Introducing Public Relations

Webster's Ninth New Collegiate Dictionary defines public relations as "the business of inducing the public to have understanding for and goodwill toward a person, firm, or institution."

This guide is light on philosophy and heavy on practical skills and proven strategies. Each section contains a checklist of items to help you do everything from writing a news release to holding a special event to dealing with a crisis situation. For components that have not attempted many public relations efforts, this will serve as a good guide for starting a public relations program. For components that already have strong public relations programs, it will serve as a good reminder and, hopefully, will give you new ideas.

Developing a Public Relations Plan

Here is a step-by-step checklist to develop a public relations plan:

Determine your long-range goals for public relations.

It can be as simple as generating greater public understanding of architecture or creating better public awareness of the important role architects play in the everyday lives of all Americans. Essentially, you should decide which groups of people you want to reach (audiences) and what messages you want these groups to receive. You may discover that you want to reach several different audiences with specific messages tailored just for them.

Examine your current programs and activities. Look at these efforts to determine which can help you achieve your long- range goals for public relations. A program to improve the environmental efficiency of homes and office buildings could be an excellent tool to reach both the general public and corporations who want to improve their public image and reduce operations costs. A program to help foster innovative hospital design could spark the interest of the medical community and local governments. An awards dinner can attract important community leaders and the news media.

Brainstorm about new programs that could help you meet your long-range public relations goals.

This is by far the most challenging and frustrating area of long-term public relations planning. New ideas don't come easily, but every successful program or activity was once a "new idea" conceived by someone. Get together with a selected group of your members, volunteers, and other staff. Talk about audiences and messages. Discuss how these goals can be achieved. The seeds of many successful programs have been planted in these sessions.

Review your budget.

Public relations efforts do not have to be expensive, but very rarely are they free. Be realistic about your potential to spend money on public relations. If you really believe a program can be successful, but there is no money in the budget, you'll need to get more money allotted.

Determine the tools (vehicles) you will need to carry out each program.

The next several sections will give you some ideas.

Decide which program you actually want to pursue.

After you have accomplished all of the above, decide which programs and activities you wish to actually implement in your year- long plan.

Develop your year-long plan.

Your plan should include a description of the programs, timetables for the different vehicles, budget information, and who will be responsible for what (whether it is the component executive, the volunteers, other members of the component's staff, or a public relations firm).

Media Relations – An Important Component of Your Public Relations Plan

Public relations is the management function that identifies, establishes and maintains mutually beneficial relationships between an organization and the various public on whom its success or failure depends. These publics may include employees, members, customers, local community members, and the general public. Media relations leverages the media as a communications channel to the publics you are trying to reach. Media relations is just one element of a Public Relations plan. We recommend you develop an overall Public Relations plan to determine where Media Relations might benefit you most.

What is Media Relations?

Media relations is often one of the more cost-effective ways to build membership or influence public perception. Selecting the appropriate media relations activity and knowing how to implement it effectively can make all the difference in your level of success. Media relations offers the opportunity to raise awareness of the AIA brand, promote a worthy initiative, create goodwill, and tell the public more about the profession of architecture.

You may be actively engaging in media relations without even realizing it. Media relations activity can include writing an article for the business section of your local newspaper, distributing a press release, or sponsoring an awards program. Primary media relations activities include:

• Developing and maintaining positive relationships with the media

• Providing reporters with newsworthy information and story ideas (through press releases, pitch letters, bylined articles, letters-to-the-editor, etc.)

• Answering reporters’ questions with accurate and well thought out information in a timely manner.

Media Relations Tools

Press Release, Pitch Letter, Press Kit.

Once you have decided upon media relations as an effective means of accomplishing your public relations goals, and have identified a newsworthy story idea or program, it is time to “sell” your news to the media. Editors, news directors and producers are accustomed to well-established vehicles for announcing news. These vehicles are press kits press releases, pitch letters, and pitch phone calls. Each has a particular format.

Media List

Media lists are an important building block for your media relations campaign. They provide a list of targeted media outlets that are used for distributing your information. For more information on creating a media list, you can contact AIA media relations specialist, Matt Tinder

Other Media Relations Tools

Fact Sheet

As a background piece, a fact sheet can be an invaluable asset for reporters, saving them considerable legwork. It should list important facts pertaining to an issue. Such information should be presented clearly, concisely, and accurately. This is especially helpful for technical subjects, such as a new building, etc.

Photograph.

Visuals such as photographs can help bring a story to life, and can make a print story more visually appealing. Make sure you include pertinent information when sending an photograph, as well as the correct resolution, size and format of image if you’re sending it electronically (standard resolution, size and format is 300 dpi, 3X4 inches, TIFF). A photograph of a project should identify the project architect's name and photographer's credit. It should also include your component's name and address. Be sure that you have obtained the necessary permission to distribute multiple copies of a photograph to potential users.

Reprint

If a component or an officer has been featured in a newspaper or magazine article, obtain extra copies for possible press distribution. Keep copies handy in case a reporter asks for background. Reprints also can be used in press kits; they lend credence to the importance of an event or person covered. Reprints must be purchased from the publication; photocopies may violate copyright law.

Opinion-Editorial (Op-ed) Piece

An op-ed piece is commentary in your local newspaper's editorial page that can be used to examine an issue or to explain your component's position on an issue. Start out with a premise and support it with facts, expert opinion, and personal experience. The piece should be no more than four pages, double spaced, and should be mailed to the Opinion-Editorial Editor. To learn more about writing an op-ed, read the editorials in your local newspaper.

Letter to the Editor

A widely read portion of most newspapers, letters to the editor should not be overlooked as a means to set the record straight. While newspapers are not obligated to print any letters, your communication may help establish your component as a source of expertise.

What’s Newsworthy?

News is information that has value to the person who reads, hears or sees it. The proliferation of the media – television, radio, newspapers, magazines, industry publications, even community newsletters – increases your chances of gaining publicity, but only if your “news” fits the particular needs of the media.

When viewed from the perspective of the media, a variety of information from your component or firm can be newsworthy. The promotion of an employee, appointment of a staff member to a community, industry, or civic board, or an awards program might be newsworthy to an industry publication or small weekly newspaper. A unique viewpoint on a topic of interest in the community may be of interest to your local newspaper.

Becoming an Effective Media Spokesperson

Serving as a media spokesperson can be an exciting, yet disquieting experience. While news media exposure is a vital part of building a good public image, many spokespeople feel as though the interview and, ultimately, the public opinion of their organization is out of their hands and totally under the control of the reporter. It doesn't have to be that way. The AIA National media relations staff is available to provide you and/or your spokesperson with individual media training. In the meantime, here is a checklist you can follow while developing your efforts:

Determine what you want to accomplish.

Do you want to generate better public understanding of architecture or architects? Do you want news media exposure for an upcoming show or event? Do you want to generate publicity for a project?

Decide upon your audiences and learn as much information about them as possible.

Before you talk to the press, think about who will be reached by the article or television/radio program. Do you want to tell business executives about energy and environmental innovations in architecture? Do you want to spark the interest of the general public in an exhibition? Get to know as much as possible about your audiences-their interests, their dislikes, the types of messages to which they are most likely to respond, and key words that grab their attention. You may have a number of different audiences, and keep in mind that the news media itself may be one of these groups. While the news media is primarily a vehicle to communicate your information, you must first attract the attention of the news media to generate publicity.

