Further assistance can be obtained from Mr. Frazer Lindsay, who was the team leader from 1992-1996.  He can be contacted by e-mail on [email protected]. Training materials are available.
 

Foresters and forest industry people have a good story to tell:
 -  trees are one of the only naturally renewable materials in the world
 -  wood is used in a vast range of everyday consumer goods
 -  forests provide peace and quiet for the public to enjoy
 -  wildlife of all kinds relies on the forests for habitat
 -  forests provide many of the most valuable landscapes of the world
 -  forests are an effective way of removing carbon dioxide from the air
 -  trees create the oxygen which we breathe.

This toolkit has been prepared as part of a training course to give you guidance on how to tell that story, with detailed notes on a wide range of techniques. It is not necessary to use all these techniques; use what you need and what you can afford. Often the most effective way of communicating with your public is to meet them, to talk to them and to show them what you do. The aim is, of course, to develop a better public understanding of what you do and why you do it and to create a feeling of trust.

Before you begin any publicity programme you need to prepare some basic facts about our organisation, its policies and our messages; and you need to identify your most important target audiences. This information is the foundation of your programme and helpful hints on how to prepare this background is contained in the following pages of the �toolkit'.
 

1. Planning Public Relations

•  Long-term planning - What are your public relations objectives over the next five years? This means planning budgets, allocating staff, perhaps surveying public opinion and evaluating the results.
•  Short-term planning - What is the immediate problem, how will you tackle it, which are the most important target groups, what do they know, where do they get their information, what are the most convincing messages to communicate.

• Image.  How do others see you?  (How do staff answer the telephone, how quickly do you answer letters, do you try to help people, are your vehicles clean?)
• Environmental credentials.  Do people know you care for the environment?  Do you give publicity to the Commission's environmental code?
• Identity.  Do you have a house-style?  (Logo, colours, plain language, style of publications, advertisements, etc.)
• Staff relations.  Do people enjoy working in your organisation?  Have you a system for keeping staff informed and involved? Do you train staff in public relations?
• Your strengths.  Have you analysed your strong points and are you ready to take opportunities to maximise them.  Your weaknesses.  What do you need to do to correct the problem areas and how will you deal with threats from outside sources?

•  list the main points about your work of which you are most proud;
•  prepare credible answers to those points on which you may be vulnerable to criticism.

5. Paid or Free

• Unpaid publicity includes press relations, launches, visits and speeches where the 'costs' are generally the salaries and overheads of you, your staff or senior managers.
• Paid publicity includes advertising, exhibitions, publications or videos where you pay third parties to do work for you. Selecting the correct media for your target audience is the most important part of any paid publicity campaign.

7. Objectives
 Clearly identify the objectives of your publicity campaign - put them in writing and keep referring to them as the campaign progresses.  Clear objectives will help to identify the target audience and the best way to reach it.  The following list shows some examples of how to define your public relations objectives:

•  to provide an efficient service of information
•  to ensure your target groups know about you and understand the value and public benefits which flow from well managed forest resources
•  to prove to your target groups that timber growers and processors use environmentally sound practices
•  to give wider and better publicity on the role of temperate and boreal forests in meeting demands for wood and wood products and the consequent importance to your country's economic wealth
•  to create a feeling of trust in the forester and the forest industry worker
•  to develop and maintain a wide range of corporate and individual affiliations and working relationships
•  to make political friends and ensure pro-forestry policies
•  to create and foster good relationships with the press and other news media
•  to obtain the views of customers, clients and the public
•  to treat correctly all your customers, clients, shareholders, partners and staff
•  to remember that women are a major purchaser of forest products and make many decisions about family leisure

8. Media Selection
 There is a range of material and media which you can use when choosing how best to implement your public relations campaign. Each is explained in more detail in its own chapter in this toolkit.

• Advertising:  Purchasing advertising space in local and national newspapers, trade publications, specialist publications, television and radio, women's magazines, cinemas. Advertising can often be costly and the value may be uncertain. You can include a mechanism which invites readers to reply to enable you to check the response to your advertising.
• Direct Mailing:  Mailing information directly to members of your target audiences is a very effective means of communication.  But take care to avoid your material being treated as �junk mail'.
• Exhibitions:  Exhibiting at trade and public shows allows you to meet people, to discuss their opinions and, in some cases, to sell products. Make sure you really meet the target groups you have identified by sending invitations.
• Publications:  Publishing information as promotional literature or information leaflets. If publications are to be sold, a marketing strategy is essential. If they are to be given away free you need an effective distribution system.
• Videos:  Commissioning a film or video tape for public viewing is popular as a publicity tool. It will help your staff to introduce a debate, and it can also be valuable as a means of promoting your corporate image. Always get professional advice. Restrict the number of messages in the video and do not make it too long.

