1. LEGION
Prepared by:
The Royal Canadian Legion
Dominion Command
Public Relations Committee
359 Kent Street
Ottawa, ON
K2P 0R7
Tel: 613-235-4391
Fax: 613-563-1670
info@legion.ca
www.legion.ca THE ROYAL CANADIAN LEGION
PUBLIC RELATIONS MANUAL
& SPEAKER’S GUIDE
No. 800989
No. 800884

2. TABLE OF CONTENTS
PART 1
YOUR GUIDE TO PUBLIC RELATIONS
CHAPTER 1
EFFECTIVE PUBLIC RELATIONS FOR A HEALTHIER BRANCH............ 2
CHAPTER 2
THE LANGUAGE OF PUBLIC RELATIONS.................................. 5
Chapter 2 - Annex A
BIBLIOGRAPHY.............................................................. 10
CHAPTER 3
BUILDING AND MAINTAINING EFFECTIVE MEDIA RELATIONS.......... 11
CHAPTER 4
PREPARING FOR MEDIA INTERVIEWS..................................... 16
Chapter 4 - Annex A
SAMPLE MEDIA QUERY WORKSHEET...................................... 21
CHAPTER 5
WRITING A USABLE NEWS RELEASE: PRINT AND ELECTRONIC........ 22
Chapter 5 - Annex A
SAMPLE NEWS RELEASE. .................................................. 29
.
Chapter 5 - Annex B
NEWS RELEASE CHECK-LIST............................................... 31
Chapter 5 - Annex C
SAMPLE ELECTRONIC NEWS RELEASE.................................... 32
Chapter 5 - Annex D
ELECTRONIC NEWS RELEASE CHECK-LIST............................... 33
CHAPTER 6
WHEN AND HOW TO HOLD A NEWS CONFERENCE...................... 35
CHAPTER 7
LETTERS TO THE EDITOR: “DON’T GET INTO A WRITING
CONTEST WITH SOMEONE WHO BUYS INK BY THE GALLON”. ....... 40 .
CHAPTER 8
COMMUNITY RELATIONS................................................... 43
HOW DOES A BRANCH GO ABOUT BUILDING GOOD
COMMUNITY RELATIONS?.................................................. 43
CHAPTER 9
CREATING AND KEEPING A POSITIVE IMAGE. ........................... 46
.
CHAPTER 10
ADVERTISING AND MARKETING: SOME BACKGROUND
ABOUT THESE RELATED AREAS........................................... 49
CHAPTER 11
PUBLIC RELATIONS IN TIMES OF CRISIS.................................. 51
CHAPTER 12
SPECIAL EVENTS............................................................ 54
CHAPTER 13
THE INTERNET.............................................................. 57

3. PART 2
YOUR GUIDE TO PUBLIC SPEAKING
CHAPTER 14
FIRST IMPRESSIONS. ....................................................... 60
.
CHAPTER 15
TELLING THE LEGION STORY. ............................................ 61
.
CHAPTER 16
BE PREPARED. .............................................................. 62
.
CHAPTER 17
RESPECT YOUR AUDIENCE................................................. 63
CHAPTER 18
WHAT’S THE MESSAGE..................................................... 64
CHAPTER 19
WRITING TIPS............................................................... 65
CHAPTER 20
CONSTRUCTING A FRAMEWORK.......................................... 67
CHAPTER 21
YOUR OPENING............................................................. 68
CHAPTER 22
REAFFIRM YOUR MESSAGE. ............................................... 69
.
CHAPTER 23
YOUR NOTES................................................................ 70
CHAPTER 24
PRESENTATION POINTERS................................................. 71
CHAPTER 25
CONTROLLING NERVOUSNESS. ........................................... 72
.
CHAPTER 26
IMPROMPTU SPEAKING. ................................................... 73
.
CHAPTER 27
THE MEDIUM OF YOUR MESSAGE......................................... 75
CHAPTER 28
HOW TO STRENGTHEN YOUR VOICE..................................... 77
CHAPTER 29
ATTITUDE COUNTS......................................................... 78
CHAPTER 30
HANDLING QUESTIONS. ................................................... 79
.
CHAPTER 31
SUMMARIZE. ................................................................ 80
.
CHAPTER 32
CONCLUSION................................................................ 81
ii

4. PART 1
YOUR GUIDE TO PUBLIC RELATIONS
The Royal Canadian Legion

5. CHAPTER 1
EFFECTIVE PUBLIC RELATIONS FOR A
HEALTHIER BRANCH
WHAT IS PUBLIC RELATIONS?
101. Perhaps the easiest way to describe what public relations is, is to
start by describing what it is not. It is not “publicity”, it is not
“advertising” and it is not “coverage”. In fact it is a little of all
of those things and a lot more as well.
102. As far as The Royal Canadian Legion is concerned, public relations
is the active effort to provide Legion members, the public and
the news media with accurate, timely information about Legion
policies, programs and activities in order to create and maintain
support and understanding for those policies, programs and
activities.
103. Another way of putting it might be to say that public relations is
the active process of creating and maintaining a positive image
of The Royal Canadian Legion.
WHY WORRY ABOUT PUBLIC RELATIONS?
104. These days we live in a world which some may think is approaching
information overload. Governments, government agencies,
corporations, retailers and even individuals all compete for our
attention through a staggering variety of mediums.
105. Each day most people living in Canada have the opportunity to
get information from dozens of television channels, countless
radio stations, newspapers (local, regional, national and
international), magazines, flyers, brochures, telephones,
facsimiles, e-mail, the INTERNET, regular post, briefings,
meetings, conferences, seminars, workshops and, of course,
face-to-face conversations with other individuals.
106. This constant flow of information makes it increasingly difficult
for an organization, like The Royal Canadian Legion, to get its
messages to the public. It runs the very real risk of being “lost
in the crowd”.

