Public Outreach for Watershed Projects A-1
Appendix A
Creating a
public outreach plan
To have a successful outreach program, you must know and understand your different audiences,
researching and strategizing how to best reach them. Public outreach goes beyond just informing
the public and moves them to action. It takes a social science approach to water quality goals. The
key to increasing participation in water quality improvement efforts is to gain an understanding of
community, create incentives and motivate people to take action.
Public outreach efforts are most effective when they are:
based on what is known about the audience
planned ahead of time
evaluated and refined for future efforts
Creating a public outreach plan is part of developing a larger Watershed Management Plan. The
outreach plan will provide tools to reach water quality goals. An effective outreach plan should follow
these six steps:
Identify your project’s goals, as listed in your watershed management plan
Determine target audiences
Research those audiences
Use research to develop an outreach plan
Carry out plan
Measure successes and evaluate
A template for a public outreach plan follows on the next few pages.
•
•
•
•
•
•
•
•
•
“General public” should not be your only audience. For your messages and outreach to be the most
effective, they should reach the people you need in order for your plan to be a success.
IDENTIFY YOUR TARGET AUDIENCES: (add spaces if necessary)
Who do you depend on to make changes to the land?
Examples: row crop landowners, livestock producers, lakefront residents, non-farming rural
residents, connement operators in Washington Township
Who do you depend on to keep your project aoat?
Examples: partners and stakeholders, funding sources, local and state ofcials, Legislature,
Congress
Who do you depend on to spread your message to these people?
Examples: media, citizens, partners and stakeholders, local landowners, anglers and hunters
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
B. Determine your target auDiences
A. set your plan goals
Take your plan goals and brainstorm how public outreach can help.
Make sure goals are measurable:
EXAMPLE GOALS:
Increase public and landowners’ awareness of and participation in Watershed
Management Plan implementation
Reduce nutrient delivery by 40 percent
Reduce sediment delivery by 50 percent
Install ve wetlands in targeted areas
Reduce number of residents using fertilizer on lakefront lawns by 50 percent
1.
2.
3.
4.
5.
A-2 Public Outreach for Watershed Projects
The survey results were surprising to this watershed group. They assumed nancial issues would
rank highest.
For each target audience, research:
Barriers to adoption, what incentives work
How they like to receive information
How they make decisions regarding their land, water
Their feelings on and knowledge of water quality and conservation
Collect this data through:
Pre-project surveys
Face-to-face meetings
Advisory boards
Public meetings
Third-party research
Other methods
Using the following format may be helpful in organizing this data.
TARGET AUDIENCE #1: (repeat for each target audience)
Barriers:
Motivators/incentives:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
C. research your target auDiences
Once you’ve decided who you need to reach, you’ll need to determine how to best reach
them with your messages and lead them to action. Knowing what landowners consider to be
benets and addressing their concerns is critical to make conservation practices appealing to the
landowners. Research is important because what drives landowners’ decisions may be different
than anticipated or assumed.
EXAMPLE
Research indicated the following results on “what changes your mind on environmental
issues?”
News coverage (57%)
First-hand experiences (49%)
Conversations with other people (40%)
Public meetings (15%)
Financial issues (9%)
•
•
•
•
•
Public Outreach for Watershed Projects A-3
Preferred ways to receive watershed project information:
How they make decisions regarding their land:
Perception of current water quality:
Perceived value of waterbody:
Most familiar conservation practices:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
D. use research to Develop your outreach strategy
For each goal, use audience research results (surveys, etc.) to determine:
Barriers
Possible solutions
A “take-home” message
Ways to deliver that message
Measurable ways to evaluate the effectiveness of message delivery
•
•
•
•
•
•
EXAMPLE GOAL:
Establish no-till on 1,000 acres
BARRIERS:
perceived cost
would be seen as “sloppy” by neighbors
rumors of lowered yields
SOLUTIONS/BENEFITS:
cost-share and grants
actual reductions in input and energy costs
provide examples of no-till in use
increases in yields
MESSAGE:
No-till can save you money, time
and soil
MESSAGE DELIVERY:
face-to-face contacts with targeted
landowners
create fact sheet on no-till to leave with
landowners
host eld days so farmers can see how
neighbors have used no-till successfully
list benets of no-till in newsletter article
work with local reporter to highlight a
•
•
•
•
•
•
•
•
•
•
•
•
•
landowner successfully using no-till in
newspaper
ask landowners using no-till to place a sign
in eld
EVALUATION MEASURES:
Keep contact log of calls received from
landowners, why they called, how they
heard about your effort or no-till options,
and followup contact information (phone,
e-mail)
Keep track of number of face-to-face
meetings and if those meetings result in
no-till being applied (also track number of
acres using no-till)
Number of news stories in local media on
watershed effort’s and landowners’ no-till
efforts
Attendance numbers at eld day (also use
sign-in sheet to capture contact information)
In newsletter, offer free ball cap as incentive
to those who call about using no-till on their
land (“mention this newsletter and receive a
free watershed ballcap”)
Number of signs installed
•
•
•
•
•
•
•
A-4 Public Outreach for Watershed Projects
E. carry out the plan
Work with trusted community partners to spread your message. Time outreach efforts to tie in
with other newsworthy events and stagger efforts to stay on the radar. Not all efforts and tasks
must be scheduled and planned at the beginning of the process. It will be important to adapt as the
plan progresses. Use the following template as a rough timeline for the rst part of the schedule.
Create one of these schedules for each year of your implementation plan. This will be used to ll
in the implementation schedule in Section 9.
YEAR 1
First quarter
Second quarter
•
•
•
•
•
•
•
•
Third quarter
Fourth quarter
•
•
•
•
•
•
•
•
F. measure anD evaluate effectiveness; promote successes
Evaluate public outreach efforts continuously to nd the most effective approaches. Include an
evaluation at the end of any outreach project to gather information that can be used in future
projects. Many Watershed Management Plans will have multiple phases and last long periods
of time. It will be a learning experience to nd out what works and what does not. Encouraging
participation in any way possible throughout implementation of the plan can increase
participation and help to improve water quality.
