District Capacity Building

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CONSERVATION DISTRICT
PUBLIC RELATIONS PROGRAM

JULY 1998

Developed by the PACD Public Relations Committee
Presented at the Joint Annual Conference on October 6, 1998.

(This document is intended to be customized and supplemented by individual conservation districts to address their needs and match their resources.)

• Mission, Objectives, Plan of Action
• PR File, Time Management, Inventory
• Image, Internal Communications, PR Committee
• Press Releases
• Computer Communications
• Personal Contact, News Conference
• Seminars, Speakers Bureau
• Open House
• Tours, Bus Tours
• Air Tours, Walking Tours, Print Media, Newspapers
• Magazines, Billboards
• Brochures
• Newsletters, Annual Reports, Graphics
• Electronic Media, Radio
• Television
• Grapevine and Referral, Associate Membership
• Displays, Demonstrations

Conservation District
Public Relations Program

Mission: Develop and establish a public relations program for the District.

OBJECTIVES:

1. To inform the public of the value of conservation, as well as specific activities and policies.
2. To gain public support for above.
3. To establish resources for, and methods of, communications.
4. Strengthen internal communications to assure quality external communications.
5. Gaining money and volunteers.
6. Broadening political and social outreach.

INITIAL PLAN OF ACTION

The first steps:

1. The District should install a line item in the budget for communications. This would include allocations for reproduction; mailings; newsletters; annual report; brochures; advertising; public releases; news conferences; telephones; orientation meetings; tours and demonstrations; educational seminars; speakers bureau program; etc. All program breakdowns should include appropriate figures for communication costs.

2. The District should develop a program of pursuing sponsors for various publications and communication activities such as seminars. This effort must be closely coordinated with the District's fund-raising operation to avoid duplication.

3. Staff persons and/or volunteers should be trained and given the responsibility for handling
various sections of the public relations program - depending on their aptitudes and skills.

The formation of a public relations committee is a good first step (see item 9.)

Possible breakdown - person who:

• Writes news releases;
• Organizes news events;
• Writes and/or designs publications;
• Speaks to organizations or can appear on TV and radio;
• Handle education for all ages;
• Works in photography and/or graphics;
• Proof reads and edits materials.
• Can handle computer communications from e-mail to establishing and operating a web site.

4. A public relations file should be established containing:

• Media list...organizations, people, phone numbers, notes on past relations.
• All past news releases.
• Clips of news articles should be organized.
• Photographs. Filed in categories. B&W, color, mugs; etc.
• Financial accounting.
• Past publications.
• How-to materials, such as text books, magazine articles, examples, and this guide.
• Any relevant correspondence.

5. Time management - The manager must allot adequate time for communications work. He/she and the professional/volunteer should agree upon the time needed and set deadlines. A section of every board and/or staff meeting should be dedicated to reports, discussion or
evaluations concerning communications functions and opportunities. Chain of command: All exterior communications should be reviewed and approved by the manager and/or the chairman. The manager, chairman and certain staff members should be trained and authorized to deal with the media.

6. Conduct inventory.

• How much time, money and manpower is the District willing to commit for public relations, communications and education?
• Exactly what does the District want to say about itself and its programs?
• Who should get the information?
• Who is to be served?
• How can we reach these people?
• Where are they located?
• What available equipment do we have for creation and bulk reproduction and mailing could be contracted out to save time and money.

7. Creating a solid image.

• Make sure there is a continuity of graphics on all materials. The District's logo, for example, should look the same throughout.
• The volunteers and staff should use approximately the same, standard explanation of District policy and functions. They must be made aware they represent the District and are projecting its image. A standard written description should be distributed to staff members.
• Those who answer the phone or greet people should be trained in proper techniques. For example, an effective opening would be "Good morning, _________ Conservation District, John Smith speaking."
• The District's PR packages should contain roughly the same basic information.

8. Internal communications.
An informed staff that understands both performance expectations and policy is an effective staff.

9. Public relations committee

The _________ Conservation District may want to form a public relations or "education" unit to advise the board and professionals.

• The composition should include "insiders" and "outsiders."
• The insiders include those responsible for District communications. The outsiders include people with needed expertise (media types, printing firm reps, public relations folks).
• The committee should be given a mission and objectives - such as those outlined at the beginning of this document.
• A chairman should be named and a regular meeting schedule set up.
• A certain amount of money should be set aside to cover committee costs. (Mailing, mileage, meals, and materials).
• Reports should be made on a regular or periodic basis to the board by the chairman or by the District Manager.
• A Database is an important tool. The best communications are worthless if they don't reach the audience, so it needs to be continually overseen and updated.