Develop overall message strategies for each audience.

Create messages that grab the attention of your target audience. If you want to publicize new developments in energy efficiency or environmental design to business executives, you probably should examine the financial savings and the good public relations that can be generated by preserving our natural resources. If you want to promote an exhibit, focus on the importance or uniqueness of the show.

Know the medium.

Reporters, particularly television and radio reporters, work under tight deadlines. They need answers fast. They also need answers to be short and to the point. A television news story may be only a minute or two long, and in that minute you may be quoted for only 10 seconds. There is no time for beating around the bush-you have to make your point quickly and clearly. You want to give the reporter what he or she needs (so he or she will use it) but in a way that is beneficial to you.

Create key points and "nuggets" for interviews.

List three to five key points that you want your audiences to remember. Then mold these key points into "nuggets," which are key messages that concisely and directly deliver your primary positions on the issues in a positive manner. They should be brief, attention-grabbing, accurate, and memorable. For instance, the "nuggets" for your efforts in energy efficiency or environmental design could be, "New architectural innovations could help save the planet's environment while saving you money" or "Our children and their children may someday pay for our needless excesses. But it doesn't have to be that way. We can use new architectural techniques and materials to save the environment."

Support your messages.

To distinguish and add credibility to your "nuggets," you must support them with various kinds of information. Some of the techniques most commonly used to support statements include: facts, statistics, quotations from authorities or experts, analogies or comparisons, and personal experiences.

Determine what you want the audience to do.

Any discussion of an issue in the news media should always include suggestions to the audience about action they can take. This personalizes the discussion and makes it more interesting to the public. It also produces good results-ticket sales, voting for an issue, etc.

Provide visual materials.

Reporters, whether they work for newspapers or television stations, like visual material to show their readers or viewers. You can bring photos of a building, advertisement slicks which demonstrate your message, brochures, etc.

Interviewing Tips

Here is a checklist of helpful hints to help you do your best during an interview with the news media:

Project your best image.

While a speaker's looks should never overshadow what he or she has to say, appearance can help make the message more convincing. Conversely, poor appearance can negatively influence an audience. Dress conservatively, preferably in a dark suit. Wear a solid color shirt or blouse-the best color is light blue, because white tends to reflect light onto the face and can cause some problems in contrast for television and still cameras. Keep ties or bows simple with perhaps a touch of red for effect. Don't wear large or flashy jewelry, and keep your jacket or dress free of ornament except for the AIA lapel pin.

Be yourself.

You are an individual, not a group. Even though you speak for your component or your firm, you are still an individual. So don't use the "we" word. Speak in personal terms to enhance credibility and reduce stuffiness-"I think," "I do not know," "I designed," etc.

Do not use jargon.

How can an audience be interested in what you are talking about if they can't understand what you are saying? While the use of jargon among those in a profession demonstrates a particular knowledge, jargon that is not understood by your target audiences has the same effect as using a little-known foreign language-no one can understand what you're trying to communicate. The only exception to this rule is when you are dealing with those who work in the same profession and use the same specialized vocabulary.

Do not make a statement if you do not want it quoted.

There is no such things as an "off the record" or a "not for attribution" statement. Always remember when you're talking to a reporter that everything is "on the record." "Off the cuff" remarks made in an elevator or hallway are still "on the record." If you, or the reporter, make an inaccurate statement, correct it immediately. It may be too late if you wait.

Do not repeat reporters' questions that contain negative language.

For instance, a reporter may say, "Is it true that architects are responsible for most building collapses?" Whatever you do, don't answer by repeating the phrase, such as "No, it is not true that architects are responsible for most building collapses." A better way is to address the issue by demonstrating that you know more about it than a reporter. For example, you might say, "Many factors are involved in a building collapse, that is why it is important to...," and then make your key points.

Take control.

Savvy handlers of the media take control of interviews. Don't allow the reporter to put you on the defensive. Use the question as an opener to present your own agenda-key points and "nuggets." A reporter may ask, "Why did this building collapse?" You could reply, "There are many factors that go into building this type of facility, so it impossible for me to say at this time. However, there are a number of methods that we are using today to prevent these tragedies..."

Do not lie.

Lying can severely damage your credibility. If you don't know the answer, say so. Don't get defensive. Be firm. The reporter may try an old journalism technique of asking the same question several different ways. So, be consistent with your remarks.

Do not say, "No comment."

When you say, "No comment," reporters and the public often take this to mean that you are guilty and are covering up something. There are other ways of telling a reporter that you aren't going to answer the question, such as, "It would not be appropriate and responsible to discuss that at this time."

Or, you can say, "Until we have more information, it is inappropriate for me to comment on the situation."

Do not get angry.

No matter what happens, do not lose control. When you get angry, reporters gain the advantage and rating points. What will be remembered is that you lost control, not the important things you said.

Implementing Your Public Relations Approach

Host a Special Event

Hosting a special event, such as an awards dinner or plaque presentation, can be a terrifying and exhausting experience for those who have never planned one. There are just so many details and so few hours. However, special events can achieve wonderful results by both increasing your membership's enthusiasm and appreciation for the component and generating excellent public relations results throughout the community. The following checklist is designed to assist you in this effort.

Determine your goals.

Why have you decided to hold a special event? What do you hope to accomplish? These two questions must be answered before you start planning an event. Do you want to generate press coverage? Do you want to honor a member who has made significant contributions to architecture? Do you want to hold an awards ceremony for excellence in design? Do you want to raise money for a special project?

Form a committee.

Probably the best way to organize your event quickly and efficiently is to appoint a committee of people to oversee various responsibilities. This group might include AIA leaders and members; a marketing, public relations, or administrative person from a local architect's office; members of local government offices; and designated staff members from the sponsoring company. Regardless of the combination of people you decide upon for your committee, make sure that at least one member is designated to work on each of the following areas: guest lists and RSVPs; invitation design and mailing; funding; media relations; catering and entertainment; program (arrangement of speakers, technical needs, and ceremony logistics); and special program planning and publicity (if applicable).

Decide on the format of the event.

Consider the reason for the event, the audience, the time, whether the event will be formal or casual, and, of course, your budget. Try to make it an unusual event. If careful thought is put into initial conceptualization, your chances of hosting a well-attended, enjoyable event are greatly increased. You may want to hold a chili cook off, a 10K race, a charity ball, a tour of important architecture in your area hosted by a famous architect, a charity contest with leading architects designing projects with Lego, a contest for young children to design their dream home, architects designing project out of sand, etc.

Determine your audience.

The audience for your event will vary depending on its purpose, nature, size, and location. Generally speaking, some or all of the following audiences should be targeted: state and local government officials; the architectural community, including component members and allied professionals; the news media; the business community; architecture students; civic groups and other community leaders; clients; and the general public. Remember that typically only a fraction of those you invite will attend. The best way to predict your attendance prior to the event is by including an R.S.V.P. card or phone number with the invitation.

Select the location.

In most cases, sites selected for special events should be locations convenient for your targeted audiences. Also, when deciding on a site, take into consideration the type of event-is it a plaque presentation, an awards dinner, a lunch, etc. For instance, a plaque presentation for a building can and most often should take place at the site of the project. An awards dinner can take place at any number of places, including local restaurants, notable works of architecture, etc. Make sure the location can appropriately accommodate the audience. Cramped rooms make for uncomfortable events, while rooms that are too large can take the excitement away by making it seem like no one came.