•  If you wish to advertise in a trade or technical journal you may need to give two months' notice:
•  If you are publishing a brochure it may take six to eight weeks for the preparation and printing once the text is completed;
•  If you are making a video film you may wish to include shots of all seasons of the year in the forest - that means at least one year's advance planning.

11. Sponsorship
 Sponsorship is a valuable source of additional funds for public relations campaigns but great care must be taken before accepting other people's money. Is the sponsor �a friend of forestry' or would the sponsor's money bring embarrassment?  It is often a good idea to invite tenders for sponsorship deals.

12. Selecting Contractors
 Producing quality publicity material to an acceptable standard often involves the employment of specialists.  Researchers, authors, editors, copy writers, designers, photographers, translators, printers, exhibition contractors, video producers, advertising agencies are some of these specialists. To get value for money is a primary consideration when choosing a contractor and you should make sure you have an itemised contract with your chosen contractor.
 

1. News Releases
 The news release is the basic medium for communicating with the media. The news release enables you to present your information in the way you wish and to the most appropriate journalists.  There are five basic points which must always be included in any news release - WHO, WHAT, WHEN, WHERE, HOW and WHY - preferably in the first two paragraphs. You should always avoid padding when preparing a news release and it should only be used for 'NEWS'.  Ensure that any of your staff who may be approached by the media, following the issue of a news release, are fully briefed.  Give the name of the main contact person in the release, with telephone number.

2. Responding to questions
 Journalists will often find it convenient to telephone for information, especially following the issue of a news release. It is important that, when they do, they are connected to a member of staff, preferably the one who's name is given in the release, and who is has all the facts relating to the subject.
 Reporters will often prefer to approach a local office of your organisation. This requires careful handling so that the response is in line with your organisation's overall policy. If the reporter is from a national newspaper or broadcasting station he or she should be referred to headquarters for information on the wider aspects of policy.."Singing out of tune" is to be avoided, not least because the news media are quick to fasten on to apparent conflicts of opinion or deviations in interpretation.
 It is useful to keep a brief record of all contacts with journalists and you may wish to tape record interviews while they are taking place, providing a record of what was said in the event of being misquoted.
 See later section on interviews for more advice.

3. Background Facts and Figures
 There is an important role for background briefing material which provides journalists with a ready reference to key facts and explanatory details about your forests, your grant schemes and forestry policies.  Background briefings give raw material and factual data when reporters are writing articles, and they provide an important yardstick against which a journalist can test the claims of pressure groups and others who may be seeking to publicise their views.
 At the same time, it is important not to overwhelm the busy journalist with excessive material, as this can be self-defeating. It is particularly important that you keep information up to date and that it is verifiable, so that you gain the confidence of the media.

4. TV and Radio News
 Television and radio programmes attract large audiences and have an immediate impact. Their evening news programmes have faithful followers and broadcasting reporters are just as keen for news as their colleagues on newspapers.  Although it can be a great deal more difficult to attract the attention of television and radio editors and producers, opportunities to interest them in suitable forestry stories will always pay immense dividends. Forestry and the forest industry are particularly good topics for visual stories.

5. News Conferences
 If you have a major announcement to make, or you wish to offer the news media a chance to ask questions of senior managers, a news conference can be a good and effective means of doing so. You will need to be well prepared, with confident speakers and you, as the public relations specialist, should try to anticipate the questions which reporters will ask.
 There are risks in holding a news conference, especially if your announcement is likely to be controversial. Reporters will put your senior managers under considerable pressure and you may not be able to control the type and range of questions. A firm chairperson is essential. Guidance on setting up a news conference is given in this toolkit.

6. News Briefings
 Most journalists prefer a one-to-once interview because they feel they can get an exclusive story. When this is not practical you should consider holding briefings for small groups of reporters with similar interests.  This will encourage a more intimate atmosphere than a formal News Conference and can often improve communications both ways since journalists can be a useful source of information and feed-back.
 Always try to make sure you have one well-briefed spokesperson for briefings of this kind.  Use a small tape recorder to keep your own record of the interview.
 We advise you to arrange for all staff who are identified as spokespersons to be trained in radio and television interviewing techniques. (See �tool' on broadcast interviews)

7. Newsletters
 Whilst Newsletters are valuable as a means of communicating with your organisation's staff they are very seldom useful to reporters. However some journalists who write for trade and technical magazines can find Newsletters useful as a source of background information for their files.

8. Embargoes
 Most reporters will respect information which has been given to them, in advance, with a time embargo. The purpose of an embargo is to give journalists time to make a judgement about the value of your information to them, and the public, and it helps them to prepare background information before it is published. This is where personal contact with reporters can pay dividends.
 Never issue a news release in advance, even with a time embargo, if you wish to keep the information confidential until it is announced.