TOOLS AND TECHNIQUES

NACD has Media Relations Guidebook available through the Office of Public Affairs, (800) 825-5547.

PRESS RELEASES

Do not super-saturate the media with releases. Carefully consider the news value from the objective viewpoint of editors. Make sure all those involved understand what is going to be said to the public and participate in the expression.

Strive to be concise, lucid and declarative. Avoid bureaucratic and technical language. Make sure the recipient is able to contact you day or night for questions. Your telephone numbers, address, and secondary contact people should be indicated on the release.

Double or triple space the lines and use extra wide margins. Most of the time you will want to use the direct who, what, where, when, why and how approach. Don't use feature approach unless mutually agreed upon. Do not sound like a used car salesman or missionary. Follow up releases with phone calls to see if there are any questions or problems - especially if you are worried about entry.

Be sensitive to the fact the communicators are competing for news. Reward initiative, but try to make sure no one gets the edge by how you release the information.

Consider these points of entry:

• Personal delivery.
• Telephone.
• Mail.
• Fax.
• Computer/E-mail.
• Tape recordings

COMPUTER COMMUNICATIONS

Internet participation is swiftly becoming a necessity in gaining entry into the media and serving as a direct communicative device to enhance public relations.

Entry:
Many publications can scan printed material and photographs (positives and negatives) into computers.

Most print and electronic media have e-mail access requiring knowledge of the specific address. Most media will accept material on floppy discs that are compatible with their systems.

Many media organizations have their own Web sites and material can be sent to them for use on those sites … but be aware how they present their information on those sites.

Direct communications:
Establishing a Web site is a great public relations path but some basic elements must be considered:

1. Expertise in establishing and maintaining your page or pages.
2. Cost of acquiring and maintaining proper equipment.
3. Information must be very concise, interesting and valuable to targeted Internet surfers.
4. Getting address known outside the Web.

Sites can feature district publications, programs/services, upcoming events, educational materials, and links to brother and sister agencies and organizations.

E-Mail can also be used for direct interaction with the public. Again, the address has to be publicized outside the computer world and time and manpower are required to maintain effective communications.

E-Mailing list software (listservs) are available if you want to automate subscriptions and non-subscriber operation as well as a way to communicate with subscribers (newsletters, and discussion groups.)

Some organizations are participating in interactive computer networks, but this distribution of information can be narrow because of limited public access.

One other website to look at for examples would be the Pennsylvania Department of Environmental Protection's site at: www.dep.state.pa.us

PERSONAL CONTACT:

Personal contact with the "gatekeepers" (media people) is critical. Develop and religiously follow a schedule of constant contact ... the more personal the better.

Arrange meetings where expectations can be exchanged. Try to learn while you educate. Do your homework by understanding the particular product (radio station, newspaper, tv station, etc.). Do your homework as far as the person with whom you are dealing. First, make sure he or she is the person who can help you. Learn about likes and dislikes before the meeting.

During the meeting find out:

• What the person considers as news.
• What form the news should take or forms of entry.
• What the person thinks or knows about conservation and/or the District.
• How frequently should releases be submitted.
• When it would be convenient to meet again.
• What are the deadlines and what lead time is required.
• How are corrections or clarifications made.
• Who handles the release - depending on content, time of delivery, etc.

NEWS CONFERENCES:

Never hold a news conference unless the information you wish to express is truly newsworthy. Test the news value with journalists you trust and respect.

Be sensitive to the deadlines when you set the time for the conference. Remember weeklies, afternoon papers, television stations etc. have different deadlines. Try to find a workable deadline. Try to find a centralized, convenient location that has the physical capacity to handle the numbers of people involved. But do not schedule a conference in a room too large for the numbers. This enhances the image of poor response.

Prepare a comprehensive folder containing relevant support materials. (Extra paper and pens, graphics, photographs, biographies, definitions of terminology, organizational history, contact people, etc.). But do not insert too much propaganda and irrelevant materials.

Contact by phone, or personally, all participants to verify attendance, answer questions and respond to requests for assistance. Try to anticipate the questions with proper preparation. (Do your homework.) Part of that preparation is knowing the participants - the positions of the reporters, etc.