6. 107. Gone are the days when practically every adult Canadian, and
most children, knew what the Legion was about, what it did
and, more importantly, supported its programs and objectives.
Nowadays, at least two generations have grown up without
experiencing the horror of war. While that is a tribute to those
who have served, it also means that serving one’s country has
become much less relevant for most Canadians.
108. Furthermore, there are now literally millions of Canadians who
have no appreciation of the concept of sacrifice. The general
neglect of history in Canadian schools, combined with the large
influx of new Canadians over the past 20 years, most of whom
have no direct connection or understanding of this country’s past,
present the Legion with a serious public relations challenge.
109. Without effective public relations those things the Legion holds
most dear and sacred may, like old soldiers, just fade away.
110. It is up to every Legion member to make sure this does not
happen. In fact, PR is the responsibility of everyone in the
Legion - whether ordinary, associate or affiliate member. Those
on the branch PR committee have an even bigger responsibility
because they are the ones who must plan and guide the branch
public relations efforts. The committee must decide what
information should be made public - remember, the aim is to
build and maintain the Legion’s image; when the information
should be released; how it should be transmitted; and. who
should receive it.
111. With a solid public relations effort by each and every branch
the word can be passed along and the Legion’s values can be
sustained. But, the Legion can no longer hide its light under
a barrel. It can no longer be assumed people know about the
good works the Legion does, nor can public support be taken for
granted. The secret is communications.
HOW WILL THIS MANUAL HELP IMPROVE BRANCH
PUBLIC RELATIONS?
112. This part of the manual will provide PR Committees with the
information they need to conduct effective public relations
campaigns in support of their branch activities. It contains
11 other chapters, each dealing with some aspect of public
relations.

7. 113. Where practical, information has been outlined in check-list
format to help those interested in getting information on “how
to do” specific tasks or prepare for specific events.

8. CHAPTER 2
THE LANGUAGE OF PUBLIC RELATIONS
TERMINOLOGY
201. Perhaps the most difficult step in learning about any specialized
field is the business of first mastering the language. By language
we do not mean French, English or Spanish, but rather the
terminology, the special combinations of words -most of which
in themselves are quite familiar - which when combined in a
certain context take on entirely new meaning.
202. This chapter contains brief explanations of some of the language
of public relations. Many of these terms appear elsewhere in the
manual, others may crop up from time to time in your dealings
with the media and people in other communications professions.
It should be noted that these terms are defined in such a way to
make them useful when reading this manual. They are arranged
alphabetically for your convenience.
a. Advertising: The commercial public promotion of goods and
services through the media.
b. Assignment Chief: The manager in a media agency
responsible for detailing reporters to cover specific activities
and events. (see also “News editor”).
c. Attribute: To indicate spoken or written words belong to a
specific individual.
d. Backgrounder: A document, usually produced by a public
relations organization, to explain a subject or event in some
detail (see Fact Sheet).
e. Byline: The name of the reporter who researched and wrote
the story. Bylines normally acknowledge a particularly high
level of original content and, in the words of the CP Style
Guide, “send a public signal of a job well done.”
f. Camera operator: The individual responsible for filming or
videoing material for broadcast. Camera operators may be
mobile, as in the case of electronic news gathering (ENG)

9. operators, or studio-based, as in the case of those who film
news and public affairs programs for broadcast.
g. Camera-ready: Term used to describe material in the final
stages of preparation for printing. Material is photographed
prior to production of printing plates from which multiple
copies are made. Today, “camera-ready” more often
describes the final version of work on electronic disc.
h. Caption: The wording appearing under a photograph,
illustration or cartoon.
i. Communications: The generic term used - often with
confusing results - to describe public relations, public
information and public affairs activities.
j. Community Relations: That aspect of PR which seeks to
develop and maintain positive, healthy relationships, at
all levels, between Legion members and the people and
institutions in the towns where they live.
k. Copy: Printed material - news, features, editorials.
l. Cutline: A comprehensive photo caption which provides
background information about events related to the action
in the photograph as well as describing the action itself.
m. Daily: A newspaper published every day.
n. Deadline: The latest time by which material must reach a
reporter to allow its inclusion in material being prepared for
the next publication/broadcast target.
o. Editor: The manager in a news gathering agency who directs
the preparation of a publication, or part of a publication,
and reviews and amends material submitted for inclusion
in that part of the publication for which he or she has
responsibility.
p. Exclusive: A story being covered by only one individual or
news agency, usually from a very specific point of view.
q. Fact sheet: A document, usually produced by a public
relations organization, to explain a subject or event in some
detail (see Backgrounder).

10. r. Feature story: A report dealing with an issue in considerable
depth, often with a particular viewpoint.
s. Graphics: Photographs, cartoons, art-work, special logos -
anything that is not “copy”.
t. Headline: The words appearing at the beginning (head) of
all news, feature and editorial items. (Note: Reporters do
not write headlines. That is the job of headline writers.)
u. Image: How an individual or organization appears to the
general public. It is often not a reflection of that person or
organization’s true character or nature.
v. Interview: A conversation between a journalist and an
individual, usually in the form of a series of questions
and answers, for the purpose of obtaining information for
publication or broadcast.
w. Journalist: The generic term used to describe those who
work for media agencies. Nowadays it is most often used to
describe reporters who work for print agencies.
x. Leaks: Unofficial information disclosures to the media,
usually from anonymous sources.
y. Marketing: The business of assessing consumer needs and
desires, then creating a demand for specific products.
z. Media: Those agencies which report, analyse, comment
upon and in some cases, create the news.
aa. Media Relations: The dynamics of working effectively with
the media.
bb. Medium: The means by which a message is delivered. Within
the media world the most common mediums are radio,
television and print; however, the INTERNET is gradually
making headway and may soon be worthy of inclusion with
the other three giants.
cc. Monthly: A publication which is released each month.
dd. News: Very recent events. From the word “new” and also
the acronym for “North, East, West, South”.