9. Be prepared!
 You must always remember that your story will only be published if the newspaper or broadcaster likes the 'taste' of it.  You may think it is very important but you may be wrong.
 If nobody prints your press release it will be because there was something more interesting to report on the same day!
 

1. Be positive
 It is a very natural human inclination to say nothing to the press in the hope that a potential problem will go away.  Unfortunately, when the problem does not go away, and a reporter asks questions, a defensive response to unfavourable publicity is the most likely reaction. On the other hand, progressively building up a body of well-informed opinion by pursuing a positive, outward-looking and effective media relations programme will be rewarded.

2. Make friends
 Building up and sustaining personal contacts with journalists is of paramount importance.  Creating opportunities for them to visit interesting forestry projects and letting them see for themselves is often more memorable and effective than relying purely on news releases or background information.

3. Avoid future embarrassment
 Experience shows that in preparing material for the press, care needs to be taken when making categorical statements that these will stand the test of time.  Avoid complacency when answering press enquiries. Today's reporters are, in many cases, concerned about environmental issues and their readers are well briefed and likely to spot a 'cover-up'.

4. Timeliness
 As news is such a perishable commodity, its immediacy is particularly important in media relations. Distribution procedures need to be well organised and the use of fax is recommended.

5. Targeting
 There will be occasions when a particular news release or background briefing will be suitable for wide use. You may find it better on other occasions to adapt or target material to a selected group of journalists such as agriculture or environmental correspondents.  You will find it beneficial to seek guidance from Information Division in order to target correctly and tailor material to the needs of particular reporters. This includes selecting the right publications for a particular item and even a named specialist correspondent.

6. Simple Language
 We are all so familiar with the language of forestry and the forest industries that there will always be a danger that we will fail to convey our meaning to a lay audience.  It is very important that, in all dealings with the media and with the public, that jargon is kept to a minimum. Consumers increasingly influence markets, attitudes and policies, and it is important to bear in mind women and young people in this context.
 

2. Prepare a �press pack'
 The pack of information should include a printed copy of any statement by Ministers, company presidents or managing directors. Include a copy of any news release prepared for the event, any background information, statistics and relevant photographs.  But do not include any junk.

3. Choose a firm chairperson
 The chairperson of the news conference is one of the most important people. He or she will have to be fully briefed on the subject of the conference, needs to be ready to answer questions (which may sometimes be hostile), needs to be prepared to say �No' when necessary and must bring the news conference to a tidy conclusion.

4. Anticipate problems
 Do not assume you can always control the questions which reporters will ask. Prepare a list of the possible questions and write down the answers as part of the chairperson's briefing.
 You must be honest with yourself and anticipate all the controversial issues. Be ready with positive answers but also be ready to give a strong defence in cases of controversy

5. Invite the News Media
 This piece of advice is not as silly as it seems. Make sure journalists can find you and give them detailed information on date, time, location and (as is often necessary in forestry) include a map. Give them plenty of time to get your invitation in their busy diaries. You will probably be competing with other organisations who are holding press events on the same day.
 Give as much information in advance to encourage reporters to attend. But do not give too much away! The purpose of the conference is to make an announcement and you do not want it publicised in advance.
 Be especially careful to check the credentials of those who attend your news conference. Admit only those who can prove they were invited.

6. Make an opening statement
 The chairperson of the news conference is in the best position to set the agenda and the opening statement should be short, clear and to the point. Explain why you have invited reporters and describe the supporting documents you have produced for the press pack.  When the statement is completed invite questions.

7. Handling reporters
 Be firm with reporters. Ask each person to identify themselves before they ask their question. If you do not understand the question ask them to repeat it.
 Always offer an answer to the question, even if you have to say @I don't know'. Be positive and if some details are not readily available make sure they are passed on later to the reporter who asked for them.
 Make sure reporters address all questions to the chairperson. If senior managers or experts are present it is the chairperson's job to re-direct questions to the appropriate person.

8. Interviews
 Radio and television reporters always prefer one-to-one interviews. It is often a good idea to have one well-briefed spokesperson for interviews. It is best to delay these arrangements until after the news conference. By that time the spokesperson will be familiar with the questions (and answers). Use a small tape recorder to keep you own record of the news conference and interviews.
 It is a good idea to arrange for all senior staff in your organisation to be trained in radio and television interview techniques.

9. Closing the News Conference
 Never allow a news conference to drift. If you feel sure that most reporters have got answers to the most likely questions the chairperson should politely close the conference and thank everyone for attending.
 