Make sure the news conference "moves along." Set and hold time limits on questions and answers. The strong and competent person conducting the conference should be fair and firm.

Talk to participants before they leave to make sure they have everything they need and that they understand the information.

Find out what the participants thought of the conference and if they have any suggestions for future conferences.

SEMINARS

Follow the same general approach as in news conferences.

Topic selection. Topics should be broad enough to be flexible but narrow enough to control outcomes. It is wise involve some potential participants early to find out what they need and to assure attendance. Respond to need and envision possible outcomes.

Mission. Set goals such as political action, intensified communication, improved cooperation, problem solving etc.

Homework. Gather and prepare background information on subject or subjects to be discussed. Also try to get basic information about participants (panelists and attendees) and put in the seminar package.

Group dynamics. Carefully select panels, moderators or group leaders for their ability to get along with each other and small groups. The composition of smaller study groups can also be critical to success. Allow time for socialization, but make sure sessions move at a swift pace-with speeches and lectures limited to 5 or 10 minutes.

A competent moderator or facilitator is critical to keeping the seminar moving towards its goals.

SPEAKERS BUREAU

The speakers bureau approach should be divided into two basic elements. The first is the development of an in-house capability and the second is the District's role as a clearinghouse for speakers from other organizations.

Leadership: Select a staff member or volunteer who is capable of public speaking, organization, and inspiration. Establish responsibilities such as:

1. Recruiting and training bureau members.
2. Designing, producing and gathering appropriate materials; and props.
3. Pursuing and setting up presentations.

Specifications for bureau members:

• Should have an understanding of and interest in subjects to be presented
• Speaking and presenting experience is desired but not absolutely necessary.
• Orientation in particular presentations is a must, so that bureau members are essentially saying the same thing.
• Members should be representative and diverse.
• Once the bureau is established a news release and letters to potential users sent out.

Bureau operation:
1. Establish mission statement and goals.

a. What's the message you want to express and who are the target people you wish to reach.

2. Develop tools.

a. Keep tools organized and easy to access.
b. Printed and video packages.
c. Audio system.
d. Projectors (strips, slides, movies)
e. Easel with large work sheets.
f. Graphics.
g. Display panels.
h. Active or passive demonstration devices.
i. Some speakers may charge a fee for their resource.

Clearing House:
1. The District should be available to help others develop a speakers bureau along the lines presented here.

2. The District should establish a list of speakers and programs from other agencies, associations, companies, etc., complete with telephone numbers and addresses. The list should be made after contacting each group to make sure they will participate and to understand their conditions for participation.

3. Sharing programs with "experts" from other organizations is quite beneficial and effective. These partnerships are particularly effective if the presentations are designed together and rehearsed.

OPEN HOUSE

Opening the District offices to the public can be effective if organized properly. Publicity should range from standard news releases to contact with various groups who might be interested in touring the facilities. Timing is important. Most open house events offer both day and evening hours. Staff and volunteers should be trained. They should be given anticipated questions and answers. They should avoid any confrontations, referring any difficult situations to those capable of responding.

All materials should be updated and re-supplied. An open house package should be prepared. It can be general information (who, what, where, when and how sort of deal) with specific data supplied upon request. A single sheet on office operations may be in order.

Do your housekeeping. Make sure the clean-up and fix-up is thorough. Appropriate signs should be installed where appropriate - people's names, equipment, programs etc. Each "station" should be manned and the person or persons representing the District briefed on what to say. An adequate area for socialization and refreshments should be established. A follow up to evaluate effectiveness is definitely in order. A questionnaire distributed at the event may work the best.

TOURS

Field tours of conservation activities are effective public relations tools because they show in a very direct and meaningful way the value of District work.