Determine the time.

Select a time that will ensure the highest potential for attendance. Each city is different with regard to what time of day people are most likely to attend an event. In some places, events prior to the lunch hour (11 A.M. to noon) are most convenient. In others, an event at the end of the day (4 P.M. to 6 P.M.) is likely to draw more people. If you are inviting spouses or families, your event should be in the late afternoon, evening, or weekends when family members are available. Additionally, make sure your event does not conflict with other major events. Also important to keep in mind are deadlines of the news media in your area, so your event does not conflict or compete with them. Morning newspapers typically have deadlines in the late afternoon or evening. Afternoon papers have mid-morning deadlines. If you know that one paper is more likely to cover your event than another, plan with that in mind. Also, make sure that your event does not directly conflict with television news time, if the possibility of television coverage of your event exists. Unless you are reasonably sure of setting up live coverage during your local newscasts, plan your ceremony to take place at least two hours before local news shows air.

Choose the principal speakers/honored guests.

The success of the formal ceremony will depend largely on participating dignitaries. Use any connections members may have to help schedule prominent government officials. Remember that the higher the profiles of those participating, the better your attendance and media coverage are likely to be. Other possible honored guests to be invited include: presidents of local and state AIA components; leading local architects; representatives from sponsoring organizations; local, state or national politicians from your area; and local or national celebrities, such as artists, actors, or sports figures.

When planning the program for your event, a good rule of thumb is to try not to exceed 25 minutes, meaning that each speaker should be given only a few minutes to speak. Also remember that not every honored guest must have a speaking role; some can simply be introduced. Be sure to note a time limit on the agenda given to speakers (e.g. "Mayor Smith-speaks three minutes"). Also, make certain that the master(s) of ceremonies possess the proper personality and public speaking abilities for the occasion. Consider as the most likely masters of ceremonies the presidents of your state or local AIA components as well as your regional AIA board members.

Arrange for catering/entertainment.

Whatever your catering arrangements may be-from having snack items with a cash bar, to a seven course dinner-make sure that your committee offers ample input into which catering company is used and what food is served. If budgets are tight, it is probably advisable to keep catering costs low, in order to invite more guests. Remember that all arrangements with the caterer should be formally confirmed at least in a letter outlining details of the arrangements, and preferably in a contract. You'll be expected to give your caterer a final count of guests, usually three to four days before the event. Also, consider entertainment-a pianist, harpist, or instrumental ensemble, for example-to lend a festive atmosphere to the event.

Design and mail invitations.

As you know, an invitation can take the form of anything from a typed note on your letterhead to a fancy printed card by a graphic designer. The cost of an invitation can vary from virtually no cost to several hundred, or several thousand, dollars. Whatever form your invitation takes, be sure it complements the format of your event. An elegant event should have a more formal invitation. For a more casual event, a more casual invitation is appropriate. Be sure to mail your invitations first class, and include an R.S.V.P. card or phone number, if you choose. Invitations to business receptions should be mailed two to three weeks prior to the event; while, a formal event requires at least one month's notice.

Document the event.

Don't forget to make plans to document your event. A professional or good amateur photographer should be on hand to take pictures for future AIA use. Also, if photos are of good quality (and delivered on time) they may be used by local newspapers. (News media usually request black and white glossy prints). When working with a photographer, do not assume that he or she will know what to shoot. Someone from the committee should work closely with the photographer at the event, because even a good photographer needs direction about what and whom to shoot. In addition to group shots during the event, be sure to have several photos taken of special presentations, even if it means posing your principal speakers for a few minutes. After a special presentation, it is often a good idea to take a group shot of your principals.

Handle the logistics.

It is important for this part of the event to run smoothly to give everyone there, including speakers and guests, a positive impression. At least one person on the committee should be responsible for arranging special presentations, taking responsibility for scheduling and confirming the speakers approved by the committee, planning and distributing an agenda for the program, and handling all logistical matters and equipment (such as a podium, microphone, camera platform, etc.) Make sure that all speakers are confirmed in writing and arrive at least 15 minutes before they are scheduled to speak.

Obtain funding.

Even in times of economic tightening, there should be opportunities to have your event funded, particularly if expenses are kept to a reasonable amount, if the proper sponsor is contacted, and if the sponsor is given ample incentive to pay for the project. To increase your chances of attracting a sponsor, appoint a person to your committee who has had experience in fund-raising and who is familiar with the segment of the business community you're targeting.

Companies most likely to underwrite your event are those which will benefit directly from the exposure. Sponsorship dollars can range anywhere from $500 to $50,000. A short written proposal should be developed and modified for each prospective underwriter you approach. The proposal should outline the following: overview of the event; information about confirmed honored guests and speakers; a list of committee members; and a budget, complete with a break-down of how much each element of the event will cost.

The proposal also should include a list of benefits the sponsor will receive by underwriting the event. The benefits could include: the sponsoring company could serve as the official co-host of the event, together with the AIA component; a designated official from the sponsoring organization could serve as co-host/master of ceremonies at the event; the sponsor could receive recognition on all printed materials, including invitation, program, signs, and all press releases; the sponsor could invite a pre- designated number of staff members to the event; and/or the sponsor could invite a pre-designated number of potential clients to the event.

Generate news media coverage.

If coverage of your event in the state and local news media is a primary goal, be sure that at least one person on your committee is familiar with media relations and has access to lists, resources, and equipment you'll need. The designated person on your committee should develop a plan for the media, as well as updated media lists, complete with name, addresses, phone numbers, email addresses, and fax numbers.

News releases and media advisories arrive on the desks of the following persons a minimum of five working days before the event (preferably two weeks): city editors, architecture critics, art editors, and business editors at local daily newspapers; editors of weekly newspapers; assignment editors at local TV and radio stations; editors and real estate reporters at local business publications; editors and business editors at city magazines; assignment editors at wire services, such as The Associated Press, United Press International, or in some areas, Reuters. Check with the local, or closest, bureaus of each wire service and ask how to place your event on their "daybook," a calendar of daily or weekly events which is frequently consulted by the members of the media you want to reach.

Consider whether you need advance publicity to attract the general public to your event. You can list it in your local newspaper's calendar of events and send information to radio and television stations' public service directors for their calendars. Also, try to set up interviews for participants to promote the event on television, in newspapers, and on radio.

Another duty of the person responsible for media is to work with reporters during the event. An experienced professional will understand the various information and equipment needs of the reporters covering the event. Make sure you have a sign-in sheet, so you will know who attended. Have additional information and photographs available for reporters who may request them. Also, be certain that you know where telephones are located.

After the event, mail the results to the press-who was honored, how much money was raised, etc. Include black-and- white photos of the winners (if immediately available).

Promoting National and Local Awards

Awards are a great way to honor exemplary achievement in architecture and attract public attention to the field. The National AIA presents nearly two dozen awards throughout the year, including The Gold Medal, Honor Awards, the Architecture Firm Award, and Fellowship. Many chapters also give awards, including design awards and exemplary achievement awards.

The following is a checklist to help you promote national and local awards:

Hold a special event.