Ideas on how to rene an outreach process:
Keep track of how stakeholders heard about the Watershed Management Plan plan/effort
Ask how landowners you’ve worked with made the decision to participate in your project
– look for trends that can help you adjust your outreach efforts
Conduct surveys (pre-, mid- and post-project)
Offer incentives to encourage contacts
Track the number of people that attend a eld day; number that then sign up for the practice
Track media coverage
Everyone likes to be part of a winning team. Have a plan in place to promote successes with
enthusiasm and creativity. Fun and success are a good combination for increasing future
participation in water quality improvement efforts.
•
•
•
•
•
•
Public Outreach for Watershed Projects A-3
Public Outreach for Watershed Projects A-5
A-6 Public Outreach for Watershed Projects
There is no such thing as a captive audience. Presentations, public speaking and speech-
es need to capture the minds of your audience. The audience should be “grabbed” in the
first three minutes of a talk or it is lost. This can be done with an interesting statement
or idea. After a rapport is established the next task is to maintain it.
Here are eight steps that can be helpful when making a presentation:
Purpose - definite objectives should be determined before following the
other steps.
Planning - implies the thought processes necessary to organize points
into a logical presentation.
Organizing - write an outline of important topics and sub-topics.
Developing - add details as necessary and obtain any important visual
aids such as compiling supporting statistics, contracts, journals, state-
ments, PowerPoint presentations or photos. (See Appendix G-1, Visual Aids, on
page G-1 or Appendix G-2, Slide Shows, on page G-3.)
Practicing - the quickest way to become good at speaking is to do it often
and strive for improvement. There is no such thing as a captive audience; if
you are ill-prepared, the audience will know.
Presenting - a good speaker tells something, explains what was said, then
summarizes what he or she talked about. Be clear and use language your
audience understands. At the end of the presentation, attention should be
focused on the main points with a summary. The summary should be short
and forceful. Also, remember to end on time and stay on schedule.
Evaluation - for future reference, determine whether you had success or
failure during your presentation.
Record and Store - filing of materials and ideas for future efforts will
save you time in the long run.
A speakers list can do much for your water quality project and agency. Capable individ-
uals with certain abilities and expertise are scheduled by someone else in the organiza-
tion to give presentations. Requests are handled and scheduled through one person.
Get the word out that your agency is available for presentations and speaking engage-
ments. On the following page are a few tips for working with public groups.
1. Identify the potential audiences in your area such as service clubs, church-
es, business associations, schools or agricultural groups. Chambers of com-
merce may have listings of such organizations in your area.
1.
2.
3.
4.
5.
6.
7.
8.
Public Outreach for Watershed Projects B-1
Appendix B-1
Public Speaking
farm groups outdoor sports groups
civic leaders environmental groups
2. Develop a list of speakers involved in your watershed project.
3. Send a notice of your desire to speak to the groups.
4. Develop a comprehensive checklist or worksheet for each speaking as-
signment including the date, exact location, specific start time, whether
to expect questions and answers, audience size, program length, and the
name of the contact person.
5. Provide materials and support for your speakers including visual aids,
handouts, and transportation if needed. (See Appendix B-2, Public Meetings, on
page B-3.) Adapt your presentation as needed to speak to different audi-
ences.
Public speaking has the potential of making an impact if done properly. However, you
need to focus on those audiences that can be of most help with your project. Try to
avoid spending too much time with groups which will have little or no impact on the
project in the long run.
Many courses are offered in public speaking. See your local college, university or com-
munity college for course descriptions. Also interested individuals can participate in
Toastmasters International, an organization dedicated solely to practice public speaking.
Contact your chamber of commerce for more information.
B-2 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects B-3
Appendix B-2
Public Meetings
Meetings should be held in facilities that are clean and neat with comfortable chairs,
good ventilation, adequate lighting, good acoustics and ample room. An uncomfortable
person will not be able to concentrate on what is being said, and that can detract from
the overall effectiveness of the meeting. Plan stretch breaks and coffee breaks to allow
for informal discussion and offer the audience and presenters a chance to relax.
Advance publicity of a coming meeting is essential. Success depends on attendance,
so reach as many people in your target audience as possible. This can be done in many
ways, including use of posters and brochures. A news release should be issued at least
one month before the meeting and then again one week before the event and newspa-
per deadlines.
Remember to follow up with publicity after the meeting. Photographs or speakers add
human interest. Results and highlights of presentations are publicized for those who
could not attend. This late publicity also sets the stage for the next effort.
1. Be clear about the goals for the meeting. Announce how long the meeting
will last and what subjects will be discussed. Identify three or four main
ideas you want to convey and make sure the details support those points.
Finally, make sure to address people’s concerns rather than just giving the
facts. If the meeting's goals or ideas are not clear, the meeting probably
should not be held.
2. Listen to people when they express their values and feelings. Acknowledge
people’s feelings about an issue. Try restating what people have said so that
they know you have heard them: “I can tell that you are concerned about this
project because...” When people are speaking emotionally, respond to their
emotions. Don’t follow with data and statistics. Acknowledge the feelings
and respond to the concerns in addition to providing information.
3. Recognize and be honest about the values incorporated in your project’s
decisions and be aware of your own values and feelings about the project.
Recognize that your own feelings may cause you to resist modifications
of a project or to react strongly to a community group. Don’t mislead the
community.
4. When you speak at a public meeting, tell people who you are, what your
background is, and why you are there. Give people a sense of why you are
qualified to discuss a topic and what you can and can’t do for them. Ex-
ample: “I’m John Smith, the project coordinator. I’m here to provide farmers access
to voluntary, affordable technology which can help them improve water quality in
our watershed.”
5. Let people see you are human. People will treat you as a person if you act
like one. If you act like a bureaucrat, you will be treated accordingly.
B-4 Public Outreach for Watershed Projects
6. If speaking makes you uncomfortable, work on it until it gets easier. Pre-
pare as thoroughly as you can. Practice your presentations. Role-playing
can also help.
7. The agency representative should be consistent throughout the life of the
water quality project, if possible. Trust takes time to build.