11. ee. News conference: A gathering to provide a large number of
media agencies with the same message, at the same time in
the same place.
ff. News Director: The manager in a media agency responsible
for detailing reporters to cover specific activities and events.
(see also “Assignment Chief”).
gg. News release: A story prepared and issued to the media by
an organization describing events or activities considered to
be worthy of publication or broadcast by the media.
hh. News story: The most basic form of journalism. It describes
a very recent event by answering the basic questions “who”,
“what”, “when”, “where”, “why” and “how”.
ii. Periodical: A publication (newspaper, magazine, etc...)
which appears on a regular basis.
jj. Photographer: An individual who takes photographs for
publication.
kk. Promotions: Activities intended to attract public attention
and positively influence participation in specific events.
ll. Public Affairs: Matters having to do with the public.
This term replaced “public information”, which in turn
replaced “public relations” as the popular way to describe
organizations, particularly at the federal government level,
dedicated to positively influencing public opinion.
mm.Public Relations: The business of creating a public
environment which is favourably disposed toward a given
organization.
nn. Quotation: Spoken or written words belonging to a specific
individual.
oo. Reporter: One who gathers information to prepare material
for publication or broadcast.
pp. Scoop: The first story dealing with a major news event. At
one time, an agency’s scoop preceded the competition by a
full publication day; however, in these electronic times, a
scoop usually enjoys a much shorter life-span.

12. qq. Sources: Individuals who provide reporters with
information.
rr. Weekly: A publication which is released each week.
WHY HAVE A BIBLIOGRAPHY?
203. This manual represents many hours of research. Although it
provides answers to many PR questions, it would be naive to
think it answers them all. In fact, some questions seem to go
unanswered, not matter how much research is carried out.
204. Those who are interested in follow-up research, or just
interested in doing some supplementary reading, may wish to
make use of the bibliography included at the end this chapter
(Annex A). These are the sources for some of the information
contained here.
205. Except for the obvious exceptions - like the Oxford Concise
Dictionary - they all make for interesting reading and they will
all help to increase your understanding of the fascinating and
complex world of public relations.

13. Chapter 2 - Annex A
BIBLIOGRAPHY
Buckley, Peter (Ed.) The Canadian Press Style Book: A Guide for Writers
and Editors, (The Canadian Press, 36 King Street East, Toronto,
1993)
Concise Oxford Dictionary of Current English, Second Edition, (Oxford
University Press, Oxford, U.K.: 1993)
Cook, Jeff Scott, The Elements of Speech Writing and Public Speaking,
(Collier Books, Macmillan Publishing Company, Toronto: 1989)
Debelak, Don, Marketing Magic (Bob Adams, Inc., Holbrook,
Massachusetts, 1994)
Hahn, Fred E., Do-It-Yourself Advertising, (John Wiley Sons Inc., New
York, Chichester, Brisbane, Toronto, Singapore, 1993)
Hogan, Gregory, Events Promotion, (mcKeen, hogan associates
communications, Ottawa, 1990)
Maul, Lyle and Dianne Mayfield, The Entrepreneur’s Roadmap to Business
Success, (Saxtons River Publications, Alexandria, V.A., 1990)
Mogel, Leonard, Making It in Public Relations, (Macmillan General
Reference, A Simon Schuster Macmillan Company, 1633
Broadway, N.Y., N.Y., 1993)
McPhail, Thomas L., and McPhail, Brenda M., Communication: The
Canadian Experience, (Copp Clark Pitman Ltd, Toronto, 1990)
Proudfoot, Gordon F., Privacy Law and the Media in Canada, (The
Canadian Bar Foundation, 1984)
Vipond, Mary, The Mass Media in Canada, (James Lorimer Company,
Publishers, Toronto, 1989)
Shiller, Ed, Managing the Media, (Bedford House Publishing Corporation,
Toronto, 1989)
10

14. CHAPTER 3
BUILDING AND MAINTAINING EFFECTIVE
MEDIA RELATIONS
WHY IS IT IMPORTANT FOR YOUR BRANCH TO WORK
TOWARDS BUILDING AND MAINTAINING A SOLID
WORKING RELATIONSHIP WITH YOUR LOCAL MEDIA?
301. The first, and probably the best reason is the media can help your
branch in many ways - ways you may never have considered.
302. By working with local editors and reporters, you can promote
branch activities, gain recognition for significant achievements
by the branch and its members, maintain a positive public image
and help build good community relations.
303. Through the media you can take part in public discussions about
local and regional subjects of importance to the Legion, and
even add the Legion’s grass-roots voice to debates on issues of
national significance.
304. Always remember, the media provide most Canadians with all
their information about international, national, regional and
local events. That is why the media is perhaps the best way
to reach the public with information about the programs and
activities of The Royal Canadian Legion.
305. The positive aspects of building and maintaining good media
relations can not be over-emphasised.
HOW CAN YOUR PR COMMITTEE GO ABOUT MEETING
THIS CHALLENGE?
306. Begin by keeping an open mind. The media, as an institution,
is often regarded with suspicion by some and distrust by many;
however, it is worth noting that they do operate under some
fairly strict guidelines.
307. The Canadian Press (CP), one of Canada’s principal news-
gathering organizations, lists eight of the most important
practices which should guide its employees in the performance
of their journalistic duties. They are:
11

15. a. Investigate fully - when in doubt cut it out.
b. Cite competent authorities and sources - have proof
available.
c. Be impartial - give fair representation to all sides.
d. Stick to the facts - without editorial opinion or comment.
e. Admit errors - promptly, frankly.
f. Don’t be quick to dismiss criticism and complaints.
g. Respond sympathetically and quickly when an error has been
made.
h. Every story shown to be erroneous and involving a corrective
must be drawn to the attention of the supervisory staff.
308. The “media” are really just people doing a job - a job most
of us would agree is important. In spite of some of the horror
stories we have all heard over the years, it is possible to form
productive working relationships with media representatives in
your area, especially if your PR committee is prepared to do
some work.
309. All successful relationships are based on mutual trust, respect
and understanding. In most cases, it will be up to the branch PR
committee to take the first step. That is simply because most
reporters cover a wide area during the course of their working
day, often working on several story assignments at a time. Your
committee, however, is interested exclusively in telling the
Legion’s story, so take the initiative.
310. Begin by getting to know who you will be dealing with. If
your branch has journalists among its ordinary or associate
membership, take advantage of their contacts and knowledge.
As long as they are not placed in a conflict-of-interest situation,
most will be pleased to help the committee with advice, even if
they feel they are not able to be active committee members.
311. Don’t be shy. Call the local newspaper editor, radio or television
assignment chief and book a few minutes just to say hello. They
are often very busy - to them, time really is money - but they
like to know who they may be running into in the community and
12