1. Why do an interview?
 Research has shown that people believe information more if it comes from a person they can see or hear.
 Taking part in interviews can add to public understanding of forestry policies and the processes of government.  It can also help to create understanding and trust for foresters and other staff in forestry and the forest industry and respect for their actions.
 In all cases the reporter asks the questions and guides the conversation. It is up to you to try to make sure you get the chance to say what you want to say. And sometimes this means you have to thwart the reporter's hidden objectives.
 You should never comment on the performance, working methods or personal characteristics of any colleague, Minister or former Minister, Member of Parliament, member of a foreign Government, or other public figure.
2. Set your own agenda

 Before you agree to be interviewed make sure you have all the information you need. Be prepared with facts and rehearse your answers. Set out your own ground rules:

•  Ask for a list of the questions the reporter wishes to ask, or at least a note of the broad areas for discussion.
•  Ask whether the interview will involve discussion of topics of party political dispute or Ministerial consideration of policies.  If so, you may consider refusing to participate.
•  Try to arrange a time and place to suit yourself. If this is not possible make sure you take time to get all the necessary information before you begin.

•  Will the interview be live or recorded?  Live interviews are potentially more hazardous, but on the other hand they cannot be edited - and possibly distorted in the way that a recorded interview can be.
•  Will the interview be broadcast in a contentious way alongside other interviews.
•  It may not a good idea to participate in "fly on the wall programmes" (where cameramen or reporters request unrestricted access to work situations).

5. Losers and Winners
 An interview can be a relatively pleasant experience where you, as the expert, are just asked for information.
 An interview can also be an emotional dispute where the journalist and you have different interests or are shown to mistrust each other. Such interviews can have a winner and a loser. The tone of the conversation is often set by the reporter and you should try not to become emotional in your answers. And if you are asked to debate a topic with someone who has a different view or opinion, try to make sure you get the last word. If you do, finish your interview with a positive statement.

6. Types of Question
 There are some basic types of question the reporter will ask. The following guidance may help you.
  " What do you know about.....?"
  " Why have you......?'
  " Since when did you.....?"
 This is an open question which you should treat as a request for information. Give the information and nothing more.  Try not to justify your answer at length, since this can lead to the reporter picking up information which leads to more difficult questions.
  " Would you agree....?"
  " Is it not true that ......?"
 These are leading questions which are intended to get you to say Yes. If you do not agree you should say No. If you are invited to give your opinion do so and state the facts.
 Often the reporter's questions will be based on the opinion of other people that he has interviewed. He may use such questions to get you into an argument. Remind the reporter of the answers and the facts you have already given.

7. Outfit and appearance
 When undertaking television interviews the way you are dressed and your composure are extremely important. Extravagant clothing, hairstyle and behaviour guarantees that the viewer will look at you rather than listen to what you have to say!
 Choose clothes in 'cool' colours - blue, green, beige, brown. Do not wear black and white or checks or small ornaments.
 Control your hands, try to be relaxed, don't swing around in your chair.

8. Training
 If you are likely to be asked to give interviews on a regular basis we advise that you obtain professional training.
 

1. Why Use Consultants?
 Even if your organisation has members of staff who are responsible for press and publicity you may wish to purchase additional services  from a press agency or consultant.  Press relations consultancies can provide useful help in writing releases, distributing them and advising on news value.
 Where a consultancy is employed to undertake any press relations or publicity activity a number of contractual obligations and safeguards are necessary.  Before engaging a consultancy the following tests should be applied:

•  Is the task to be performed relevant to your responsibilities.
•  Can it be undertaken by your own staff and, if not, can the appointment of a consultancy satisfy the value for money criteria.
•  Is the task a discrete and closely defined one.
•  Has the consultancy any other clients who might present a conflict of interest.

2. Procedure for Appointment
 Prepare a list of consultancies who might be approached and ask them if they would be interested in working for you.  Get advice from your organisation's public relations officer if you have one to help with this choice.
 Based on the replies invite a short list of no less than two consultancies to make presentations.  Clarify your requirements and prepare a 'brief' setting out your objectives, the target audiences you wish to address and the budget which might be available.  The consultancy should be asked to show examples of their work and some indication of how they propose to tackle your needs.
 Many consultancies will not tender for work unless you, the client, are prepared to pay a fee for this initial presentation.  Such fees will need to be built into your budgets if you decide to invite them to tender.  Get an estimate!

3. Quality Measurement
 Before making your final choice measure each consultancy against the following criteria:

•  the quality of their research into your organisation.
•  the resources they have available to meet your needs.
•  the expertise of the company and individual members of their team.
•  the success of their previous campaigns for other clients.
•  their perception and understanding of your aims and objectives.
•  the intelligence of their suggestions for meeting your campaign objectives.
•  the cost of their services.

•  fees, billed monthly, according to hours/days worked;
•  a fixed monthly retainer representing x hours at y rate;
•  a basic agreed fee for a defined project/event plus costs for additional work incurred.

5. Contracts, Monitoring and Reporting
 A formal contract should be exchanged.  It is essential you maintain a close liaison with the agency and, in particular you should ask for written reports of meetings you hold with them (contact reports) which provide a record of discussion and instruction.  Check these reports to make sure you agree.  Define the timing and method of payment.
 Remember to include copyright and material ownership protection clauses in the contract.
 