8. Know your audience and gear your presentation to its level. When explain-
ing technical information, it can help to imagine that you are talking to an
intelligent but uninformed friend and speak at that level.
9. Be sure to give people sufficient background. Don’t assume that condens-
ing information is the same as making it clearer. Beware of the tendency
to oversimplify and give only data that support your point. People know
when you are using ammunition for your argument as opposed to present-
ing information.
10. Use down-to-earth language as much as possible. Watch jargon and acro-
nyms.
11. Choose supporting graphics or visual aids that illustrate your message
clearly and simply. Be cautious about using graphics intended for techni-
cal audiences. Hastily or ill-conceived graphics can be worse than none.
Even well-executed graphics will not go over well if they do not deal with
people’s concerns.
12. Be aware of body language and other signals your audience gives you that
they’re lost. Slow down, back up, or ask questions.
13. Have background material available at meetings.
14. Always have question-and-answer periods after your presentations.
15. Critique your presentation afterward, so you can learn from the things that
went right as well as those that did not.
Public Outreach for Watershed Projects C-1
Appendix C-1
Workshops and Training
Workshops and training sessions are one of the most valuable techniques to teach land-
owners and other interested persons in the community. Training gives them a sense of
ownership in the project and an important feeling of participation.
1. Each workshop or training session should have only one theme. It is better
to concentrate on one subject than to try to cover multiple themes. The
chosen topic can involve research, installation of conservation practices,
any phase of management, or other problems that are addressed by water
quality projects.
2. Notify individuals well in advance of the meetings so as not to conflict with
other agency schedules. Recruit outside specialists from other agencies for
guest leaders. It gives your workshop credibility.
3. Have colleagues and your agency employees participate in conducting the
workshop. This will give them the feeling of ownership in the project.
4. Speakers from within the agency should be treated with the same respect
given to those from outside the agency. This includes proper introduction
and help finding room and board.
5. Sessions can range from one to two days. Depending on how long your ses-
sion is, you should provide frequent breaks.
6. Try to schedule a wide variety of presentation types. For example, follow
a standard presentation with an interactive session. Lectures
should be mixed with laboratory work, field tours and dem-
onstrations.
7. Give ample time for questions and answers following
each presentation. Discussion should be stimulated as much as
possible. It gives participants a chance to take part and keep
the program from dragging.
8. Some type of evaluation or exam should be given at
the close of the session. It increases concentration and atten-
tion during the workshop and can give you a record of the
knowledge participants received while attending. This can
help with future sessions.
A workshop, training session or
other event means nothing if
there aren't participants. Getting
the public involved in planning
your event can help increase
participation later, according to
Lake Macbride coordinator Amy
Bouska.
"Local participation creates a sense
of ownership that can far greater
sell participation that anything
we can achieve by ourselves," says
Bouska. "Creating and maintaining
partnerships has been the key to
our success. "
exAmple
C-2 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects C-3
Appendix C-2
Demonstrations & Field Tours
Demonstrations and field tours must be adequately and carefully planned. Arrange-
ments should be made for transportation, rest stops, lunch, hot drinks on cold days and
cold drinks on hot days. People should be briefed before the trip starts. A written itin-
erary aids in reviewing background and concentrating attention where desired. Every
stop must be coordinated with distances, time and roads known. Enough time should
be allowed to do the job, but events must not be allowed to drag. Minor things, such as
rough roads or too much dust, can put accent on the hardship rather than on the tour
or the idea being presented.
One common problem with any outdoor tour is people often cannot see what is going
on or hear what is being said. Small groups and a loudspeaker will help. A group discus-
sion at the end of the tour serve to bring all parts together with a common agreement
and understanding. Additional questions can be asked and answers given while events
still are fresh in the participants’ minds.
If you’re using self-guided tours, the secret to success is clarity with all signs and
directions. An attractive brochure or fact sheet, readily available at the starting point, is
an absolute necessity. It should contain a map and complete description of each stop.
These suggestions on demonstrations come from the Integrated Farm Management
Demonstration Programs booklet, Evaluation of Effectiveness of Field Demonstration Pro-
grams.
1. Demonstrations and field tours should provide visual examples of new
farming approaches that reduce environmental contamination while main-
taining farm profitability.
2. Demonstrations should include farmers who actively participate in federal
farm programs. These demonstrations provide physical and economic evi-
dence of the effects of reducing farm chemical use within the constraints of
these programs.
3. General information about these demonstrations could also be disseminat-
ed to a larger audience through newsletters and brochures at ISU Exten-
sion and other agencies' offices.
4. In a survey of why demonstrations are used as information sources, farm-
ers reply that field demonstrations increase knowledge, they provide
assistance in adopting new practices, demonstrations have been used in the
past, and they have provided proven information in the past.
C-4 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects C-5
Appendix C-3
Special Events
& Open Houses
A special event or open house is usually a promotional venture to increase public
awareness of your water quality project. It is a staged event for delivering news about
the project. The public often attends to witness the event rather that the entire effort of
the project. These events are useful for informing groups such as governmental officials
and the community. If conducted correctly, they will prove to the community that the
agency is a thoughtful neighbor and good citizen of the community. It should also draw
attention from the media.
For example, a new lake will soon be completed, with the project costing the agency
and community thousands of dollars to build. The agency plans an event to attract an
audience and to get publicity for the project. There might be contests, scavenger hunts,
free coffee and doughnuts, and prizes for the winners. While people are at the event,
there should be free materials available showing the efforts by the agency and commu-
nity in the project.
Advantages can be numerous if the special event or open house is done properly. Here’s
a few suggestions for your event.
1. Plan in advance. Little things are important, such as availability of parking
space, toilets, refreshments, a photographer. You should start at least two
months in advance.
2. Publicity is necessary before and after. News releases and announcements
should be sent out six to eight weeks before the event, invitations at least
three weeks before. Hard-sell publicity, such as posters, articles and PSAs,
should be used one to two weeks before. Think as well about scheduling
on-the-spot publicity and follow-up articles after the event.
3. Develop a schedule for the event. Print it as a handout or program and dis-
tribute one week before the event. This can also be used during the event.