Special events can include a plaque presentation at a building that received a national or local award, a dinner to honor award-winning architects and projects, lectures by award-winning architects, and a full- blown gala that includes dinner, award presentations, and visual effects. (See the preceding section on "Hosting a Special Event" for details about how to organize and operate these activities.)

Prepare a news release and contact the press.

If you desire news coverage for national or local awards, you should prepare a news release and talk to the press about the awards. The AIA Public Affairs Department prepares news releases for all national awards-you can use these to promote national awards or model your news release about local awards after them.

Contact the National AIA for more information about its efforts to promote national awards.

The National AIA focuses a great deal of attention on publicizing national awards honoring architects and projects.

Create a Speakers Bureau

One of the most effective, yet least used public relations vehicles is the
speakers’ bureau. Essentially, a speakers’ bureau is a group of people
who are available to talk to the public about an area in which they
have expertise. Members of the speakers’ bureau can talk to civic
organizations, local government officials, students, the news media,
and to the public at large. The speakers’ bureau can provide a
consistent, long-term source of public relations.

Here is a checklist of steps you can follow to form a speakers’ bureau:

Form a committee of active members and/or staff.

At least one member of this committee should be responsible for each of the following: notifying AIA members about the establishment of the speakers bureau and educating them about the benefits; registering the names of interested individuals; screening volunteers to make sure they possess the right skills; notifying local groups, politicians, the news media and others about the availability of speakers; and fulfilling requests for speakers.

Select topics for speakers.

Before you can register potential volunteers for the bureau, you must first determine which topics are most interesting to the general public and specific groups. For instance, many people may be interested in speakers who can talk about the various works of architecture in your area and their history.

Other groups may be interested in topics such as architecture for individuals with disabilities, architecture in other countries, environmental architecture, a career in architecture, school architecture, hospital architecture, women in architecture, historic preservation and renovation, architecture and natural disasters, etc. It is also important to add other topics as volunteers with expertise surface.

Notify your members about the bureau.

This can be accomplished in your publications, at chapter meetings, and through word of mouth. You may even want to form a telephone pool to talk to members directly.

Register the volunteers.

Make sure that you get both home and work addresses and telephone numbers, days and hours they are available to speak, area of interest or expertise, and type of audience they wish to address.

When registering speakers for audiences of children, pay particular attention to selecting role models for various segments of your local community.

Meet with each volunteer speaker.

Before sending a volunteer out to speak, review the type of information he or she wishes to address. Critique the individual's presentation style and material presented. If the person is going to serve as a news media spokesperson, please send him or her a copy of "Becoming a Media Spokesperson." Suggest that speakers use slides or other visual aids when appropriate.

Notify the general public, news media, and important local and

civic groups about the speakers’ bureau.

These groups can be sent a media advisory, which discusses the bureau, topics, main speakers, and whom to contact for further information or to request a speaker. For the news media, you also may wish to publish and distribute a small guide that gives names and phone numbers of individuals with specific expertise. Send the guide to architecture critics, city editors, and national editors at newspapers. Also, distribute it to assignment editors and public service directors at both radio and television stations.

Fulfill requests for speakers.

When fulfilling requests for speakers, take into consideration the type of event, the audience, and the location and time. Never select a speaker who "probably" will be available. Make sure that the selected individual is certain he or she can speak. Your speakers’ bureau can lose credibility if the individual does not show up to an event.

Check with the individual who requested the speaker after the presentation.

It is important that you check back with the individual requesting a speaker to make sure that everything went well and that the speaker fulfilled their needs. This is a good way to evaluate speakers for later use. You may find areas where the speaker can improve. You should review these areas with the individual before the next event.

Watch for news events where architects can provide expertise.

Have you ever watched a television news show or read a newspaper and wondered how those experts were selected? Many times the news media relies on experts contacting them during breaking news. For instance, if there is a public outcry about an historic building being destroyed, contact the press directly. Let them know that there are architects available to discuss this building and its destruction. Second, call your local Associated Press, United Press International, and

Reuters news bureaus and ask to have experts' names placed on their

"Day Books," which are essentially listings of important events and experts who can be interviewed about these events. Promote the speakers bureau at every opportunity. People may forget about its availability if they are not reminded.

Handling a Crisis Situation in the News Media

Crisis situations can cause well-prepared organizations to shine and less organized groups to experience difficulty with their public images. Communication with the public - ie. public relations - is a key part of saving, and sometimes enhancing, an organization's public image during a crisis situation. Showing the public that your organization is working in good faith to solve a problem is vital.

Here are two crisis situations. One was handled properly, and the organization's reputation actually was enhanced. The other situation was not handled properly, and the corporation still is suffering from the repercussions:

• In 1981, a maniac in Chicago laced capsules of Extra Strength

Tylenol with cyanide, resulting in the random deaths of eight people. When informed of this tragedy, Tylenol executives immediately pulled the product off shelves across the country; called a news conference; said they weren't sure what was happening, but outlined what they were doing and why; and promised to be constantly in touch with the media. They were good to their word and informed the media every step of the way. They acted honestly, responsively, quickly, and decisively. Today, they enjoy a reputation as an honest, forthright company.

• On March 24, 1989, the Exxon Valdez ran aground in Prince

William Sound in Alaska, spilling nearly 11 million gallons of crude oil, which killed tens of thousands of bald eagles, sea birds, sea otters, plus harbor seals, sea lions, gray whales, and countless fish.

After the spill, the Exxon company was very slow to react-they did nothing for the first few days. They refused to answer questions from the media, initially denied responsibility for what happened, and generally acted "put upon" by what happened. Rather than admit the problem, take responsibility for it, help find a solution, and go on from there, Exxon provided the public relations industry with a classic example of what not to do-and how to be a bad corporate citizen in the process. Today, Exxon is literally paying the price through court judgments and a damaged reputation.

If your component finds itself in a crisis, here is a checklist of steps you can take to avoid making the same mistakes as Exxon:

Be prepared.

When you have time, examine all of the various types of crises that could occur. Develop action plans to handle these crises.

You may never use them, but if a crisis strikes, you will thank your lucky stars that you were ready.

Gather all information available about the crisis as quickly as possible.

Knowledge is power. You cannot possibly hope to answer news media questions about a crisis situation in an accurate, informative, and positive fashion without knowing as many of the facts as possible.

Meet with component leaders to determine strategy.

It is extremely important that component leaders share the information they have obtained. It also is important that all leaders work with the same strategy and are not caught off guard by information being distributed by different sources to news media.

Select one or two spokespeople.

One of the biggest challenges in crisis management public relations is to keep the press information consistent with the facts. If one component leader is saying one thing and another is saying something different, the press will not know who to believe and could report inaccurate information. Thus, it is important that only one or two people serve as spokespeople and that they give out the same information. The more people speaking to the press, the greater likelihood there is for different or inaccurate stories.

The most likely spokespeople are the component president, executive, and chair of the public relations committee. The public relations committee chair should handle the detailed information, while the president or executive should announce the component's position, give an overview of what is being done to correct the situation, and express the component's concern for those affected.

Train the component's spokespeople.

The public relations professional should review the information with those who will be talking to the press. It is important that these people know as much as possible, learn how to address the press and hold up under extreme pressure, understand the importance of looking confident (but not cocky), and truly express the component's concern.

Get the information to the press as quickly as possible.

The longer you wait, the greater chance there is for inaccurate information in the press since reporters will be forced to gather their own "facts."