16. most likely will agree to a short get-together, probably during a
coffee break or at lunch.
312. Prepare yourself for the meeting by gathering some background
material on the branch - history, major projects in the community,
the names and telephone numbers of branch contacts - but do
not show up with too much paper. Be prepared to answer
questions about your branch, after all, asking questions is what
journalists do for a living and although your first visit may seem
like a social call, it will be very much a business meeting for both
parties.
313. Have questions of your own ready. Ask if a certain reporter
covers service organizations or veterans and military affairs.
Find out the deadlines for publications and news broadcasts.
See if there are any feature writers, columnists or public affairs
programs which concentrate on issues of interest to the Legion
- seniors, youth programs, fund-raising, etc...get copies of the
agency’s advertising rates and find out their policies regarding
community service messages.
314. Once you have all this information - and the media know who to
call at the branch - your branch is in a position to begin building
a good working relationship with the press.
WHAT ARE SOME OF THE BASIC GUIDELINES YOU CAN
FOLLOW TO SERVE YOUR BRANCH THROUGH EFFECTIVE,
PRODUCTIVE MEDIA RELATIONS?
315. After you have established contact with your local media
outlets, day-to-day dealings will determine how positive your
relationship remains.
316. Attitude is a very important factor for anyone dealing with the
media, either as a branch representative for an event or activity,
or as a spokesperson responding to media queries. Media relations
representatives from the branch should be approachable, well-
informed and enthusiastic about branch matters and capable of
dealing one-on-one with print and electronic journalists.
317. There are a number of guidelines your branch PR committee
members can follow to help maintain good media relations:
a. Be polite and courteous.
13

17. b. Be well-informed about local media needs - deadlines, etc...
as well as significant policies, programs and activities.
c. Use common sense when dealing with reporters.
d. Be fair in dealing with various media agencies. News items
should be provided to all agencies although some features
may be more selectively distributed.
e. Be helpful in assisting media representatives in obtaining
information they need.
f. Have reasonable expectations. Competition for space and
broadcast time is fierce and it is up to editors and news
directors which items are used.
g. Be accurate. Check and confirm factual information.
h. Return media calls as soon as possible.
i. Never ask to see a story before it is printed or broadcast.
Stories are the property of the media agency.
j. Avoid the temptation to tell the media how to do their job.
Simply providing information is not a license to dictate the
story’s slant.
k. Make your own arrangements to keep records of media
material. Do not ask for clippings or tapes. It is a branch
responsibility to keep records of published and broadcast
material.
l. Objectively assess the true news value of branch activities
and avoid wasting valuable good will by promoting stories
with little or no news value or potential public interest.
m. Remember deadlines. Find out when the information
is needed, then do your best to provide it, but don’t
compromise accuracy for timeliness. Deadlines are
ultimately journalists’ responsibility.
n. Never be facetious or try to be humorous.
o. Never lie.
14

18. p. Never boycott an agency or journalist because of one
unfavourable report.
CHAPTER RECAP
318. The media can be of tremendous assistance to your branch.
Take the time and make the effort to get to know them. It will
pay dividends.
15

19. CHAPTER 4
PREPARING FOR MEDIA INTERVIEWS
WHAT TO REMEMBER WHEN RESPONDING TO MEDIA
QUERIES?
401. From time to time, your branch will no doubt receive queries
from the media about branch events or branch members. Often
these questions will be asked because of information released by
your PR committee. In other instances, they may be caused by
announcements or activities at either the Provincial or Dominion
Command level.
402. No matter why the questions arise, there are number of common
sense guidelines Legion members can follow when dealing with
media queries.
a. Find out exactly what the question is. Ask what the reporter
wants -interview(s), branch visit, suggestions concerning
interview subjects - and when it is needed.
b. Be sure the branch is the right place for the journalist to
be looking for the information. Should they be referred to
zone, district, command or even Dominion Command level?
If necessary, consult with the branch executive.
c. Get the name of the reporter(s) and the news agency
represented. It is very worthwhile to make a record of all
media contacts. A sample “Media Query Worksheet” is at
Annex A.
d. Always be courteous and polite throughout your dealings
with the journalist.
e. Find out if the journalist is working to a deadline, and if so,
make every reasonable effort to help meet that deadline.
f. Make sure the right person or persons will be representing
your branch as spokespersons once the PR Committee is sure
your branch is the right place.
16

20. WHY DO THE MEDIA WANT INTERVIEWS?
403. The media want interviews because it is the best way to quickly
get the facts, find out varying points of view and prepare a
balanced report. Very often, stories we feel lack balance are
the result of one side or another in an issue not agreeing to
provide the media with their side of the story.
404. Interviews also give a story credibility. For example, it is much
more believable to read that someone actually said something
happened, than to read that something is alleged to have
happened. The Branch President confirming poppy receipts are
up 20% over last year is more credible than a rumour of the same
increase.
WHY SHOULD YOUR BRANCH AGREE TO MEDIA
INTERVIEWS?
405. Properly handled, a media interview is a good way to spread
the Legion message. An interview with the right person -
someone who knows the real story and is familiar with the facts
- can serve the branch by promoting the Legion point of view,
dispelling rumours, confirming successes and clarifying points of
view.
406. A well prepared interview also enhances the Legion’s public
image, raises the branch’s profile and contributes to the personal
satisfaction of the member interviewed.
WHAT ARE SOME OF THE SECRETS TO GIVING A
POSITIVE MEDIA INTERVIEW?
407. A media query is often the first step leading to an interview -
indeed, the ultimate response to a media query is a full-fledged
interview. A great many people, including some very prominent
figures, are uncomfortable with the idea of having to deal face-
to-face with a journalist.
408. While this is certainly understandable, knowing how to go about
giving a good media interview is essential for anyone who may
be called upon to provide the public with information about the
Legion through the news media. When faced with the prospect
of having to talk to the media remember, the person being
interviewed is the expert, not the reporter.
17