Bus tour
1. Shop around and find the best charter service, particularly one that is flexible in its operation. Double check about insurance coverage. Get assurances about backup vehicles. A good public address system is required.
2. Set a theme or mission for the tour. What do I want to say and what do I have to say it with?
3. Select sites that graphically display the particular activities you want to present. Don't try to take on too much.
4. Make sure there are clearly marked signs which not only identify the location, but outline the message to be conveyed.
5. You should have written permission to go on the property if that is part of your tour program waiving damages.
6. Carefully lay out your route to keep length and time as short as possible.
7. Try to place sites in a logical sequence (like before and after or stages of development).
8. Train tour guides thoroughly not only to give presentations but to answer questions. They should be selected for their friendly, positive attitude and of, of course, knowledge and enthusiasm.
9. If food is in order, be extremely careful about where and how it is served. Sometimes box lunches are your best bet. Make sure there are refreshments on each vehicle.
10. Each "tourist" should be given a comprehensive package of information covering the tour and background required.
11. Media should be contacted for coverage. Advance articles are more important than pieces on the event itself. The District should take pictures and draw up a report for media consumption or use the newsletter.
12. Tours can be run in two basic ways. One is a single start and run-through and the other calls for leaving on a pre-set schedule. The single start is the easiest to control. In both cases, keeping to the time schedule is critical.
13. The number of participants can be controlled by a reservation or registration system.

Air tour
1. Many of the bus tour rules apply, but seeing conservation practices by air is extremely effective.
2. Chalk ground markings with arrows etc. work well if they are properly coordinated with the tour information package. Again a logical flight pattern or sequence is required.
3. Airplane clubs and flying associations can be a very useful in organizing and conducting a tour. Airport managers and ground-based operators can be key players. Carefully handle the liability questions.
4. Costs are considerably higher than ground tours. So air tours are often restricted to small groups -politicians, bureaucrats, boards of directors, etc.

Walking tours
1. Assembling at a site and conducting a walkthrough tour works when you have a relatively narrow mission in mind.
2. The informational package should be small and designed to be easily carried.
3. Participants should be properly warned about required dress and the physical requirements. Any dangers should be clearly marked.
4. If using private property, make sure you have proper permission and that liability questions answered.

PRINT MEDIA

NEWSPAPERS

Daily, weekly and monthly newspapers remain a major player in the flow of information. They have two strengths in daily competition with their electronic colleagues.

1. They do a thorough job of telling why and how.
2. They can be easily retained for future reference. Like most media, newspapers respond to crisis, confrontation and negativism. (One person's negativism can be another's positivism.) It is wise to present a problem (crisis etc.) to gain their attention and then slip in the solution (District programs etc.) This approach is applicable to all media.

Contact reporters, editors, salesreps, and owners, making sure you get the right person for the right job. Make personal contact to exchange expectations.

Again, do your homework. What kind of news does the paper publish? What is the basic political ideology? What kind of technology does the paper use and can you fit into the flow?

Determine and then follow religiously the individualistic rules or conditions of entry and publication of the paper - deadline, mode of delivery, preparation of materials, etc. and then follow up with praise and gratitude. However, evaluate impact in an objective manner.

Try to get your local news people involved in conservation volunteerism. The more they understand the problem, the better the chance they will become part of the solution.

MAGAZINES

Magazines have the same strengths as newspapers (telling why and how and they can be used as standing reference material). In fact they often go deeper into the details, but they are not as timely as newspapers or electronic media.

Magazines can be more graphic and many are specialized, permitting targeting of certain interest groups. Most periodicals struggle to present stories beyond the reach of newspapers and the electronic media. They are looking for different angles or perspectives. They often get into analysis or commentary. They are particularly effective off the beaten track.

Magazine deadlines require careful attention to verb tense (timeliness), especially with developing situations. The articles may be printed months after they are created.

Magazines quite often have small editorial staffs that rely on associated editors and correspondents. So the submitted material has to be of high quality to reduce the amount of editing work and other preparation.

Contact with the editor will determine the form of submissions, but they are not greatly different from newspapers.

Quarterly publications should be used, such as Pennsylvania Magazine, technical journals, etc.

BILLBOARDS

This is one of the most sensitive areas for District public relations. There's no doubt billboards can be effective in certain areas of expression, but their impact on the environment usually negates their use.

Some billboards are located in areas that do not have a negative impact and can serve as a communications device. Districts should be very selective if they use billboards.

The strength of billboards is their sustained visuality, especially if they are strategically positioned.

BROCHURES

Conservation Districts should have their own individualistic brochures, featuring their provincial uniqueness.

Audience planning is critical. Before writing and design, the "creators" should determine targets and the best ways to get the information to them (mail, handouts etc.). They should know how much money is available and what their deadlines are. Getting preliminary cost estimates helps with picking materials, colors, half-tones and so forth.

A detailed distribution plan must be in place before printing. Limiting the message creates a simple, effective presentation.