Get the real facts to the press as quickly as possible, and make a point of updating the press as new information becomes available. This process also keeps the press busy and does not allow reporters the time to do their own sometimes-less-than- expert investigation and analysis.

Prepare written statements or fact sheets.

One of the easiest ways to assure accurate reporting of the situation is to prepare a statement from the component's leader or a fact sheet which gives important information. When the information is on paper, it is easier for your people and the press to get it straight. Statements should include a discussion of the problem, what your component is doing to solve it, and concern for those affected. Fact sheets should include the most up-to-date information about the crisis and the specific efforts your component is making to solve the problem.

Tell the truth and nothing but the truth.

Never ever lie to the news media. It is the quickest and most efficient means of developing a bad public image. Additionally, do not give any information to the news media that has not been and cannot be confirmed. There is no room for rumors or speculation.

Do not try to hide information.

Reporters are trained to get information, so don't try to hide it. If the reporters find out about such an effort, it will almost certainly cause them to question all other materials that you give them and, ultimately, create bad public relations for your component. In addition, reporters may be forced to give inaccurate or incomplete information to the public.

Maintain control of the scene.

If a crisis occurs at a specific location, make sure your component has public relations or other trained staff at the location to answer questions and to keep reporters from interfering with the investigation. In addition, have staff available at the office to handle media inquiries by reading from a fact sheet and taking messages for the spokespeople.

Analyze how your component handled the crisis situation.

After the crisis is over, review what your component did to solve this problem and look for ways to improve the next time a crisis occurs.

Selecting and Working With a Public Relations Agency

Public relations agencies essentially are companies that provide communications, special events planning, lobbying, and other services to help organizations build their images. Public relations agencies' fees can be steep, so organizations most often use agencies to help with special projects and events. Some organizations do hire agencies on a permanent or long-term contract basis, particularly when highly specialized skills are needed on an on-going basis. Some of the benefits of hiring agencies are:

The ability to hire skilled professionals for a short period of time.

You may be working on a short-term project that requires professional skills other than those currently available from your staff, such as public relations, lobbying, communications, or special event management. Agencies give you the ability to hire people with these skills on a short-term basis.

The opportunity to contract out to highly skilled part-time professionals on a long-term basis.

You may have tasks that require a highly skilled professional's abilities and knowledge, but only for five hours a week. Rather than hiring a full-time employee, you may find it more cost- effective to hire an agency. You also may be able to hire a freelancer.

The contacts that agencies may have in the news media, government, or other areas.

Good public relations agencies are successful in part because they nurture relationships with important and influential individuals in the news media and elsewhere. This can help you develop contacts that may otherwise be impossible.

The ability to focus a number of skilled employees on a single

project at any given time.

If your staff is simply overwhelmed or too busy to concentrate on a specific project, agencies can provide you with the ability to focus the work of a number of skilled individuals on a single project. They can plan similar strategies for you.

The knowledge of what other organizations are doing.

Because an agency works with a number of clients, it can share with you successful strategies and programs other organizations are using. Here are the types of special areas in which agencies deal:

• Event planning and management

• Writing news releases

• Media contact and mailing

• Media follow-up

• Strategic planning

• Crisis planning and management

• Speech writing

• Production of public service announcements and other video items

• Media list development and maintenance

• Newsletter writing and production.

You also should consider hiring a freelancer on an hourly basis rather than an entire agency. They are cheaper and you are one of their BIG clients as opposed to being a little client for a big agency. If you are considering hiring an agency, you should know that services, quality of work, and fees vary dramatically among public relations agencies.

Careful selection is vital. Some firms may not be able to provide the expertise and/or the level of attention that you desire. The following are steps you should take when looking for an agency:

• Determine what you want an agency to achieve and roughly how much you're willing to pay.

If you don't know the answers to these questions before you meet with an agency, you probably won't get the answers-and ultimately the results-you wish to receive.

• Discuss your needs with a number of agencies.

Retaining an agency is like purchasing a home-never examine just one option. Meet with a number of agencies to discuss your needs and budget as well as their ideas.

• Solicit bids from a number of agencies.

You may be shocked to find how rates vary. Make sure these bids contain information about what will be accomplished, how it will be accomplished, how much it will cost, and who will perform the duties. In addition, get lists of organizations and contact persons you can call to get evaluations of the agencies' work. Compare the bids with your needs.

• Talk about the bid and discuss a contract.

Once you have examined the bids and contacted other clients of the agency you've selected, have a meeting with the agency to discuss a contract. This contract should include much of the same information as the bid, as well as specific costs, and staffing of the project. If a junior account representative will perform most of tasks, make sure you know this before signing. Agencies charge for their services in several ways: a monthly fee, which covers a certain number of hours per month; on an hourly basis, that is, set rates per hour of agency time; or on a project basis, that is, a set rate for a specific project. In addition to fees, you will have to pay out- of-pocket expenses for long-distance calls, copying, mileage to meetings, postage, messenger services, etc. These expenses can mount up.

• Meet with agency staff members who will be working on the project.

Before signing a contact, make sure you meet the agency employees who will be working on the important aspects of your project. Developing a rapport is vital to achieving the best results.

• Sign a contract.

• Keep close contact with the agency.

Once a project begins, the next step is to closely monitor the agency's work. Make sure you have regular meetings and telephone conversations. However, remember that any time spent talking to agency staff members is time that is billed to your project. Too much talk may mean less work and fewer results.

• Review results with your agency.

As a project nears completion, review the results with the agency. If it was media coverage you sought, get newspaper clippings and radio and television tapes. If it was a special event, test the overall reaction of guests to the event and the opinion of your staff who worked with the agency's staff.

Exploring Other Successful Public Relations Ideas

We have already discussed a number of public relations ideas in this manual. Following are 12 other ideas that have proven successful for various AIA components. If you have any questions about these programs or if you would like further information, contact the AIA Public Affairs Department at (202) 626-7460.

1. Develop a map of outstanding architecture in your area. Visitors bureaus, chambers of commerce, city halls, and retail stores are just some of the places where such maps can be in popular demand. You can offset the cost of developing and printing maps by selling advertisements in them.

2. Create an exhibit. Exhibits can be held at local museums, government buildings, shopping malls, important works of local architecture, etc. An exhibit can consist of photos, diagrams, and models of important works of architecture in your city. Since architects are themselves artists and sculptors, you might also hold an art exhibition.

3. Begin tours of local architecture. Many residents and tourists are interested in the architecture of your city. You can take advantage of this opportunity by beginning tours. Chapter staff or members can lead these tours, which can be by vehicle or by foot. Some cities have bike tours through certain neighborhoods. You can promote the tour with brochures at your city's visitors bureau, city hall, and shopping malls.

4. Develop a calendar. We've all seen the wall calendars with the photos on the top and the dates below. You can make a calendar by getting photos of your city's best and most unique architecture. It can be sold at visitors centers, tourist shops, and book stores. Advertising can offset the cost of development and printing.

5. Hold lectures. You can work with your local government, university, or museum to present lectures. Topics can range from great American architecture to local architecture to local affordable housing. You can promote the lecture with a news release to the press, and a flier to local civic groups and government.

6. Join with your local Humane Society to launch an animal architecture (better known as dog house) design competition. Invite local architects to design and build the ideal house for a dog. Similar events can focus on housing for cats, birds, and many other animals. It's a sure thing for news coverage.