21. 409. That is just the first of 10 basic guidelines for anyone called upon
to give a media interview - be positive. Take a constructive
approach to the questions and emphasise those points which will
present the most favourable image, from The Royal Canadian
Legion’s point of view. Here are the other 9 guidelines.
410. Be certain the right person is doing the interview. Does the
person selected actually have the knowledge and the authority
required to best represent The Royal Canadian Legion? Before
giving an interview make sure your branch has advised the
necessary people in your chain of command and is following any
special rules which may apply to dealings with journalists.
411. Listen carefully to the questions and only answer the question
being asked. Make sure the questions asked, and the answers
provided, are understood. Avoid cluttering answers with
unsolicited or unnecessary information.
412. Be honest. If the information requested is appropriate for public
release it should be made available.
413. Be concise. Answers should be to the point. This reduces the
likelihood of confusion.
414. Avoid speculation, stick to information which is known to be
true.
415. Never guess. If a question can not be answered because of lack
of information, the interviewer should be told, but, every effort
should then be made to get the information to the reporter as a
timely follow-up.
416. Assume everything is “on the record”.
417. Avoid policy issues beyond stating and explaining what current,
approved policies are.
418. Review any background material being given to the journalist to
be sure it is current and accurate.
419. For PR committee members, branch executive members and
anyone else who may have to “meet the press”, here are some
additional interview pointers in the form of a list of “do’s and
don’ts”:
18

22. a. Do avoid “yes” and “no” answers.
b. Do leave political Legion questions to be answered by
elected branch, zone, district and command officials.
c. Do be helpful in assisting media representatives in obtaining
information they need.
d. Do be accurate. Check and confirm factual information.
e. Do return media calls as soon as possible.
420. Don’t forget the don’ts:
a. Don’t ask to see a story before it is printed or broadcast. It
is the property of the media agency.
b. Don’t tell the media how to do their job. Simply providing
information is not an initiation to try to dictate the story’s
slant.
c. Don’t ask for clippings or tapes. It is up to the branch to
make sure records of published and broadcast material are
kept on file.
d. Don’t try to be funny.
e. Don’t lie.
f. Don’t assume a reporter is either well-informed or
uninformed.
g. Don’t let the media put words in your mouth.
421. Finally, and most important of all, don’t hesitate to contact your
provincial command and then Dominion Command PR staff for
assistance at any time in your dealings with the media.
CHAPTER RECAP
422. Nowadays, there is no doubt your branch will occasionally
receive queries from the media. Always keep in mind that a well-
prepared interview is not only a good way to spread the Legion
19

23. message, it is an opportunity to improve the Legion’s positive
image and further enhance its standing in your community.
Note: Dominion Command conducts periodic media relations and
interview techniques training sessions. Contact the Chief of
Public Relations for more information.
20

24. Chapter 4 - Annex A
SAMPLE MEDIA QUERY WORKSHEET
Branch:______________________________
Date:___________________________ Time:_________________
Reporter’s Name:_______________________________________
Representing:__________________________________________
Telephone Contact(s):____________________________________
Question/Query:________________________________________
______________________________________________________
Action Taken:__________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
Name of Person Taking Action:____________________________
21

25. CHAPTER 5
WRITING A USEABLE NEWS RELEASE: PRINT
AND ELECTRONIC
WHAT IS NEWS?
501. Every story that appears in a newspaper or is broadcast on radio
or television either informs, educates, entertains or promotes.
Furthermore, without exception, every news story has one or
more of the following elements:
a. Prominence - stories about, or featuring, someone of local,
regional, national or international importance - the mayor,
a reeve, a cabinet minister or foreign dignitary - or a sports
figure, TV personality, movie star, famous scientist, etc...
b. Money - stories about the loss, winning, spending, donation
of money.
c. Sex - stories about romance, infidelity, non-traditional
gender employment issues, etc...
d. Disaster - stories about flood, fire, famine, outbreaks of
disease, road, rail, air and sea accidents, etc...
e. Humour - stories with a funny angle.
f. Human interest - stories which are unusual and appeal to our
natural interest in people.
502. Now you may not think Legion branch news releases would
contain any of these elements. But stop for a moment and think
about the kind of stories that might be the subject of a branch
news release.
WHAT IS LEGION NEWS?
503. Here are a few examples of the types of stories your branch PR
committee might be trying to tell:
a. Branch members taking part in Provincial or Dominion
Command events. Human Interest.
22

26. b. Volunteer efforts and fund-raising events. Human Interest
and Money.
c. First woman elected branch president. Sex and
Prominence.
d. Legion helps needy families after apartment fire. Human
Interest and Disaster.
504. As you can see, each of these “stories” contains one or more
news elements. Those elements are what catch an editor’s eye
and give your release a chance of being printed or broadcast.
WHAT MAKES A GOOD NEWS RELEASE?
505. A well written news release is an excellent way to give the
public information about Legion events and activities. Releases
are also useful as a way to advise editors and news directors of
happenings in the Legion world - happenings they may wish to
cover in greater depth using their news staff.
506. Information in a news release must first and foremost be about
something newsworthy and it must always answer the five basic
“W’s” - who, what, when, where and why - as well as the single
“H” - how.
507. The news release is a good way to pass along information in a
brief, uncluttered, standard format. Releases are written in
simple language using the active voice and the present tense.
Avoid jargon!
508. News releases should be “upbeat” - light but not frivolous.
Limited use can be made of good quotations to improve both
the “readability” and credibility of a release, but avoid rambling
narratives, or overly technical descriptive passages.
509. For spelling, punctuation and other standards of style, it is
suggested that the branch provide the PR committee with a copy
of the CP (Canadian Press) Style Guide. Failing that, they should
at least provide a good dictionary.
510. Ideally, a news release should be only one double spaced, 8.5”
by 11” page long.
23