Design the product knowing the reader will only give it a few minutes at the most. This results in proper use of graphics pictures, charts, line drawings etc. Design should center on methods of distribution. For example, simple black and white products can be mailed. Products with process color and special finishes are designed to get people to pick them up.

The writer doesn't have to use complete sentences. He or she should use lucid, declarative and active language with limited use of adjectives.

Selecting a theme may help hold the piece together. The theme doesn't necessarily have to be conservation-oriented. For instance, using graphics depicting an arrow in flight to a target; or the idea of a team at work; or the links to social survival.

The flow of information should follow a logical sequence. Don't make the reader struggle. Hit him or her quickly, hard and simply.

The body type or graphics need not stay within the vertical fold lines of the brochure. The type can also run vertically. Try to use type sizes people with vision problems can read. Use as much white space as possible.

Application forms, coupons, and other response mechanisms should be kept very simple and located toward the rear of the product.

NEWSLETTERS AND ANNUAL REPORTS

Although newsletters and annual reports serve to strengthen internal communications, they also can be a useful outreach tool.

• Make sure a staff person or volunteer has the aptitude and some formal training in communications and is given the money, time, authority and tools to create the publication.
• The overall message or theme should be clearly defined at the outset.
• The internal and external distribution lists should be in place at the start, not only to assure proper usage, but to determine design and language.
• Simplicity of design assures effective expression and lower costs. Don't let the product
get too busy or complex. Follow a logical sequence in the flow of information.
• Try to make newsletters and annual reports "people oriented." Programs can be expressed in terms of what people are doing and how they feel about their work. Work in achievements and personal items if possible.
• Graphics are critical. Line art (graphs etc.), half tone pictures, screens, color applications, etc. should be carefully developed to get message across. But don't overdue it to the point of distraction or garishness.
• Honesty is paramount. Don't be afraid to report negative developments. This can be handled in a constructive manner. Considerable credibility is gained by being open and direct.
• Assigning articles to the proper writers and photographers must be done with care. The identification and proper use of resource people (artists, editors, printers, etc.) is equally important. Be firm about deadlines. Make sure they understand you control the shape and form of the end product.
• Each staff member should contribute to the newsletter at some time.

GRAPHICS AND/OR ART

The District should make sure there's consistency throughout its graphic presentation.

• All printed and visual material should "hang together." For example, the District logo should be the same on all letterheads, brochures, slide presentations, videos, etc. The same or similar colors and screens should be used on all communicative devices.
• The District's volunteers and professionals should agree on the desired visual image to be projected (modern, traditional, ornate, simple etc.) and then carry it out in all media.
• The District should nurture relationships with artists, graphic specialists, photographers, on a volunteer and professional basis.
• A periodic review of the District's graphics should be made to assure quality and continuity by the PR committee and/or graphic specialists.

ELECTRONIC MEDIA

RADIO

Radio has the obvious advantage of swift delivery; reproduction of various sounds; and intimacy. Emergency announcements, talk shows, news spots, and commercials can be effective. Once the expression is aired, it is gone unless someone records it. People simply don't hold the memory very long.

Station managers, program or news directors, reporters and salesmen are probable contacts. Again ... listen to the product to determine how your conservation District fits into the picture.

Public service announcements are no longer required by law, although many stations carry on the tradition as a service to the community.

Radio presentations are short, active and declarative. Pay particular attention to sound. Don't create tongue-twisters. Write or speak in short sentences that are breathable.

Releases for radio spots are typed in capital letters and should be concise.

Prepare for talk shows. Get to know the people involved in your talk show, news presentation and/or commercial. Have clearly in mind what you want to say and how you want to say it. Note cards and other reference material can help. Try rehearsing with or without other people.

Chose an articulate person or persons to represent your District --- people who can think on their feet, who have a stage presence (who can envision an audience that is out of sight).

Appear for the session ahead of time to get used to the atmosphere, to lay the groundwork, to make changes, and to set the minds of station personnel at ease. Be sure to analyze your "performance" and get other people's reaction. Always thank the station people for their help.

TELEVISION

Television has tremendous impact, but access is difficult. People think in terms of pictures and the visuality of TV makes it the most powerful media. But the memory factor also holds true about TV presentations. Once they are aired they are gone unless recorded.

In dealing with TV entry, Districts should also think in terms of pictures, particularly action pictures that tell a story of broad interest. (Floods, erosion during a rain storm, bulldozers, urbanization symbols, kids in an Envirothon, farmers at work, developers at work---crisis and confrontation work best.)