4. Use guides, agency employees or the project advisory committee to
explain things, give tours or answer questions. A special guide should be
available to the media for interviews and questions.
5. If you decide not to use guides, have a small presentation to explain the
reasoning behind the event, the accomplishments or goals of the project.
6. It’s a good idea to give a small souvenir and serve refreshments. However,
public funds may not be used to provide souvenirs or refreshments at your events.
Solicit private sponsors to cover these costs.
C-6 Public Outreach for Watershed Projects
Appendix d-1
Working with the Media
Working with the media may seem daunting at first, but can be simple when you un-
derstand how the media works.
Working with the press can enhance your public image and promote your water quality
project for free. Cooperating with the media results in more fair and balanced stories.
To get the best results, respect reporters' needs and deadlines. Keep these things in
mind when dealing with reporters:
Reporters want a quick reply, easy access to sources and an understanding
of their deadlines. Be easily accessible to reporters and promptly return
messages.
If you give reporters facts, they will use them and continue to seek you out
as a source.
Most reporters do not have a science or water quality background. Put
concepts into everyday terms.
They can ask tough questions and always want more information. Their
main questions, though, are who, what, where, when, why and how.
Reporters and editors look for stories that are local, significant, timely,
unique or greatly affect their community.
Treat all media outlets equally, even if one gives you less than stellar cover-
age. Favoring certain outlets can end up creating a lot more negative cover-
age. Make sure your news releases are sent to all your local newspapers
and broadcast stations.
Tips for giving interviews to reporters:
Remain calm and in control; be aware of any nervous habits you may have,
such as using a filler phrase repeatedly or touching your hair,
especially if your interview is being recorded for radio or
television.
Avoid jargon, technical terms and acronyms, and explain
things as you would to an intelligent friend without a science
background.
Keep your answers short and positive.
It's fine to say “I don't know,” but try to direct the interview
back to something you can talk about in more detail, or direct
the reporter to someone else who can give the needed infor-
mation.
Never say “no comment.” Instead: “let me look into that, and
I'll get back to you” or “I can't discuss that because...but I can
•
•
•
•
•
•
•
•
•
•
•
Public Outreach for Watershed Projects D-1
Don't ask to read a story before
it goes to print; most journalists
feels this can aect the story's
objectivity. But they do want to get
things right, and will often read
back your quotes to ensure they
have things correct. Storm Lake
coordinator Kim Proctor often
e-mails her quotes to reporters to
make sure nothing is lost over the
phone.
exAmple
D-2 Public Outreach for Watershed Projects
tell you...”
For television: 70 to 90 percent of all communication is non-verbal. Be
aware of your posture and any nervous habits you may have, and maintain
eye contact with the reporter. Dress appropriately, such as a polo shirt
with your water quality project's logo. It may be helpful to always have
an "interview shirt" on hand at the office to be prepared whenever a TV
reporter may call for an interview. Don't wear sunglasses or tinted lenses.
For any interview with any reporter, whether on-camera, on the radio, in
person or just over the phone, always remember you are never off the re-
cord, even if the reporter says you are. Never assume an interview is over
because the camera or tape recorder is off.
Everyone makes mistakes, including reporters and editors. If there is a mistake, act
immediately. Do you let the error slide, or do you ask for a correction? If it was a major
mistake, contact the reporter and politely explain why it was an error and work with
them to help them avoid that error in the future. Make sure to maintain a positive rela-
tionship with the reporter - if you get angry, it could affect any future media coverage.
If the mistake involved something like an incorrect time or location for an event, or an
incorrect name, politely ask the reporter or his or her editor to run a correction.
•
•
Public Outreach for Watershed Projects E-1
Appendix e-1
Writing & Correspondence
Because your goal is to be understood, consider these ideas about easy-to-read writing
for letters and correspondence:
1.
Be conversational. Write like you talk. If you catch yourself writing a
vague or complex phrase ask yourself, “how would I say that?” This is also
handy if you get “stuck” or have “writer’s block.”
2. Use short, familiar words. Question every word of three syllables or
more that you are tempted to use. Avoid using jargon and extra words that
aren’t needed. Simpler is better. When a technical word must be used,
explain it as simply as possible.
Modification Change
Utilization Use
Initial First
Optimum Best
Encounter Meet
Demonstrate Show
Objective Goal
BMPs Conservation practices
ACRONYMS If you need to use acronyms or initials, spell them
out on first use. For example, Hydrologic Unit Area
(HUA)
When in doubt, take an extra sentence to explain something more clearly
using general terms. This is especially useful when defining conservation
practices. A good resource for these definitions is Conservation Choices or the
Conservation Catalog produced by NRCS.
3. Use personal words. Words like “you,” “we,” a person’s name, direct
quote, give your letter a more human characteristic.
4. Use short sentences. This is the best technique and the easiest. Sentenc-
es averaging between 15 to 20 words are considered easy reading. Any long
sentences can be broken up.
5. Create short paragraphs. Keep paragraphs short, and vary their length
from one to five average sentences.
6. Don’t ask readers to unscramble your ideas. Place thoughts in logi-
cal order. State your major point in one sentence. Tell why it’s important,
then list other appropriate information.
7. Use a letterhead with a project logo. Make your correspondence
and press releases quickly recognizable by using a standard letterhead with
your project's name and logo (not the district, DSC, DNR or NRCS let-
terhead). (See examples of letters on the following pages)
[Company Name] or [Letterhead paper]
[Street Address]
[City, State Zip/Postal Code]
February 20, 2007
[Recipient Name]
[Address]
[City, State Zip/Postal Code]
Dear [Recipient]:
[Type the body of your letter here]
Sincerely,
[Your name]
[Your position]
[Typist’s initials]
Enclosure: [Title and Number]
cc: [
Name]
E-2 Public Outreach for Watershed Projects
Prairie Creek Water Quality Project
Clinton County Soil & Water Conservation District
1212 17th Ave., DeWitt, Iowa 52742
Phone: (563) 659-3456 ext 3 Fax: 563-659-2288
Leah Sweely, Project Coordinator � [email protected]
Public Outreach for Watershed Projects E-3
Appendix e-2
Printed Materials
When planning a publication you must consider the purpose, audience, message and
outline of the material to be included. Then you must write the material, decide on a
basic style for the manuscript, draft it, rewrite it, then edit and polish it. Finally, you
must decide how it will be produced. Determine the format and design, set the manu-
script into type, prepare the layout and then print it.