7. Help local youngsters build their dream house. Working with a school, you can help children develop an understanding of architecture by building their dream house out of building blocks or other construction toys.

8. Create a people's choice award. Allow members of the general public to vote on which local work of architecture they like the best. You can take out an advertisement in your local newspaper with the rules of the competition and a ballot. In addition, you can have ballots available at local government offices, libraries, and shopping malls. Promote the contest through the local news media.

9. Host a sand castle or snow house contest. Several chapters have successfully held sand castle contests in which the general public creates their own designs and builds them out of sand. Local architects can be the judges. For those chapters not located near beaches, there are a number of alternatives. If you're in the north, hold a snow house contest. Hold a pumpkin-house carving contest at Halloween or a gingerbread house contest during the winter holidays. You can also have toothpick house or house-of-cards competitions. The possibilities are fun and endless.

10. Provide the public with tips to renovate homes. Many people, particularly young people, simply cannot afford to purchase new homes. Thus, they are buying older homes that may need work. Your local chapter can provide brochures to the general public on such topics as improving home energy efficiency, improving indoor air quality, etc. These brochures can be made available at libraries, government office buildings, shopping malls, hardware and home improvement stores, etc.

11. Hold "Ask the Architect" Days at local shopping malls. Set up a booth and staff it with members of your chapter to answer general questions about architecture and architects.

12. Hold seasonal "decoration" tours at significant residential

architecture. The tours can be of well- known houses that are decorated during the Holiday season, tours of haunted houses designed by architects during the Halloween season, or patriotic displays during the 4th of July, etc. Of course you will need to get the permission of the owners. Proceeds could go to charity.

Communicating Via the Internet

Today, communicating with key audiences and the globe at large via the internet is commonplace. The web represents a major communications opportunity for components willing to commit the financial and personnel resources required to establish and maintain a website.

While return on the investment may be difficult to quantify, some component executives remark that their websites have enhanced the value of membership, created a stronger sense of community among their members, and generated new revenue streams. The success of AIA’s Internet initiative proves that the web is a powerful tool for delivering value-added services to members and the profession.

Before going digital

Create a web development committee. Involve members from several architecture practice disciplines as well as differing levels of technology sophistication. However, the committee should include members who are knowledgeable about marketing, public relations, graphic arts, and information technology.

Create a website mission statement. Understanding the purpose of the website will focus the committee’s efforts when making decisions on structure and content.

Evaluate long-term potential costs and commitments. A website can require significant initial and long-term investments of both time and money. Although it doesn’t need to be a high-cost proposition, ask members whose firms have developed websites to breakdown the investment in hardware, software, personnel, as well as the ongoing fees for the vendors that host websites. Development and ongoing maintenance costs may appear high, but a well-structured website can generate sufficient non-dues revenues to help offset and possibly exceed these costs.

No need to reinvent the wheel. Many of your component colleagues have already developed working business models for their websites and can offer guidance and assistance as you enter the digital medium. Please feel free to call on them at the earliest stages of your website development effort.

Communicating With Members

Introduction

Good communication between officers and members is necessary to meet members' needs. There are a number of ways to establish a good two-way communication system. Some are formal:

• Regular surveys to determine attitudes toward the component and its programs

• Analysis of all incoming member communication (by letter, telephone, or conversation) for views on issues and component activities in general

• Open forums and exchanges that allow for the expression of members' views

• Regular communication from officers to members.

Others are informal:

• Conversations held during meetings

• Discussion at social gatherings

By establishing a strong two-way communication system, officers will be able to make meaningful decisions, keep members in tune with the component, and achieve successes in the areas of their greatest concern.

An essential activity of a component is keeping members informed of its activities. Establishing or improving internal communications within components is a necessary and achievable goal. Simple typed and photocopied communications can be as effective as typeset, printed pieces as long as they are direct, timely and address the correct audience in the most appropriate manner.

Printed materials are a tangible item by which a member can judge "what I am getting for my dues," and in this light can be viewed as public relations tools. Since these materials reflect upon the organization, a component should pay attention to the details of graphics, clarity and succinctness of writing, and accuracy of all information.

A component's communications are also important records documenting its activities. Be sure to maintain a file of every piece of written communication the component produces-this makes up the component's history and helps maintain continuity when officers change.

In addition to conveying information to the membership, component communications can serve several other purposes. Some pieces (newsletters, magazines, program announcements) can be used as recruitment tools. Selling advertisements can be a source of non-dues revenue; and written pieces keep the Institute staff aware of component concerns, programs and legislative issues. To better enable the staff at National to stay informed of component activities, please add the following address to your mailing list:

Component Affairs

The American Institute of Architects

1735 New York Avenue, N.W.

Washington, DC 20006-5292

Many components also use their newsletters and announcements to exchange ideas and network with other components. The "sister chapter" network encourages components of similar size but different geographic locations to exchange mailings; officers may decide to exchange newsletters with colleagues they have met at a Grassroots conference or a convention.

Newsletters

Newsletters serve to:

• Keep members aware of current, time-sensitive information in a quick, capsulized manner (deadlines, program announcements and dates, business decisions, election results.)

• Create a feeling of fellowship by reporting news about members.

• Allow for the exchange of ideas between members and between officers and members.

• Act as a PR vehicle that provides information to client groups, potential clients and legislators on architects' concerns and activities.

• Communicate with regional directors and the national organization of the AIA, as well

• As state components and other components within the region.

• Recruit and retain members by getting them interested in the publication itself and the activities it describes and by making them aware of what the AIA does.

• Produce revenue through ad sales and the collection of sponsors who may later become affiliate members.

Components may include a variety of subject matter in their newsletters. The primary concern, however, should be for the membership, and the tone of the newsletter should promote the first three purposes listed above. Writing that is friendly but succinct shows respect for your audience's time. Professionals do not have the leisure to read reams of tiny print. They want information that is clearly and quickly presented.

Subject areas and kinds of material vary:

• Minutes or reports from component committees including a listing of whom to call about becoming involved.

• Reviews of recently published books or articles related to the profession.

• A column for associates or affiliated student chapters, if they have their own activities.

• Ads for job openings and employment sought.

• A listing of publications available from the component.

• News of activities at local architecture schools.

• A calendar for long-term planning.

• Deadlines and copy policy for submissions for the next issue.

• Ads or a list of sponsors.

Newsletters vary greatly in size, format, use of photographs and drawings, typefaces, paper colors and stock. But the ultimate goal is to make the newsletter inviting and readable.

Steps in Publishing

Find Funding. The first step in publishing a newsletter is to identify the funds available for production. In large part, your budget will determine the character of the newsletter. While every newsletter's budget is different, an increasing number of components are soliciting advertisements to defray their costs. Some components are so successful in ad space sales that they bring in additional income beyond their newsletter expenses.

If advertising space is sold, keep in mind that any revenue produced may generate what is considered "unrelated business income" by the

Internal Revenue Service (IRS). (For more information on unrelated business income, refer to the section "Addressing Legal and Tax Issues" in the Component Resource Manual on Management.)

Newsletter ads can be treated in several ways. Most components distribute ads throughout the publication wherever they fit into the layout of articles. A few components reserve one page for ads. Others entitle a page the "Sponsor Directory" and list all sponsors alphabetically or by the product or service they offer.