1. Choices
 You have a staggering choice of 'publications' types to choose, from typed briefing sheets through to expensive, full-colour magazines or reports. Some publications can also be distributed as computer disks. In many cases it is the cost of production which determines the choice, although you must also put yourself in the position of the reader.
  Will the readers be prepared to take time to read the booklet? Is it relevant to their interests? What are the main facts you wish them to know?  Will colour photographs help the 'readability' of the publication? Will the choice of words, pictures and examples suit your main audience?

2. Text
 The words you write for a publication are the most important factor. You need to make sure that the language is appropriate to the target audience. A scientific report will be understood by other scientists but, if you want members of the public to read and understand it then you must not use forestry jargon.  It usually helps to have the text edited by a professional author.
 Try to keep the language simple, avoid complicated sentences and do not make the text any longer than is necessary to state the facts.

3. Design
 You will always want to produce a publication which looks 'good'. But good does not always mean expensive. With today's modern technology and developments such as 'desk-top publishing' (DTP) you can prepare very sophisticated and attractive designs.
 We advise you to look for clean, simple designs. Avoid 'fussy' and complicated designs. Forests provide nature's best visual images and pictures of trees, people and wildlife will be more impressive if they are accompanied by simple design.

4. Type Style
 The choice of type styles is, in most circumstances, a question of subjective choice although your organisation is likely to have a clear corporate house style which should always be followed. Choose type faces which are easily read and take advice from professional advisers.

5. Graphics and Illustrations
 There will be many occasions when you decide that your leaflet will be printed in one or two colours only. On these occasions its readability can be improved by introducing graphics or other illustrations such as drawings, graphs and tables.

6. Printing
 This note cannot explain all the techniques of printing. You should, however, take care to ensure you choose a reputable printer, that you obtain estimates in advance and that you see a 'proof' copy before you give the final go-ahead. Do not accept anything but the best!

7. Distribution
 Many good forestry publications fail to reach their target audience because not enough thought has been given to distribution,  marketing and publicity.  Make sure you plan well;  it will also help to determine how many copies you print.
 

1. Objective and Guidelines
 Determine your objective in producing a display or attending an exhibition - is it part of a publicity campaign, does it have a marketing objective or do you want to meet and influence specific target groups?  Use these guidelines:

•  What will you gain from attending an exhibition?
•  Which of your campaigns or policies will be promoted?
•  Is it the right venue?
•  Will your target audience be present in sufficient numbers?
•  What staff resources are needed and available?
•  What is the forecasted exhibition attendance?
•  What percentage of the attendance can you hope to attract?
•  Is the exhibition location attractive to visitors?
•  Do the exhibition dates clash with local holidays or other events?
•  Will new exhibition material have to be produced?

3. Where to exhibit
 Opportunities should be taken to include all types of venue in your exhibition programme. The opinions of the general public and especially those living in urban communities are becoming increasingly important to forestry and you should always be aware of the new public awareness of our environment. Consider using shopping centres or shop windows; libraries, museums and schools; livestock auction marts and other gatherings of foresters, farmers and landowners. Attend other exhibits first to get ideas of what is popular with audiences.

4. Content
 The target audience (and budget) will determine the content and sophistication of the exhibition.  Keep the messages simple, use big pictures and,  remember the natural smells of the forest - timber, resin etc.

5. Exhibition Design
 The production of display material often requires a unified approach and it is essential that all display material carries your overall corporate identity.

6. Display systems
 There is a range of equipment, produced by a number of manufacturers, designed for ease of construction and portability; they can usually be adapted to your individual needs.  There is a high initial outlay to purchase a display system but if it is used often and kept in good condition it can be cost effective.

7. Exhibiting at trade and public shows
 Audiences at exhibitions are receptive to your messages because they have chosen to attend.  Exhibitions give you the opportunity to stimulate all of their senses and interact with them.
 Construction of an exhibition may be subject to 'closed-shop' union constraints on site.  Check details with the organiser.

8. Customised exhibition
 One-off displays are expensive but may be necessary at larger indoor shows. They also give the designer the opportunity to create a display that is targeted at the show audience and can utilise current technology.

9. Visual Images
 Many displays and exhibitions are used as a 'background' for discussion and meeting customers and clients. Do not print too many words on your displays. You need simple messages which visitors can read quickly.

10. Moving pictures
 Many exhibition designers suggest videos or other similar picture devices. Study what happens at other exhibitions. How do you react to a television screen on an exhibition stand; how do other visitors react, do they stand and watch? Take your cue from them.

11. Three-dimensional exhibits
 It is a good idea to include three-dimensional exhibits in your display or stand. Models of factories and miniature nature trails, toys, play areas for children,  are simple ways to get your message across. Prepare competitions such as 'I-spy' or forestry quizzes for children with inexpensive prizes.