Printing can be a large budget item, but it is also an area where you can save money.
1. Get others to help pay for your publications. Ask local companies and
printers to do the work free, or at a reduced cost, giving them appropriate
credits in the publication.
2. Shop around. Obtain bids from several vendors.
3. Check with printers on specifications to avoid confusion on printing re-
quirements.
4. Paper is sold by the pound. Consider switching to a lighter sheet, which
cuts your paper and postage costs. Ask for bargains in discontinued paper
and closed-out stock. Few readers can distinguish between grades of paper.
5. Desktop publishing is the most common way of getting materials ready for
printing. Desktop publishing programs can be purchased and used on your
own computer, or contract with someone to do it for you.
6. Print posters on both sides for double visibility in store windows.
7. Publications funded with state or 319 funds must be printed on recycled
paper (30 percent post-consumer content) and feature a specific logo and
statement regarding recycled paper. Check with your funding agency for
specific requirements for paper and inks.
Avoid expensive extras in printing through good layout and design. Embossing, color
separation, die cuts, odd sizes, unusual folds, gold or silver stamping, special scoring or
binding can be avoided with simple layout and design techniques.
The major function of layout and design isn’t to win an art contest, but to gain and
hold the reader’s attention. A good heading or drawing is interesting to look at and
moves the reader’s eye down into your printed message. Here are some tips for effec-
tive design (see Appendix E-6, Graphic Design on page E-13):
1. Use readable typefaces, with serif types, stay away from sans-serifs.
Avoid fonts that are difficult to read (such as scripts) or are too casual and
less professional (i.e. Comic Sans MS).
2. Consider larger type for sight-impaired audiences.
E-4 Public Outreach for Watershed Projects
3. Avoid using light text over a dark background (called “reverse type”) in
body copy (your main text section).
4. Investigate potentials for a self-mailer publication with address and label
surfaces planned in layout and design of the publication.
5. Remember that photographs provide credibility. Try to remove the date
stamp if possible.
Appendix e-3
Press Kits
Press or media kits can be a good way to formally introduce your project to local me-
dia. Kits give more background and detail about the project to the media. What is the
purpose of the watershed project? What different conservation practices might land-
owners use, and how do they work?
Press kits are best at the beginning of your project, but can be given to anyone asking
for more information on the project. They do not replace news releases.
Press kits should include:
1. Background information
Often a one-page fact sheet on the project and its goals.
2. More detailed information
For example, water quality problems and how possible solutions (like con-
servation practices) work, in plain language. Also explain funding and list
project partners.
3. Contact information
Who should the media contact for more information on the watershed
project? Make sure these contacts know the media may be calling them.
4. Glossary of technical terms and jargon
For those terms that can't be avoided in the text. Remember, journalists
don't always have a science background. The kit can be a resource for them
to better understand your project.
5. Good design
A press kit should not be a large text document; place it in a layout with
graphic elements and photographs to make it visually appealing. (See Ap-
pendix E-6, Graphic Design on page E-13.)
Public Outreach for Watershed Projects E-5
E-6 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-7
Most important info (5Ws)
Supporting info
Least
important
info
Inverted Pyramid
Appendix e-4
News Releases
There are many different types of writing, like scientific, fiction, technical, and so on.
Journalists have a unique writing style as well. It allows for creativity, but follows a
concise style that makes it easy for readers of any background to understand.
When writing a news release, remember that your first audience is reporters and edi-
tors. These people ultimately decide if your news release is newsworthy or not. If your
news release is already written in journalistic style and is easy to understand, your
release stands a better chance of becoming a published news story.
Journalists write in an “inverted pyramid” style, which means putting the most essential
information for the reader in the beginning of the release and following with informa-
tion of diminishing importance. The first two paragraphs should answer these questions
about the story: who, what, when, where, why and how. If a reader stops reading half-
way through the article, or an editor decides to crop your
release down for space reasons, the most important facts
remain. In addition to the writing tips regarding letters,
remember these ideas when writing news releases:
1.
Length: The release should be brief, meaning not
more that two double-spaced typewritten pages (using one
side only). If your release must be more than one page,
don't split paragraphs or sentences in the middle, and never
break a word and continue it on the next page. If more copy
follows, type the word “MORE” with dashes on either side.
Signify the end of your release by centering either “-30-” or
"# # #" at the bottom of the page.
2. Paper: Standard letter size paper should be used.
Use a letterhead that is quickly recognizable by your contact
in the media or community leaders, such as one with your
project logo.
3. Support Information: On the left side of the page, below “News Re-
lease,” the words “For more information contact:” along with your name,
title and phone number should appear. Make sure the contact will be read-
ily available for a possible interview when the release is sent. On the right
side of the paper, at the top, the date of the release should be typed.
4. Body of the Release: A headline for the release should be visibly typed
across the top with the body directly under the headline. A short headline
is all that’s needed. Use one space between sentences. An editor cuts from
the bottom, so don’t bury important information in the latter half of your
news release. Edit your material tightly. A seven-line paragraph is sure to
turn reporters off. Keep paragraphs to one to three sentences – smaller
E-8 Public Outreach for Watershed Projects
paragraphs are easier to read when the story's placed in newspaper col-
umns. Always proofread the final product carefully. Remember to write to
your audience – that includes reporters. Avoid technical jargon and write
as if you're talking to an intelligent friend who doesn't have a science or
farming background.
5. Photos: If digital photos are available, note this at the end of the release
and provide contact information. Do not send photos unless editors or
reporters request them; photo files can bog down some e-mail programs.
Photographs should be at 300 dpi resolution at 5" x 7". They must depict
their own story and must be able to “stand alone” or be self-explanatory. If
the media requests a photo, also include a caption for the photo.