Choose an Editorial Staff. Who's going to put the newsletter together? Who has editorial control? A common approach in components is to have one editor, whose assignment often lasts longer than the one- or two-year tenure of officers. Material is gathered by the editor, who also takes care of all production matters. Some components have a newsletter committee that does the job as a team.

Other components assemble an editorial board consisting of members who have responsibility for various features, a representative of the executive committee, the executive director (if there is one) and, perhaps, an intern/associate representative. Some larger components hire an editor who works with the editorial board; and their advertising director receives a sales commission. Others use small public relations firms, freelance writers or public relations consultants.

The involvement of many members is what makes a newsletter successful. While it may be a duty of officers or committee chairs to contribute regularly, all members should be encouraged to contribute articles, comments, artwork, information or announcements.

Only in this way can the component generate genuine interaction among members and a sense of common involvement.

When first establishing a newsletter or when considering its redesign, you may want the approval of the component's public relations committee or executive committee.

A new editor of an established but nonprofessional component newsletter, or the public relations chairperson who is starting a newsletter for the first time, might find the following production guidelines helpful:

• Decide on frequency of publication and be consistent.

Whether the newsletter is published by the month, every two weeks, every month except for the summer months, or quarterly depends on how much time and money the component has and how active it is.

• Estimate the number of copies. In addition to the members, don't forget to send copies to the Component Affairs and Communications Departments at the Institute, to editors of other AIA newsletters with whom you want to trade issues, members of related organizations, client groups, state and national legislators, newspapers and magazines. Order a few additional copies for complimentary mailings to prospective members and to people featured in a particular issue.

Choose a Basic Layout

Masthead. The masthead conveys a particular image of the component-careful consideration should be given to its design.

Components have chosen to enlist a member or hire a professional to create a design, or have sponsored logo-design competitions. Some components have developed graphic design guidelines for all their publications. These guidelines may determine style of type for newsletters, stationery, program announcements and other printed materials. See also the AIA's Program for Graphic Identity for the Institute's guidelines and for reproduction artwork. Remember to include basic information in the masthead, such as the component's address, area code and phone number.

Shape and size. The most common component newsletters consist of several sheets of 8 1/2" x 11" paper stapled at the upper left corner.

Other newsletters are printed on 17" x 11" sheets folded and stapled in the center. This style allows for stuffing loose-page additions in the center fold. Several components produce oversized newspaper-like newsletters; others publish smaller (8 1/2" x 14" folded) publications.
Format. Choices include a newspaper column format, double-column layout, 6 1/2 - inch line across the page, or headlines in the left column and the bulk of the writing on the right.
Font. Use a font that is clear and readable. It is better to use a large

font that can be read easily rather than a small font. The use and

placement of headlines is an effective way to highlight information.
Regular features. Readers like to find the same features in the same

place in each issue. Try to anticipate placement of regular features.
Length. Brevity is the watchword, especially for a weekly newsletter.

Try to tell readers the news and what it means to them in as few
sentences as possible.
Cover. Some components make their newsletters distinctive by
placing sketches by members on the cover. Others consistently place
an announcement for the monthly meeting on the cover sheet.
Mailing format. Self-mailers-pages folded and stapled with space left
for addressing-are commended. They save time and cost less than
mailing newsletters in an envelope.

Find a Good Printer. Go to two or three printers to see the kind of
work they produce and get estimates on the services you desire.

(Besides printing, some shops also collate, staple, fold, label and mail
newsletters.) Remember that the low bid isn't necessarily the best bid.

Cooperation and dependable quality and delivery are most important
in s electing a printer.

Decide on Raw Materials and Printing Methods Paper. Choose a paper that is white or a color that is easy on the eyes. Dark background paper color is difficult to photocopy. Lightweight stock saves on postage, but check to make sure the text does not show through when the paper is printed on both sides. A component can save money if it orders paper in large quantities, so consider ordering enough to print the newsletter for a year.
Ink. Black ink is recommended. It is standard for reading.

Printing methods. Itek and photo offset are recommended.

Mimeograph and photocopy are generally more expensive and result in
poorer quality reproduction. If there are photographs, talk to the
printer about the best method to insure good reproduction.
Preprinting. Have the masthead preprinted, especially if it is to be
printed in a color other than the one that will be used for the
newsletter body.

Prepare the Newsletter for Printing

Proofread the copy. Check spelling, punctuation, names, and
addresses. Avoid sexist language. For consistency in writing, refer to
one style manual, such as that of the New York Times or the
Associated Press. The AIA editorial style manual is available on request
from the Institute's Public Affairs Department.

Proofread again. Make corrections (with a blue lead pencil that
cannot be reproduced on typed copy) to the final copy. Always keep a
duplicate of the original.

Include images. Images can add a great deal of variety to a
newsletter. Make sure the image resolution is high enough so when it
is printed it will appear crisp and clear. Be sure to include appropriate
photo credits.

Send the newsletter to the printer with instructions. The printer
will explain the kind of directions necessary and will help you make up
the first dummies. Paper, number of copies, additional services,
delivery dates and so on also need to be specified.

Mail the Newsletter

Addressing. The method chosen for addressing will depend on the
number of people on the mailing list. If the newsletter is going to
several hundred readers, labels can be photocopied from master lists.

If the number is over 1,000, consider mailing services or computer
software to produce cheshire labels. Check with the printer and with
salespeople of the various services for information.

Postage. Nonprofit postal permits are normally not available to
organizations that have 501(c)(6) tax status, but only to 501(c)(3)
organizations. Check with the postmaster to see if the component
qualifies. The short delivery time of first-class mail is often worth the
extra cost, but be sure to find out the delivery time and savings on
second and third-class mail.

Component editors who would like critiques of their newsletters or help
in starting new ones are encouraged to write to the AIA Public Affairs

Department and include samples of their publications. AIA's

Component Affairs Department maintains a variety of samples of
component newsletters.

Magazines

Most component magazines are published by state organizations on a
monthly, bimonthly, or quarterly schedule. Because of the longer
format and the length of time required for production, magazines lend
themselves to longer, more in-depth studies, articles or features.

Time-sensitive material or "hot news" is better served by newsletters.

Subject areas and kinds of material for magazines are wide-ranging:

• Monthly or bimonthly calendars of component activities.

• Newsbriefs.

• Summaries of state and federal legislative action.

• Coverage of National AIA programs or activities.

• Coverage of the components' design awards programs.

• Award program announcements.

• Solicited essays or features on timely architecture-related topics.

• Letters to the editor.

• Editorials.

• Book reviews.

• Ads and an advertising index.

Some of the most successful magazines have a unifying theme for
each issue. Considering the time necessary for gathering materials and
production, it is wise to plan themes or lead articles at least six
months in advance. Components often set aside one issue that
includes information on individual and firm members as a directory for
the construction industry.

It is more common to retain an outside agency to produce a magazine
than to produce a newsletter. In either case, the component should
retain final editorial control of the product.

The purposes served by component magazines are:

• Graphic or photographic display of the work of component
architects (featured firm, honor, or design awards.)

• Profit-oriented source of revenues.

• Public relations tool-for retaining and recruiting membership and
for construction industry, press and legislators.

