish established findings from allegations. Explain what a company or institution did, how it affected people, and what accountability or policy response is proposed. Avoid relying on unsupported claims about product ingredients or personal motives.

Different groups may emphasize different aspects of the same issue. Responsible framing makes your reasoning visible, presents evidence accurately, and leaves people better equipped to assess the options.

What is creative epidemiology?

In this section, "creative epidemiology" refers to communicating population-health information through clear local examples, comparisons, and explanations of policy effects. Creativity belongs in the presentation, not in the data. Do not alter findings, invent precision, or select a dramatic comparison that misrepresents what the evidence shows.

Three approaches to making population-health information understandable

Localization

Localization connects information to a particular community. Large national totals may be difficult to interpret without knowing the population, timeframe, or local context. When reliable local data are available, explain what they show and how they relate to the issue people are considering.

For a hypothetical example, a survey in which 200 of 1,000 responding households report difficulty paying energy bills could be described as "one in five participating households." Explain who was surveyed, when, and whether the results represent the wider community. Do not turn a national rate into a local fact unless there is a sound basis for that estimate, and label estimates clearly.

Relativity

Relativity uses a meaningful comparison to make numbers easier to understand. For example, if a measured rate increases from 10 to 15 cases per 1,000 people over comparable periods, report both the increase of 5 cases per 1,000 and the relative increase of 50%. The relative percentage alone could exaggerate the impression of risk. Use consistent units and timeframes, and avoid sensational comparisons that add emotion without improving understanding.

Public policy effects

Explain what a proposed policy could change, for whom, and over what period. A transportation proposal might be assessed in terms of additional routes, travel times, operating costs, or the number of residents who could reach essential services. Distinguish projected effects from observed results, identify assumptions, and describe who may benefit, face costs, or remain underserved.

Whatever approach you use, make the source, date, denominator, and relevant limitations available. The goal is to help people understand the information and evaluate the proposed response, not simply to produce the most persuasive number.

Media bites

Interviews, headlines, social media posts, and short audio or video clips may allow little space for explanation. Longer reporting also exists, but preparing a concise statement helps communicate the central point when time is limited.

A media bite, often called a sound bite, is a short quotation that expresses one useful idea. It should be accurate and understandable on its own, without depending on a dramatic label or a detail that will be lost when the quotation is shortened. There is no single required length; adapt to the format while preserving the meaning.

Pointers for creating media bites:

• Focus on one main idea and use only the words needed to communicate it accurately.
• Break complex explanations into short sentences, with supporting detail available for follow-up.
• Use humor only when appropriate to the subject and audience. Avoid minimizing harm or making a person or group the target of a joke.
• Memorable wording can help, but prioritize clarity over rhymes, puns, or phrases that may not translate well.
• When responding to a misleading slogan, state the relevant fact and proposed solution rather than relying only on ridicule or repeating the slogan.
• Avoid blame, stereotypes, alarmism, and claims stronger than the evidence supports.
• Test wording with community members. Ask what they understand, whether it reflects their priorities, and whether a short excerpt could be misleading.

Prepare several concise statements before sharing materials or giving an interview. For example: "Reliable transportation helps residents reach jobs, appointments, and essential services. Our proposal would add evening routes where current service ends too early." Be ready to explain the evidence, costs, and limitations behind the statement. No wording guarantees that a quotation will be used or presented in full.

In Summary

Framing community issues is an ongoing process of explaining, listening, and learning. Connect personal experiences with relevant conditions, recognize community strengths, and describe institutional responsibilities clearly. Maintain media relationships, update information, and address inaccurate or stigmatizing coverage with specific evidence. Effective framing helps people understand an issue and consider meaningful responses while preserving accuracy, dignity, and room for informed disagreement.

Using symbols:

___You have decided on how you want your message framed

___You have picked appropriate symbols for your message and your opponent's

___The symbol you have chosen is the most positive one available

___The symbol is distinct and is not associated with another product or organization

___The symbol is not ambiguous or confusing

___It will not offend or alienate certain groups

___The symbol is consistent with your message

___The symbol is positively emotionally charged

___You have highlighted the negative aspects of the symbol for your opponent

___You have made a convincing argument for social policy change that backs your symbol

Focusing your message on the community at large:

___You have focused on basic themes

___You have stressed the need for community participation

___The focus is on public policy recommendations

___Individual stories have not been used

___You have stated your point of view clearly and concisely

___You are prepared to respond to strong arguments

Creative Epidemiology:

___Your goal is to make statistics and numbers more understandable and meaningful

___You have decided which type to use:

• Localization
• Relativity
• Public policy effects

Media Bites:

___You have determined if a media bite is appropriate

___The bite is short; 10-15 seconds or less

___It contains important information

___Well known symbols that are not overused

___Evokes strong emotion

___You have constructed several that capture the essence of your message