12. Follow Up
 You need to be able to monitor the cost-effectiveness of your decision to enter an exhibition and it is a good idea to prepare a report based on the following information:
 Show dates, opening times, location, type of venue ( e.g. marquee, pavilion, shopping centre), your exhibit (brief description), weather, number of staff on duty, number of visitors, visitor types (farmers, foresters, customers, general public), publications sold, brochures distributed, souvenirs given away.
 

1.  Why make a video?
 When planning a publicity campaign you will have discussed your objectives, your target groups and the best methods of communicating with them. Before you make a decision to include a video in your plans it is essential that you consider the following:

2. The cost
 As a rule of thumb you should budget for £1,000-£2,000 per minute for the final product.  You will need to employ a script writer and you will certainly need a camera crew and sound engineer, an editor and a producer (with all their assistants).  Don't forget the time you and your staff spend on the project.
 You will need to make copies of the finished tape and print labels for the tape boxes. You will then have to distribute the copies and you may wish to have a news conference or other event to launch the film.

3. The content
 If your video is part of a corporate image campaign, or it will be used to introduce visitors to your mill or factory, you will be filming indoor operations. Make sure you show the best and safest practices in operation and staff who are confident and competent at their job.
 If you intend to show forest operations your filming schedule will be influenced by the weather. Wet days can be lost days.  You may want to show the life cycle of the forest and this will involve lots of advance planning so that all four seasons of the year are covered.  The video must always show the best and safest practices in forestry.

4. The script
 Many effective video programmes can be made without any words.  But if you do want words to be used, keep them simple.
 Writing film scripts is a professional skill and you should not assume that the text of a leaflet is sufficient. The human brain reacts differently to spoken words.  What will be the most important single message you want the viewer to remember?  Concentrate on that above all.
 A script has also to be synchronised with the pictures. It is the job of the film editor to mix the two.

5. Distribution and marketing
 Having made the video you will obviously want people to watch it. It is therefore essential that, at an early stage, you plan carefully the distribution and the associated publicity.

6. Master Tape
 The film company will produce a 'master tape' from which copies are made. Copies will always be slightly less sharp than the original.
 You should ensure that, in employing the film company, you obtain the rights to ownership of the master tape, and that you do not allow any other use of the material in the film without your approval.
 

1. Reaching Your Audience
 Sometimes the appropriate publication in which to place an advertisement will be self selecting, either because there is only one newspaper or magazine covering a geographical area or because of the specialist nature of the advertising (e.g. advertising timber sales in the forestry trade press).  Where there is a choice of publications, the following guidelines should help you make a decision.

2. How Many Will Read Your Advertisement?
 CIRCULATION:  Means literally the number of copies of a particular publication that is circulated - ie how many are bought or given away free.
 READERSHIP:  Since each copy may be read by more than one person, the number of readers - people who will see all or part of the publication - will be greater.

3. Best Positions for Advertising
 A press advertisement on the front page, or facing or next to editorial matter, or where there is no competition from other advertisers is likely to be seen by more people than one appearing alongside others inside the publication.
 Wherever possible, try and gain a positional advantage before you agree to place the advert.  Resist paying a premium price for a premium position.

4. How often to Run the Advert
 Obviously the more often the advertisement appears the more likely it is that your target audience will see it.  It may be possible to negotiate discounts if you are planning to buy more than one insertion.

5. Copy Instructions and Copy Deadlines
 Always send the text of your advertisement to the publication with a covering form or letter detailing:

•  The name of the publication
•  The date of the insertion
•  The size of the insertion
•  Position requested, e.g. Early Right Hand Page
•  Details of enclosures and any specific instructions

6. Radio and Television Advertising
 If you decide to place advertisements on radio or television stations you may still be able to get free help from their advertising departments.  But for best results you will almost certainly need to employ an advertising agency to act on your behalf.

7. Advertising Standards
 All advertisements should be legal, decent, honest and truthful.
 

1. Who should receive the information
 Direct mailing is of particular benefit to the groups of people who most need the information contained in the publication.  Your customers are an obvious example of selective targeting.
 Direct mailing is important to you and your organisation because you can be sure you do not waste money. You therefore need to be sure you have an up-to-date list of the people your organisations wishes to consult or inform. Keeping lists up-dated is time-consuming so sufficient resources need to be budgeted. On average 4% of any mailing list will have incorrect information.

2. How to present the information
 A clear, simple style is best. Avoid complicated sentences and, where possible, keep the information on one page of paper. If more information is available provide the recipient with a simple system of follow-up - ideally a telephone call or fax enquiry to one number with one contact person.