6. Timing: If announcing a scheduled event, the release should be dated for
the week before the event. The release should be in the hands of the editor
at least one week in advance of the event, and earlier if needed to meet a
newspaper's publication schedule. Do not give a release to an editor more
than two weeks before the event, it may be placed aside and forgotten.
However, many papers that publish weekly, rather than daily, need two
weeks advance notice to meet their deadlines. Ask your local media outlets
what their publication deadlines are and work within those timeframes. If
possible, avoid sending news releases at the end of the business day.
7. Distribution: Your media mailing list should be extensive. Use e-mail
(unless FAX is requested) to send to the editors of newspapers, news di-
rectors of broadcast stations, organization newsletters, conservation trade
journals and community newspapers. In most instances, target distribu-
tion of the news release to those who will give you the most coverage.
Call your local media to ask who is the best person to receive your news
releases and ask for their e-mail address.
8. Follow-up: Call two to three days after sending the release to see if your
media contacts got it. On the day of the event, someone should call each
person who received the release as a reminder. Repeat the time and place
of the event and give some additional information which might make the
event more interesting.
Other submissions to local media:
Consider writing a guest opinion or letter to the editor for your local newspaper to
promote your project or event. Use this option sparingly when it's directly written by
you; however, partners and participants should be encouraged to write letters to the
editor.
Journalists also follow certain style rules when writing an article. Here are some ex-
amples of common writing style rules you should follow in a news release:
1. Acronyms and initialisms: Spell them out on first reference and then
always use the acronym after that. Iowa Department of Natural Resources
(DNR) on first reference, DNR after that.
Public Outreach for Watershed Projects E-9
2. Text alignment: Use “align left,” not “justify.”
3. Punctuation: Goes inside quotation marks. Like “this,” not like “this”.
4. Symbols: Do not use % and &. Spell them out.
5. Spacing: Journalists usually use only one space between sentences. It creates room when
you write in columns.
6. Numbers and figures: Spell out numbers zero to nine; numbers 10 and above use figures
(example: There were four of us that traveled 30 miles to the fair). The exception: per-
centages always use figures. 7 percent, 98 percent. Same for dollar figures (see below).
Avoid starting a sentence with a number or figure.
7. Money: use the dollar sign. Use figures for most amounts: $30,000, $900,000. For
amounts involving a million or billion: use $1 million, $2.6 million, $10 billion, etc.
Writing $4 million dollars is redundant, since you already used the dollar sign ($).
8. Dates: If you use just a month’s name, spell it out (The landowner installed terraces in
October). If you use a full date, like September 22 or September 22, 2007, abbreviate the
month: Sept. 22; Sept. 22, 2007. Do not use superscript: May 21, not May 21
st
.
9. Apostrophes: they signify possession of something.
“I went to visit the Smith’s.” This is incorrect, what possession of the Smiths did you visit?
“I went to visit the Smiths.” This is correct; it says that you visited more than one Smith.
“I went to see the Smiths’ house.” This is correct; the house belongs to the Smiths.
10. Its and it’s: Remember, “it’s” is a contraction for “it is.” “Its” signifies possession.
Example: It’s a shame that the dog can’t find its way back home.
11. Use simple words: For example, “use” instead of “utilize.” A good list of words with sim-
pler alternatives can be found at:
http://process.umn.edu/groups/ppd/documents/information/writing_tips.cfm
From the University of Minnesota. Scroll to the “Keep it Simple” section.
Ensign Hollow II Watershed Project
PO Box 547, 117 Gunder Road NE
Elkader, IA 52043
whowhen what
why
where
____________________Ensign Hollow Watershed Project News Release
For More Information Contact:
Eric Palas, Project Coordinator
563/245-1048
Streambank Protection Halts Erosion, Improves Trout Habitat
Elkader, IA. – This summer, Mace and Kristin Klingman completed a unique streambank protection
project on their property near Volga. In addition to stabilizing over 200 feet of eroding streambank,
the Klingmans installed a series of seven lunkers (articial habitat structures) to improve the avail-
able cover for trout in Hewett Creek.
The habitat that trout require is fragile. They nd safety in pools more than two feet deep and in
areas that provide a break from the current. Overhead cover provided by root wads, logs, boulders,
and long stemmed grasses protects trout from predators like herons and mink. Lunkers are designed
to provide additional habitat for trout when the natural cover is lacking.
The Klingmans’ property is in close proximity to the state-owned portion of Hewett Creek. From
1990 through 1992, nearly 95 lunkers were installed on 15 sites along the state property by the De-
partment of Natural Resources and the Hawkeye Fly Fishing Association. Installation of the lunkers
contributed to a signicant increase in the trout population. In one particular stretch of the stream,
trout population estimates increased from 1 in 1991, to 302 in 1999.
Streambank erosion was a very visible problem for the Klingmans following the heavy rainstorms
that ooded the Volga area in the spring of 1999. High winds that had toppled buildings during the
fall had also felled many of the trees that had helped to keep the stream channel stable. When the
creek waters rose, a bank near a new fence began to slough. As the bank eroded, both the fence and
some very productive land in an adjacent crop eld were threatened.
DNR Fisheries Biologist Bryan Hayes viewed the Klingmans’ site shortly after the storms. “The
damage from the storms was obvious, but there were also several deep pools and good sites for
habitat improvement,” noted Hayes. “We saw trout swimming in the stream at the time of the initial
site visit, and during construction.”
The Ensign Hollow Watershed Project, through the guidance of the Clayton Soil and Water Conser-
vation District, provided funding for a portion of the cost of the project. While the watershed proj-
ect’s efforts are primarily focussed on controlling soil erosion in the upland portion of the 6,000-acre
watershed, the potential for a direct reduction in sediment delivered to Hewett Creek by stabilizing
the eroding streambank was obvious.
Brehme Construction, Wadena, completed the project during the last week of August. The erod-
ing streambanks were reshaped to a 2:1 slope to spread out the force of the owing water, and were
then armored with the placement of rock rip-rap. DNR Fisheries personnel installed the lunkers as
E-10 Public Outreach for Watershed Projects
the heavy construction work progressed. In addition to the habitat improvement, the inclusion of the
lunkers also reduced the amount of rock required for the project. The Hawkeye Fly Fishing Associa-
tion contributed to the effort by purchasing the rough hewn oak lumber that was used to construct the
structures.