27. 511. Tone is very important. News releases are neutral and adjectives
- especially superlatives - should be used sparingly. Editors “only
want the facts”.
512. Most news releases are written from the “top down”. In fact,
the classic news release format is described as an “inverted
pyramid”. The most important material is contained in the
“lead”, or first paragraph (often all of the five “Ws” and the “H”
are answered in this first sentence or paragraph). Information of
secondary importance is in the “bridge” and less vital material
left for the “body”. See Figure 1.
Figure 1.
Lead
Bridge
Body
513. By arranging the information in diminishing order of importance,
editors can easily cut the story from the bottom up, without
removing the most significant material. This works well when
space is at a premium and may mean the difference between
your branch story getting into the paper or going on the editor’s
spike.
514. The release should always include the name and telephone
number of a contact person, outside the body of the release
- unless the option to contact that person is part of the story.
Reporters and editors will use contact information to confirm
factual material and ask follow-on questions dealing with
anything they think was not covered in the release. Be sure you
have supporting material close at hand and be ready to answer
questions after a news release is issued.
515. Finally, treat the media fairly. News releases should be provided
to all agencies - not just the ones which traditionally favour
Legion items. By the same token, if a journalist comes to your
branch with an idea for an exclusive story, avoid the temptation
to call other agencies with the same idea or angle.
24

28. 516. A sample print news release is at Annex A to this chapter and a
news release check-list is at Annex B.
WHAT ARE THE DIFFERENCES BETWEEN WRITING FOR
PRINT AND WRITING FOR RADIO AND TELEVISION?
517. The main difference between writing for print and for broadcast
is style. Print and electronic media expect the same degree of
newsworthiness in a release and they all want answers to the
five “Ws” and the “H”.
518. But radio and television journalists are slaves to time just as
newspaper journalists are slaves to space. A given radio news
broadcast of five minutes duration might contain 10-15 news
items and one or two feature reports. To even hope to get your
branch’s story on the air, your PR committee must understand the
need for brevity. In fact, the watch-word for broadcast writing
is “short”: short words, short sentences and short releases.
519. A really interesting story might rate 30 seconds of air time, a
reasonably interesting item 15 seconds.
520. When writing for radio and television a good technique is to take
your print news lead - read it out loud and time it - then rework
it into short, easily read sentences. Spell out difficult names and
any foreign words phonetically and be sure to double or triple
space the final version.
521. A sample electronic news release is at Annex C to this chapter.
An electronic news release check-list is at Annex D.
WHAT IS A PUBLIC SERVICE ANNOUNCEMENT?
522. Before leaving the area of broadcast writing, it would be useful
to briefly mention the “public service announcement” or PSA
523. The PSA is the closest the media comes to offering free
advertising. CRTC regulations require that all radio and
television stations devote specific quotas of time to community
service-type announcements.
25

29. 524. While this will not help you get a news item to air, it can be
a very useful tool for promoting branch activities such as, the
Poppy Campaign, parades and special events.
525. The guidelines for PSAs are exactly the same as those for
broadcast news releases - they should be brief, concise and
accurate.
526. Deadlines vary and many stations require a copy for each
program slot which uses PSAs - another good reason to have the
PR committee establish and maintain good relationships with
program producers. Most programs receive hundreds of PSAs
each week and producers select and run those they think are
the most appropriate and representative of the community their
station serves. By keeping in close contact with these producers
you will be better able to judge when PSAs are likely to have the
best chance of being broadcast.
HOW ARE NEWS RELEASES DISTRIBUTED?
527. A number of factors determine how to go about distributing your
branch’s news releases:
a. Urgency - How soon must the information reach the media?
Are you up against tight deadlines, or are you sending out
information about an event coming up in the near future?
b. Number of agencies involved - How many news organizations
do you have to reach? Are they located in a number of
widely separated locations or concentrated in one district?
c. Delivery options available - Does your branch have access to
facsimile (fax) service, INTERNET or other electronic mail
(e-mail) methods? Do you have a standing agreement with
a local courier service? Does the branch keep a roster of
volunteer drivers who are available to do Legion business?
528. The more urgent the release, the greater the requirement for
speed of delivery. Use common sense and these guidelines to
determine how best to distribute your branch news releases:
a. Very urgent (same day or to meet current day deadline) -
telephone, followed up by fax, hand delivery or e-mail.
26

30. b. Some urgency (next working day) fax, hand delivery or e-
mail.
c. Routine (within 2-5 days) mail, fax or e-mail.
529. Releases dealing with information about events taking place in
more than five days can go by mail, with a follow-up telephone
call, fax or e-mail a day or so before the event.
530. It is always a good idea to call the agencies on your distribution
list to confirm they have received your release, especially in
very important and/or urgent cases.
WHAT ABOUT PHOTOGRAPHS AND GRAPHICS?
531. Nothing enhances a story more than a good photograph or
graphic (picture, crest, map, etc...). The Dominion Command
Supply Department stocks a good selection of camera-ready,
suitable for publication artwork featuring the Legion badge and
Remembrance and Poppy material.
532. These items, along with photos can really help sell your stories.
If you have any amateur photographers in your branch, consider
trying to persuade them to use their talents to help illustrate
branch releases.
533. Here are a few guidelines to keep in mind when taking pictures
for use in newspapers:
a. Avoid the “grip and grin” shot - two people shaking hands,
ginning at the camera. For example, if one member has
received an award, take a picture of that person with the
presentation; if a group receives the same award take a
group shot, but remember to make sure the faces in the
picture are at least as big as a dime when the print is
developed.
b. Where possible, take pictures of people doing something.
c. Unless absolutely necessary, use pictures of people.
Even photos of people doing nothing are generally more
interesting than pictures of inanimate objects.
d. Take a number of shots and pick the best one.
27