Component magazines, like newsletters, vary greatly in size, layout
format, use of colors, and so on. Since production is quite expensive,
virtually all components sell advertising space to offset costs and earn
additional income. As is true with newsletters, however, any revenues
that result from advertising sales may generate what will be
considered "unrelated business income" by the IRS. (For more
information on unrelated business income, refer to the section

"Addressing Legal and Tax Issues" in the Component Resource Manual
on Management.) Many of the production guidelines discussed in the
newsletter section will be helpful for starting a magazine, but a few
additional considerations in magazine publication are listed below.

Length of the Magazine. Since most magazines are a standard 8

1/2" x 11" size, usually printers will use a sheet of paper that will fit 32
or 64 pages of copy on one side. A sheet of this sort printed on both
sides will contain 64 or 128 pages, which will be cut and folded in units
of 16 or 32 pages, called signatures. In laying out a magazine, try to
make it come out in even signatures- multiples of 32 pages-if possible.

Work with your printer or publisher to decide the most economical and
practical number of pages for your publication.

Determination of Cover Treatment

Design concept. All component magazines have a standard logo that
they display on their covers along with a variety of photographs or
graphic designs. The challenge is to be able to change the photograph
or the graphic design with each issue and yet maintain a uniform,
identifiable and positive image from issue to issue.
Paper stock. Some magazines use the same paper stock for cover
and inside pages, while others use a thick grade of coated paper
(resembling a light, flexible card stock) for the front and back covers
and a lighter weight of stock for the interior pages. Coated papers are
preferable for both interior and exterior pages, as they provide the
optimum surface for reproducing illustrations by any printing process.

Coated papers are available in gloss or dull finishes and in various
degrees of brightness and refinement of surface. Once again, a printer
can be the best source of information.
Layout and Paste-up. Given the length of a magazine, it is usually
more involved and time-consuming to layout and paste up than a
newsletter. The printer or publisher will be able to recommend what
your component should do.
Binding. Most component magazines are "saddle-stitched." This
process means that they are stitched or, more commonly, stapled
through the back, with the thread or wire showing on the spine and in
the middle fold. Some components, however, choose "perfect binding."

A perfect-bound publication's pages are held together with adhesive
along the back edge after the backs of the signatures have been cut
off and the edges roughened. Consult the printer for the most economical and appropriate binding.

Directories

Component directories serve as an easy reference guide to
membership, officers and general component information. They differ
from newsletters and magazines in that they are once-a-year
publications, but they require a similar knowledge of the publication
process. Therefore, many of the production guidelines listed under
newsletters also will apply to directories.

The contents of most directories are standard:

• An introductory letter from either the local, state or national
president (or a combination.)

• Names, firm names, addresses and photographs of component
officers.

• Names, firm names, addresses and telephone numbers of
members (sometimes firm profiles are also included.)

• Names, addresses and photographs of component staff.

• Listing of component committees, including names and phone
numbers for committee chairs.

• Bylaws of the component.

• Historical information about the component.

• Staffing of the National AIA office, including phone numbers to
call for information or resources.

Many directories are published in a magazine format, but smaller
components could easily produce photocopied directories prepared on
a computer. Address changes and new members can be added and
mailed at mid-year. More complex productions can be organized in
loose-leaf binders.

Since many components sell advertising space in their directories, they
frequently are able to underwrite the entire cost of the publication.

Some make a profit by selling copies to other members of the
construction industry such as suppliers and manufacturers. Again,
such revenue may be considered unrelated business income by the
IRS-talk to an accountant. In addition to being valuable internal
communications aids, component directories can also be effective
external public relations tools. Some components have sent them as
recruitment pieces to prospective members, while others have sent
them to members of the local press, to legislators and to other target
audiences.

Component Membership Brochures

Component membership brochures should be targeted to renewing
members. They may range from four panel flyers to small booklets.

However, their underlying message, for the most part, is the same-to
remind members of the benefits of AIA membership so that they will
maintain their membership. Membership retention brochures may be
different from recruitment pieces. (For ideas on recruitment brochures,
see the Component Resource Manual on Membership.)

Component membership brochures may include:

• Lists and explanations of specific benefits of membershipbookstore,
documents at reduced prices, programs, seminars,
legislative monitoring, community service, conventions,
camaraderie and so on.

• Address and phone number of the component office.

• Listing of membership categories and dues structure.

• Tear-off mailer to order application forms for membership.

• Brief history of the national organization and the local component.

Producing a component brochure is similar to producing any
publication. The overall tone and the design of the piece must be
informative, forthright, and eye-catching. As a marketing tool, a
membership brochure should project a positive image of the
organization. A number of components model their brochures on
current Institute recruitment tools, so the two will complement each
other when used together.

Use of the AIA Logo. Components often use the AIA logo in their
communications. Camera-ready artwork is included in your
component's copy of the Program For Graphic Identity, or is available
from the AIA Bookstore. See the "Following Institute Policy" section of
the Component Resource Manual on Management for Institute policy
on the use of the logo. For digital high-resolution AIA logo’s, contact
Matt Tinder

Other Component Communications

A wide variety of other types of component publications can suit a
broad range of purposes.

A number of components mail brightly colored photocopied reminders
or printed postcards to encourage members to attend regular
component meetings. The most important consideration is that the
notice be sent in plenty of time (three to four weeks before the event)
and that all information be included: program title, date, place,
speaker, cost, name and phone number of the person to contact for
further information, and R.S.V.P. deadline.

Meeting Reminders. As another idea for increasing attendance at
meetings, create an attractive yearly calendar with all the meetings
and other important component dates clearly marked. Send it to
members and potential members. It also can be used as a public
relations tool and sent to legislators, other members of allied
industries and even potential client groups.

Posters. If a component is celebrating a special anniversary or
sponsoring a unique event, a poster can be designed to commemorate
the occasion. Posters have been published by quite a few components
and have been well received by the membership and the public.

The possibilities for publications are endless if a component's members
have the interest and the resources.

Power Point Presentations

One way to get a message across to members or to other groups is
through power point presentations. Power point presentations can be
used to deliver a report, illustrate the outcome of a study, make a
position statement or stimulate discussion by providing a fresh look at
a problem.

How to Produce a Power Point Presentation

When planning to produce a power point presentation, components
may find the following guidelines helpful.

Define the concept. What is the primary message? Who is the
audience? What sequence of ideas will deliver the message to the
audience most effectively?

Select the format. What format (self-narrated, two projectors, slide
sound package) will work best? Under what conditions will the show be
presented (informal or formal, large or small audience)?

Plan a schedule and budget. Figure out the possible costs for
presentation features, e.g. professional narrator, graphic consultants,
and editors. How many hours will it take to put the presentation
together-taking photos, creating graphics, editing script, and so on?

Develop a script. Begin with an outline listing the points to be
covered and injecting as much drama as possible. Recast the outline
into a series of typical sequences. When developing a script, think in
terms of visual images that will complement it. Develop slides and
artwork-take an inventory of existing slides, determine new slides that
need to be taken, and prepare special artwork (title slides, graphs, and
so on).

Prepare for the presentation. A successful power point presentation
depends upon attention to detail. Delays, equipment failures, or sloppy
projection can make the most carefully prepared show look
amateurish. Therefore, well before the audience arrives, carefully
check out the equipment. Have an extra light bulb for the projector on
hand. Make sure the projector lens is focused so the image will fill the
screen.