The benets of the streambank protection project will be long term. The sloughing that had threat-
ened the new fence and the cropland has been eliminated, and it is estimated that sediment delivery
to Hewett Creek will be reduced by nearly 38 tons per year. DNR Fisheries personnel plan to docu-
ment in-stream improvements that occur by sampling and measuring trout numbers and sizes.
The unique coldwater stream resources that are found in northeast Iowa are limited in number and
worthy of our protection. “There’s a delicate balance between crop and livestock production and the
effects on our natural resources,” commented Eric Palas, Ensign Hollow Project Coordinator. “The
cooperation demonstrated by the individuals and groups involved provides an excellent example of
what is necessary to achieve long term water quality benets.”
# # #
As shown in this diagram, Lunkers provide a source of cover and protection for trout.
Public Outreach for Watershed Projects E-11
E-12 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-13
Appendix e-5
Magazine Articles
& Feature Stories
A magazine article can be considered about the same as a feature story in a newspaper.
Instead of the climax or “lead” being in the first one or two paragraphs, as in a news
story, the reader is taken along gradually, until the climax at the end.
If you’re writing the article, the style needs to be in the same style as the magazine or
journal you’re writing for. Style includes: length, use of illustrations, method of cita-
tion, level of knowledge of the reading audience, and general appearance. Good gram-
mar is necessary.
It generally is best to write from an outline. The following six parts are suggested:
1. Attract attention with a title or “head” and the first sentence or two, or a
“hook.”
2. State the subject, introduce the problem or situation involved.
3. Define the subject, explain further the main points. Contrary views can be
stated.
4. Discuss the subject. This portion is usually the main
body of the article. Include examples, details,
observations and experiences.
5. Apply the subject, give results and make comparisons.
6. Summarize, restate the important points in a new and
fresh way.
If you’re “selling” the story idea to a reporter or editor for a
publication, you have to remind the news contacts that you
exist.
1. Send periodic letters to reporters and editors in your
watershed and county, include your name and address
with a short description of your project and services,
accomplishments, special events and daytime phone
number.
2. Consider letters to the editor or opinion articles. Ask
for editorials to be written on issues related to your
project.
3. Encourage supporters to write letters to the editor
about your project.
(See sample magazine articles and feature newspaper stories on the
following pages.)
David Knoll, the coordinator of the
CLEAR project at Clear Lake, earned
his project a front page story in
the Sunday Des Moines Register by
following up with a reporter.
"Previous articles regarding lake
water quality that were the result
of phone interviews had been
predominantly negative," Knoll
says.
"When we were able to convince
the reporter to actually come to
Clear Lake and meet with local
people working on the project and
see rst hand the activities being
accomplished, this much more
positive article was the result."
exAmple
E-14 Public Outreach for Watershed Projects
Reprinted with permission of Hannah Fletcher and Iowa Farmer Today. Originally published August 17, 2006.
Public Outreach for Watershed Projects E-15
E-16 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-17
Appendix e-6
Graphic Design
Good graphic design draws people in to a display, gains attention for flyers and posters,
and invites people to read a newsletter. Layouts can make a piece more interesting and
easier to read. Poor graphic design can turn someone away and keep them from receiv-
ing your message. The following are standard design tips to consider when creating a
communications product:
1. Consider contacting your local college or university to see if there's an op
-
portunity for students to design your materials or create a template as part
of a class project.
2. For newsletters, break up text into two or three columns. Use short para-
graphs - generally one to three sentences long.
3. Use fonts that are easily readable. Serif fonts (which have “hooks” on the
end of letters, like this font) are generally best for main paragraph text.
Sans-serif fonts (like Arial, Verdana and Franklin Gothic that are
straight, block letters) work well for headlines. Avoid casual fonts, such
as Comic Sans MS. They are generally difficult to read and look less
professional. Posters, however, can sometimes make good use of a mixture
of casual and professional fonts.
4. Standard font size is 12 pt; avoid smaller than this, especially if your audi-
ence is older. Headlines are generally 18-30 pt. Font size can make your
stories easier to read.
5. Boldface and italic type should be used to bring attention to important
points, but use it sparingly. Using boldface or italics too frequently loses
the effect of emphasizing important points and makes a story hard to read.
Think of the fable of the “boy who called wolf.”
6. Photos, graphics and bulleted lists are great ways to break up text in a
newsletter or flyer. Breaking up text makes a piece seem more manageable
to the reader and will help keep their attention. However, strike a good
balance between these visuals and text blocks. Too many graphics or photos
can make the page look crowded and uncoordinated. Choose photos over
clip art as much as you can, as photos add credibility.
7. Choose colors that fit your theme, like blue for water quality or earth
tones. Bright colors, like neon shades, can draw attention but can also be
hard on the eyes.
E-18 Public Outreach for Watershed Projects
Appendix e-7
Project Newsletters
Every newsletter is different. In general, they maintain your relationship and project
awareness with your audience and provide a call to action for your audience. Newslet-
ters can tell of recent developments in the watershed, report research and other find-
ings of interest to the readers, answer frequently asked questions, carry success stories
of the project, promote upcoming events, and relay useful practices and ideas.
1. When doing an article for your newsletter, start with a brief, to-the-point
paragraph. Vary the length of your opening sentences, but generally speak-
ing, keep sentences and paragraphs short for easy reading and more at-
tractive appearance. Keep it simple. Avoid long introductions. Use familiar
words. Speak the language of your readers.
2. Have an easy-to-remember title and heading design, with a simple, clean-
cut outline of your watershed or your project logo. A customizable news-
letter template is available for project coordinators from the DNR. Use the
title and color scheme for your newsletter every issue to increase recogni-
tion with your readers.
3. Add color by printing your newsletter on colored paper if you are printing
in black and white. The difference in cost between this and white paper is
very little. When using colored paper, keep in mind whether or not you’ll
be photocopying the newsletter. Some papers do not photo copy well.