Many of the same rules governing radio apply to television. Remember that the electronic media presentations are actually performances and even though they may be educational and serve other functions they, first and foremost, must be entertaining.

Again, contacts are critical. Get to know, if you can, station managers, program and news directors, reporters etc. and learn their expectations and rules.

Electronic media folks also think in terms of time. So expression comes in tight bites full of visuality, action, and color. They aren't greatly interested in the deep whys and wherefores. They are looking for direct, declarative expression.

Television commercials are very expensive, but not out of reach if you've got sponsors or a good budget. Cable company prices can be reasonable and targetable.

Some companies or corporations dealing with environmental concerns are willing to help pay the bill if they can look good in the process. And some stations try to live up to their institutional responsibility with public service announcements-although they are no longer required by law.

Talk shows can be helpful. Don't forget they are a "performance." Chose your participant carefully (extroverted, experienced if possible, drama background useful) and make sure he or she prepares completely for any eventuality (mostly confrontational). The participant should wear pastel (no white clothing) and no shiny objects. If you wear glasses, make sure they are clean. Some stations use makeup.

The participant (even veterans) should expect to be nervous. This usually results in alertness. Eventually, the person will settle into the flow. Expect bright lights and heat, and motion and confusion in the background.

Event-oriented TV is the best, especially if it shows the District in a problem-solving, activist role. The installation of conservation practices, Envirothons, contests that contain action, farming activities, industrial responses --- those events with people, action and color.

Exchanging expectations with TV professionals is important. Districts must learn to fit in with the values of TV pros-by talking to them, working with them.

GRAPEVINE SYSTEM OR REFERRAL NETWORK:

"Getting the word out" into the community or into specific groups of people can be a very effective public relations tool.

Gaining entry is the critical part. Identifying the "gatekeepers" or "centers of gravity" is critical. These are people who gather and pass on information within groups. In communities they may be bartenders, hairdressers, barbers, gas station attendants, waitresses, etc. In business they can range from the janitor to managers. They are usually extroverted, curious, and involved people.

Grapevines or networks can be narrow or broad. They can exist within a single company, for example. And within that company, the breakdown can be found between white and blue collar workers or even within departments. Typical community networks can be found centered on interests --- human services, governments, academia, health care delivery, etc.. The groups also can be divided as to sex, age, nationality, and race.

Once you have found entry through identified "gatekeepers" the flow (accuracy and speed) can be tested simply by inserting particular information and asking others what they have heard. Referral also is developed in the traditional sense. Make sure the people you serve "pass on the word." Ask them to become a supporter in ways they find convenient-from "word of mouth backing" to political activism. They may have names of potential customers and supporters.

Districts should keep a running list of network entry persons. They make excellent contacts for communications, fund raising, political work, and potential volunteers (associate directors etc.).

Networking within the conservation movement is very important, but be discerning in the selection of your "fellow teammates." Make sure there is compatibility and commonality, not only in mission, but in methods. Strength is found in coalitions only if they are able to pull and push in a focused direction. Again internal communications determines the quality of external communications.

ASSOCIATE MEMBERSHIPS

A system of associate memberships can enhance public relations. Individuals and groups may join the District. A list outlining mutual expectations and benefits may include:

Member:

• The idea of enhancing the power of the conservation movement via contributions and direct participation.
• Having availability to the flow of environmental information.
• Being able to socialize with people of common interest, individually or at events.

DISPLAYS AND DEMONSTRATIONS

Displays and demonstrations can get the District's message across but they take money, manpower and time. Use a professional if possible. Some basic rules about displays:

• Design them for easy transport and set-up.
• Visuality is critical --- pictures (video and still); bright colors; simple expression.
• Keep them timely.
• People should be able to identify with the expression. Answer the question: What does this mean to me?
• Concentrate on quality---materials, design and construction. Written materials and/or a trained person should accompany some displays. These displays serve as "teasers" to pull people into a given area. Stand-alone displays must provide a quick, simple and direct message.
• Motion helps. Displays with videos or moving parts gain attention.

Demonstration Projects

• Determine the need, audience and interest.
• Develop a budget; find a source of funding.
• Time/duration - short periods are probably better.
• Find an accessible or convenient location.
• Recruit support from agencies, groups.
• Don't cover too much and keep focused on the subject