31. 534. When writing captions, follow these basic rules:
a. Start by describing the action in the photo, using the present
tense.
b. Name everyone in the picture, starting from left to right,
or if necessary, back to front, again, going from left to right
along each “row”.
c. If, (worst case) there are no people in the photograph,
as might be the case for example, with a photograph of a
new branch building, consider lifting a quotation from the
release to illustrate the photo.
d. Be sure to have a enough copies of your photos developed to
send out one of each selected with every release.
e. Do not expect to get the pictures back. If you need file
copies, get them printed separately.
WHAT DOES A TYPICAL LEGION NEWS RELEASE LOOK
LIKE?
535. To see what a typical Legion news release might look like, turn
to Annex A.
CHAPTER RECAP
536. Remember, the news release is an excellent way to pass along
branch information, if the information is newsworthy. Keep
your releases simple and answer the six basic questions “who”,
“what”, “when”, “where”, “why” and “how”. Select the best
way to pass it to the media and always be prepared for follow-up
inquiries.
537. Have reasonable expectations. Simply “putting out a news
release” is no guarantee it will turn up word-for-word in the
local paper. After all, competition for space and broadcast
time is fierce. But if your release is clear, newsworthy and well
written, chances are good it will be used and, if it not, that the
editor will call your branch to arrange for a reporter to visit.
28

32. Chapter 5 - Annex A
SAMPLE NEWS RELEASE
Legion News 1
The Royal Canadian Legion, Br. No. 999, Heretown, PEI
6 November, 200X2
Remembrance Day Ceremony Planned for Cenotaph3
Heretown4 -- The Royal Canadian Legion Branch No 999, will
conduct the 200X Remembrance Day Ceremony at the Heretown
Cenotaph between 10:30 and 11:30 a.m., Friday, November 11.5
Mrs. Shirley Jones, 92, of the Heretown Seniors’ Retirement Home
will be among the local dignitaries taking part in the ceremony.
Mrs. Jones is Heretown’s 200X Silver Cross Mother. Her son,
James, was killed in March 1945 while serving with the Royal
Canadian Artillery in Germany. Mrs. Jones represents all local
mothers whose children have died while on military service.6
Joining Mrs. Jones will be children from the Heretown Elementary
School, Navy, Army and Air Cadets and local dignitaries including
[ m o r e ]8
29

33. - 2 -9
His Worship, Mayor John Digby and the full Heretown Town Council.
This year’s Service of Remembrance will be conducted
jointly by Monsignor Patrick O’Rielly of St. Peter’s Basilica
and Canon Al Carmichael of St. Luke’s Anglican Church.7
Branch 999 has been organizing and conducting the
Remembrance Day Ceremony in Heretown for over 55 years.
It provides citizens of the community with the chance to
remember the sacrifice made by the more than 117,000 men and women
who have died on military service during two World Wars and the Korean War.
- 30 -10
For more information call Jack Higgins or Joe Mackenzie at 555-
1234.11
30

34. Chapter 5 - Annex B
NEWS RELEASE CHECK-LIST
The following check-list recaps material covered in this
chapter, and highlights some of the technical points for
considerations when you prepare a routine news release:
* To whom is the release directed?
* Does the release conform with the CP Style Guide?
* Does the release answer the five W’s and the H?
* Have all appropriate agencies been provided with copies of the
release?
* Is the information arranged in declining order of
importance?
* Is the release brief (200-250 words)?
* Is the release double-spaced?
* Is the release on branch letter-head or Legion news release
stationary with a contact person and phone number?
* Is the release dated?
* Are exact dates used? “May 26, 1997” - not “this
Monday”.
* Is “MORE” used at the bottom of the page if there is more than
one page of copy?
* Does the symbol “- 30 -” appear at the end of the release?
* Is “editors note” positioned after the “- 30 -”?
* Is the branch executive aware the release is being made?
* Is there a copy of the release on file at the branch?
31

35. Chapter 5 - Annex C
SAMPLE ELECTRONIC NEWS RELEASE
Legion News 12
The Royal Canadian Legion, Br. No. 999, Heretown, PEI
6 November, 200X13
200X Remembrance Day Ceremony14
The Royal Canadian Legion Branch No 999 will conduct the 199X
Remembrance Day Ceremony at the Heretown Cenotaph, Friday,
November 11 from 10:30 to 11:30 a.m. Mrs. Shirley Jones, 92,
of the Heretown Seniors’ Home is this year’s Silver Cross Mother.
She will be joined by local children and town dignitaries, including
His Worship, Mayor John Digby. Services will be conducted by
Monsignor Patrick O’Rielly and Canon Al Carmichael. For more
information call Jack Higgins or Joe Mackenzie at 555-1234.15
####16
For more information contact Jack Higgins or Joe Mackenzie at
555-1234.17
75 words (30 seconds)18
32

36. Chapter 5 - Annex D
ELECTRONIC NEWS RELEASE CHECK-LIST
This check-list includes points of special concern for those
preparing electronic news releases:
* To whom is the release directed?
* Does the release conform with the CP Style Guide?
* Does the release answer the five W’s and the H?
* Have all appropriate agencies been provided with copies of the
release?
* Is the information clear, concise and complete?
* Is the release brief (15-30 seconds duration)?
* Is the release double or triple-spaced?
* Is the release on branch letter-head or Legion news release
stationary with a contact person and phone number?
* Is the release dated?
* Are exact dates used?
* Is “MORE” used at the bottom of the page if there is more than
one page of copy?
* Does the symbol “#### “ appear at the end of the release?
* Is “news directors note” positioned after the “#### “?
* Is the branch executive aware the release is being made?
* Is there a copy of the release on file at the branch?
Notes:
1. Use Legion letter-head or news release stationary.
33