4. If you print or duplicate on both sides, use a paper with enough weight so
that there will be no “show through.”
5. You can save time and money by designing the newsletter with a self-mail-
er address panel on the back cover. It cuts out the need to “stuff ” envelopes
and can limit the cost of envelopes and postage weight. Contact a printer
or post office for size regulations.
6. Use a two- or three-column format for easy reading.
7. You can break the monotony of the column by occasionally indenting state-
ments, quotes or other material you’d like to have stand out.
8. Make good use of white space by not cramming too
much on one page. If it is a “tight"” one page issue, make it a
two page issue with white space instead.
9. Create a one-year production schedule to help you
plan ahead for story ideas rather than scrambling at the last
minute. Write your own “canned stories” when the idea
strikes and keep them on hand for when you need to fill space
in a newsletter.
Finally:
Public Outreach for Watershed Projects E-19
Nikki Pratt, coordinator of the
Muchakinock Creek watershed
project, keeps a running list of story
ideas and works on the newsletter
when she has down time. This helps
her ll newsletter space with great
stories without scrambling when
the printing deadline draws near.
exAmple
E-20 Public Outreach for Watershed Projects
10. Your extra effort in writing, editing and rewriting your copy will mean
less effort for your readers. Make clarity the main goal of your editing
and your readers will stick with you
through many newsletters.
11. Remember you can lend credibility to your newsletter by inserting
visual aids such as photos.
12. Make sure your newsletter is dependable, reaching the right people at
the right time.
The following is an outline for newsletter format and things to avoid when producing
your project newsletter. The DNR can provide a template for a two or four page news-
letter. Generic newsletter format:
1. Print in four-page, 8 1/2" x 11", two- or three-column format.
2. Publish on a regular schedule, but only as often as necessary. If you don't
have enough information to fill a newsletter every two months, do quar-
terly newsletters, for example.
3. Feature policy announcements, new contract sign-ups, description of con-
servation practices, landowner success stories and general information on
water quality issues in the watershed.
4. Edit by project staff or other cooperating agency. Always have more than
one person proofread. Have a friend with a non-science background proof-
read to see if you have explained technical terms clearly.
5. Develop under supervision of a water quality project coordinator and/or
advisory committee.
Things to avoid:
1. Crowded or cluttered appearance.
2. Poor writing style, inaccuracy and typos.
3. Small or hard-to-read type. (What are your audiences’ sight capabilities?
12 pt. is a normal size for readable type.) Use an easily readable font, like
Times New Roman. Do not use more than two to four fonts. Keep bold
and italics to a minimum.
4. Conflicting colors and poor reproduction (some recycled or colored paper
does not copy well).
5. Bad graphics. (If a photo is too dark, busy or pixelated, don’t use it.)
6. Cumbersome folds.
7. Undependable production schedule.
8. Using “filler” stories that do not directly deal with the water quality proj-
ect.
9. Using stories from other sources. Original content seems more credible. If
you use stories or images from other sources, make sure it directly applies
Public Outreach for Watershed Projects E-21
to your project and always get copyright permission to reprint the story
or image. This includes articles and images accessed online as well as from
the local newspaper.
The secret to dependability is to set deadlines by working backward from the delivery
date to the starting point:
1. Delivery date October 1
2. Mailing date September 26
3. Printing date September 16
4. Printer’s proof September 13
5. Final draft complete September 10
6. Art and copy corrections September 6
7. Proofreading August 28
8. Layout August 26
9. Copy editing August 20
10. Stories due to editor August 15
11. Assignments July 15
12. Planning meeting July 15
13. Last issue delivered July 1
(See samples of the Elk River and West Tarkio newsletters on the following pages.)
E-22 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-23
E-24 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-25
E-26 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-27
E-28 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-29
Appendix e-8
Brochures & Fact Sheets
Brochures and fact sheets are an attractive addition to any successful project and may be
of particular value for self-guided or field tours. They can help clarify the project issues
and give people a starting point for asking questions. Brochures are most useful when
given out in a face-to-face meeting. such as leaving a project brochure with a landowner
after a meeting at his or her home. Fact sheets and brochures work well as additional
information for public meetings. Before creating a brochure, think carefully about how
it will be used and if it is the most effective medium for sending your message to an
audience. (The DNR may be able to assist with development of introductory project brochures or
success story brochures. Speak to the nonpoint coordinator for more information.)
1. Brochure design should be on an 8.5" x 11" sheet of paper. The paper can
be folded once or twice to produce four to six panels. Legal size paper
(8.5" x 14") can also be used and folded into three places to create eight
panels.
2. Brochure copy must be brief and to-the-point. Only the most important
information should be included. Remember the key is to
keep the reader’s attention. If extra space is available, do not
use filler information, instead use a graphic or blank space to
make it more visually appealing.
3. A fact sheet is usually an 8.5" x 11" piece of paper,
printed on one or both sides, but not folded. A fact sheet de-
livers basic facts and ideas in a clear-cut way, and can include
graphics and photos.
4. Brochures are printed in the same manner as newslet-
ters. Fact sheets can also be printed professionally or with a
copier.
5. For self-guided or field tours, the printed materi-
als should define the tour locations and a map of the entire
watershed or area.
(See following samples of brochures from the CLEAR project at Clear
Lake and the Burr Oak and Turtle Creek watershed project.)
The CLEAR project at Clear Lake
placed the lawn care brochure on
the following page as an insert in
local telephone bills. An agreement
with the phone company allowed
the project to send the brochure
practically for free – the only
cost was printing the brochures,
according to project coordinator
David Knoll. The brochure reached
more than 6,000 households. While
not everyone reads bill inserts,
Knoll said he received positive
feedback from the mailing.
Metro Watershed Partners in
Minnesota developed the brochure
and gave the CLEAR project
permission to modify the brochure
to t its needs.
exAmple
E-30 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-31
E-32 Public Outreach for Watershed Projects
Public Outreach for Watershed Projects E-33
E-34 Public Outreach for Watershed Projects