3. Avoid junk
 To help ensure your information won't be put in the waste bin unread check the following:
 Will the recipient want the information?
 Can the recipient decide whether the information is relevant by reading the headline or first paragraph?
 Is the information factual?
 Does the envelope encourage the recipient to open it?
 

1. Those who influence policies, actions and attitudes
 Members of Parliament and other legislators;  decision makers or organisations like the European Union;  Regional, County, District and Community Councils (and their officials).
 For this target group the main task is to provide appropriate and useful information, and to make sure the objectives and performance of your company or organisation are understood.  They are people who like to be 'in the know' and, crucially, before anyone else is.

2. Those who work in forestry who are supporters or partners
 First priority is your staff, however small. They need to feel part of a well-managed organisation with a clear 'vision'
 Your members or shareholders are next. They rely on you to run the organisation profitably and well, to take action on their advice and they need to feel part of an organisation which has influence.
 You will also want to make sure your messages are heard and supported by your partners in forestry.  If there is conflict or fragmentation of the forestry public relations effort it presents an open door to criticism.

3. Those who criticise forestry
 The main critics of forestry and the forest industry in recent years have been environmental groups. They have a powerful influence on the public and can command media attention. Criticism of one part of the forestry story affects every other part.
 It is no good ignoring the critics. Communication with them may be an uphill struggle but it must be done. Look for common ground, try to get joint agreement. Invite them to see your organisation for themselves.
 Most importantly try to get your message in first. Set your own agenda.

4. Those who write about forestry
 Good relations with newspapers, magazines and broadcast media will assist in disseminating information and promoting policies;  bad press relations will damage your organisation's image and credibility.

5. The general public
 For many companies and organisation using this toolkit the opinions of the general public have a lot of  influence.
 The general public needs to be convinced that forestry is a sustainable enterprise.  They need to understand the importance of forest products, the techniques of timber production and now this can exist alongside measures to conserve and protect the environment.
 Use creativity and imagination to identify other important groups such as schoolchildren, editors, authors of text books.

6. Those who buy forest products
 The forest provides the public with a vast range of consumer goods - furniture, construction materials, paper, packaging, medicines are just a few.  The source of these materials is increasingly under scrutiny.  Women are very influential in making many family decisions on the purchase of such items
 The public is also greatly influenced by consumer groups - research institutes, feminist organisations, country women's associations.
 

1. Public Opinion
 There is, of course, no single measure of the opinions of the public. Each person will have his own individual views on everything. Some of these views will be strong; some people will dismiss certain topics as of no interest to them.
 But even though a person may not have a personal view on a topic they will, almost inevitable, hear the opinions of others about forestry and, quite naturally, be guided by them.
 Some people - for example politicians, local councillors, leaders of pressure groups - make a career from trying to influence public opinion. They are often called �opinion formers' and they should be a prime target for your forestry public relations.

2. Opinions on Forestry
 Forestry and the forest industry are topics of continuing debate in most countries. Many non-government organisations (NGOs) campaign for a more environmentally-friendly future and forestry is one of the topics they have very strong views about. They command media attention and have a major influence on the opinions of the public.
 Before you begin your public relations campaign, therefore, you need to know what the public's views are on forestry and the forest industry. Only then can you prepare publicity material with the aim of reinforcing positive feelings or changing negative opinions.

3. How to do it
 To be of any real value to you in planning your publicity programmes your public opinion survey should be carried out by professionals.  They have no preconceived views and have the skills to do the job to best advantage.
 You can, of course, support their efforts by distributing questionnaires to you customers and clients or handing them to visitors to the forest.

4. What kind of survey
 You have a number of options:

•  Carry out a survey which is entirely devoted to questions about your organisation;
•  Insert questions about forestry into a more general survey of opinions about the countryside
•  Insert questions into the regular consumer surveys carried out in shopping centres or in visits to people's homes.

6. Who should you ask
 Much will depend on what you need to know and who your main target groups are. Most opinion survey companies work on the basis of asking 1,000 or 2,000 people the same questions. A �margin of error' is built in and the results can be used with some confidence.

7. Follow-up
 If you use the results of a public opinion survey to create or modify your public relations campaign then it makes sense to repeat the survey later to measure whether and to what extent the public has been influenced by the publicity.
 

1. Visit objectives
 First, a guided tour always increases understanding of, and quite often sympathy for, your viewpoint in regard to an issue that is in public debate.  Policies and programmes are much easier to explain when our public understand the problems and concerns by on-site observation.
 A second objective of a tour is to cultivate better relations with politicians and other opinion formers especially the news media or civic leaders.  More often than not, even those sometimes hostile to the industry can be made less so once they have had the opportunity - often for the first time - to see first-hand how the forest is managed, how timber is processed and wood and paper products are made.  What may be only too familiar to you can provide a new experience for others.

