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. Contributor Aimee Whitman Resources Online Resources Digital Age Media Relations is from e.politics, and it provides information on pitching stories for different media outlets. How to Pitch Nonprofit Stories to Media is an article by Joanne Fritz about how to make your story timely, newsworthy, and relevant. News Media: A Different Kind of Advocacy is an excellent guide from the National Association of Foreign Student Advisors for working with the media. Pitching Your Story to a Reporter has pointers to creating a story the media wants from Strategic Alliance. Pointers on Pitching from Both Ends of the Call is an article from Freerange Thinking that offers various pointers and links on pitching stories. Rural Housing Coalition Media Advocacy 101 is a guide for pitching news stories and writing persuasive editorial articles. Seven Tips to Pitch Your Story by Phone is an article from the Community Media Workshop on how to make the call and make the news. 10 Tips to Pitching to a Reporter is a list of tips from Advocates for Youth. Tips and Principles of Pitching Stories is a document from the Sierra Club with information on how to tailor your pitch to make it more likely to be picked up. Print Resources Altman, D., Balcazar, F., Fawcett, S., Seekins, T., & Young, J. (1994). Public health advocacy: Creating community change to improve health. Palo Alto, CA: Stanford Center for Research in Disease Prevention. Goldman, K., & Zasloff, K. (1994, December). Tools of the trade: Media do's and don'ts. SOPHE News & Views, 6-7. National Cancer Institute. (1988). Media strategies for smoking control: Guidelines. Bethesda, MD: Author. Pertschuk, M., & Wilbur, P. (1991). Media advocacy: Reframing public debate. Washington: The Benton Foundation. Wallack, L., Dorfman, L., Jerniagan, D., & Themba, M. (1993). Media advocacy and public health: Power for prevention. Newbury Park, CA: Sage Publications.