2. Planning
 Start by involving all those who will be expected to finance the tour or who share an interest in conveying a particular point of view. Define the main purpose of the tour and decide on a theme or objective.  Is the purpose to brief people on a specific regulatory issue, to interest local reporters in the way the forest is managed or to inform the community of a new proposal?
 To secure the participation of visitors  it is helpful, though not necessary, for the tour to address a specific issue on the policy agenda.  Reporters, on the other hand, will need a news angle to be persuaded to participate in a forest tour.  In any event, think of the specific needs of your audience, not merely the needs of your company or organisation.
 The costs of a tour may sometimes include transporting, housing and feeding the tour participants, the costs of background materials, and possibly a pre-tour dinner with a guest speaker, to set the stage for the tour.

3. The Audience
 Don't try to include everyone.  It is not always wise to mix reporters with MPs or councillors, for example.  Being as precise as possible about the purpose of the tour will help to identify the target audience.  If reporters are the preferred audience, think of both those who cover business as well as environmental issues.
 It usually makes sense to include both forestry and mill operations together in one tour.  The issues associated with each sector become more comprehensible in light of information provided by the other.

4. Preparation for the Tour
 Some practical tips at the outset.  Prepare background materials that concisely, in simple language, describe what the participants can expect to see.  A complete agenda should also be included in any pre-tour mailing, along with tips about suitable clothing.
 Also take precautions to review all safety considerations and to keep tour participants away from hazardous areas.  Inform staff in advance that the tour will take place, and the stops that will be made. This will give employees an opportunity to explain a point of interest at their workstation.
 On the tour itself, your spokespersons should know in advance not only what is to be shown but how it is to be viewed.  In short, think of what you want participants to derive from each tour stop that will contribute to the overall impression you wish to create.  Do a reconnaissance in advance when planning the visit, and time the programme.
 Practically speaking, an ideal ratio of spokespersons to participants is 1 to 5.

5. The Tour Itself
 The tour - whether of a mill or the forest - should include enough stops to maintain visual interest and stimulate participants;  too few stops can make for a boring day.  And while the tour should be informative, it must also allow periodic breaks.  Again, keep in mind the limited attention span and endurance of your audience;  the more comfortable they are, the more attentive they will be.
 Begin the tour with a short presentation conducted by the most senior manager  available.  Include a map that indicates the route to be taken and the location of the stops.  Start with an overview of the forestry and/or manufacturing process.  This preview will make the tour far more intelligible to those who have little experience with forest or manufacturing operations.
 Spokespersons should not be didactic or overwhelm visitors with detail; technical people must appreciate the low pain threshold that many visitors will have for technical detail. Illustrate important points with jargon-free language. Tour leaders should also refrain from boasting about the mill or company. A tour should not be a lecture.

6. At the Conclusion
 Summarise the significance of what has been shown to visitors. Let them arrive at their own conclusions.  It is better to stress your hope that the audience has learned to appreciate some of the considerations that go into growing trees, making paper, caring for the environment, etc.
 Finally, within a week or so following the tour, send each participant a follow-up letter, thanking him for his or her time and interest.
 

1. The consumer's attitude

•  Do you have satisfactory knowledge about the attitude of consumers?
•  Do you have knowledge about and can you communicate with consumer organisations?
•  Do you have contact with researchers working on surveys of public consumption?
•  Do you have any influence on the strategies of environmental groups?

3. Choice of information channels
 Women's social networks, local newspapers and weekly and monthly magazines are among the most important information channels if you wish to communicate with women.  Women normally do not find information about forests and forestry in these journals so such publications are an obvious target for news and articles.

4. Choice of words
 Forestry is often associated with words like men, machines, economy. Women do not usually associate these words with the environment. Taking account of our need for words which capture women's attention it can be useful to study pamphlets and advertisements produced by companies and organisations which base their image on women's  interests. Words like environment, honesty, trust, human rights, global responsibility, safety, health are often used in such texts and these words can perfectly well be used to describe forestry.

5. Choice of pictures and speakers
 If you plan to produce pamphlets, brochures, posters, advertisements addressed to women make sure the pictures include women. Pictures showing models of their sex are of great importance in getting women to listen to your message. Female consumers often listen more to their female friends than to (for example)male foresters, politicians or government representatives.
 Ensure you have a woman forester who is competent to undertake interviews for the news media.

6. Increase the share of female foresters
 The female consumer is unlikely to have a wide circle of friends in forestry so try to increase the share of female foresters in your organisation. In some countries women own forest properties together with their husbands and partners without taking any active part in the management of the forest. It should be part of your plan to motivate such women to a more active role.
 

Information about the documents or any other aspect of the Committee's work may be obtained from the secretariat:

E-mail: [email protected]
Timber Section
UN/ECE Trade Division
Palais des Nations
CH - 1211 GENEVA 10
Switzerland

Fax: +41 22 917 00 41