37. 2. Date the release.
3. Title the release.
4. Date-line the release, especially if it is being sent to out-of-town
agencies.
5. The “lead” contains as much of the most important information
as possible - in this case, who, what, when and where.
6. The bridge contains additional information.
7. The body contains information of interest, but not vital to the
story.
8. Indicates more copy on the next page.
9. Number pages.
10. This symbol indicates the end of copy. All information below the
“30” is administrative in nature and not for publication.
11. Don’t forget the contact name(s) and telephone number(s).
12. Use Legion letterhead or news release stationary.
13. Date the release.
14. Title the release.
15. Use only the most important information from your print release.
Keep the sentences short. Note that contact numbers may be
mentioned in the body of the story for electronic releases.
16. Use this symbol to indicate the end of copy.
17. Repeat contact names and number at the end of the release.
18. Note your word-count and rough timing.
34

38. CHAPTER 6
WHEN AND HOW TO HOLD A NEWS
CONFERENCE
WHEN SHOULD YOUR BRANCH CONSIDER HOLDING A
NEWS CONFERENCE?
601. The news conference is a very good way for one person, group of
people, or an organization, to reach a large number of journalists
with the same message, at the same time, in the same place. It
is an excellent communications tool if it is the right tool for the
job at hand.
602. All news conferences must be well-organized with particular
attention paid to the needs of the media. After all, if your
branch decides to hold a news conference it is actually hosting
the media. It will be up to the branch executive and the PR
committee to make sure the branch acts as a proper host.
603. Generally speaking, a news conference is only held under
very exceptional circumstances to announce events of major
significance. For the Legion that might include a decision by all
branches in one community to band together for the first time
to run a community-wide poppy campaign. It might be used to
kick-off a major hospital fund-raiser or, perhaps announce a new
Legion-organized seniors program for the community.
604. News conferences are not appropriate to announce the results
of branch elections, branch sports events or any activity your
common sense tells you is really routine. Remember the
elements of a news story and ask yourself whether the event in
question is truly newsworthy. If you still have doubts, ask a few
of local journalists for their opinion - they will not hesitate to
advise you if they think a news conference is needed.
HOW DO YOU ORGANIZE A NEWS CONFERENCE?
605. Preparing for a news conference is one of the biggest challenges
a branch PR committee is likely to face. Fortunately, they are
very rarely required, but to assist those who may be called upon
to organize and run a news conference at the branch level - or,
35

39. at any other level, up to an including Dominion Command - this
10-point check-list should be of great value:
a. Be absolutely certain a news conference is the best way to
deliver your message. The media will assume, quite rightly,
that a news conference would be called only in the event
of an announcement, or occurrence, of exceptional news
value. If your news conference turns out to be a “false
alarm” in their opinion, it is unlikely journalists will turn out
for your next big announcement.
b. Select the proper spokesperson. Although it is always
advisable to have subject experts on hand to provide
knowledgeable, or specialist information - poppy, seniors,
youth committee chairman - the principal spokesperson
should always be the most senior, knowledgeable person
available.
c. Select the proper location. Make sure the location you chose
is large enough to accommodate the numbers of media likely
to attend. Be sure adequate electrical power is available to
accommodate the drain caused by television lights and make
sure the location is easily accessible so that media attending
do not have to carry heavy equipment long distances or up
endless flights of stairs. Be sure the room is well ventilated
in summer or comfortably heated in winter.
d. Invitations. Send out a media advisory in good time - usually
about four or five days before the news conference. Then
follow-up the day before with telephone calls to editors
and news directors. On the day of the news conference
have a media register to record the names and agencies of
journalists attending.
e. Prepare information kits and hand-outs carefully. Part of
the planning for a news conference includes deciding what
material, if any, will be made available to the media in
information kits. Kits are valuable aids because they allow
the Legion member conducting the news conference to
refer journalists to the kit for answers to routine questions,
statistics, etc... However, he or she must be completely
familiar with the contents of the kit. Credibility can suffer
a great deal if journalists are told an answer can be found in
the information kit and that answer is not there. Information
kits and copies of prepared remarks should be distributed
36

40. before the news conference starts. This is important for
television and radio reporters as it allows them to preview
remarks and determine, in advance, which portions to
record.
f. Have a moderator. The moderator introduces the person
giving the news conference, summarizes the contents of
the information kit and indicates who is next in line to ask
questions. The moderator is actually a low-key “master of
ceremonies”. It is appropriate for the moderator to state
the ground rules for the news conference - things like
waiting to be identified before asking questions, how long
the question period will be, etc... He or she should also
give some indication of the nature of the material to be
covered. The moderator should be aware of the different
deadlines for radio, TV and print media when coordinating
the question and answer session. Radio stations have the
shortest deadlines followed by TV and print media. Finally,
the moderator also has the very important job of bringing
the news conference to a smooth conclusion - “I see we are
nearly out of time. Could I have one last question please?”
g. Select visual aids carefully. Care should be taken to
make sure the media know from the very beginning which
visual aids are available and which are not. For example,
television reporters will expect copies of video tapes and
print journalists will want copies of photographs. Both may
want copies of charts, diagrams and overheads. If copies
are not immediately available, say so - but be prepared to
provide them later on as a follow-up action.
h. Make provision for all media. Television people present the
biggest challenge, but still photographers can pose special
problems too. The table for the Legion member giving the
news conference should be the focus of the proceedings, at
the front of the room, ideally on a slightly raised platform.
Camera risers should be provided at the rear of the room to
permit filming - both still and video - over the heads of other
participants.
i. Another option is creation of a large central aisle to permit
camera operators and photographers to shoot “straight-on”.
If a centre aisle is provided, make sure wide side aisles
are also be available to allow camera operators freedom
of movement during the news conference and unobtrusive
37

41. access for late arrivals. In an outdoor setting, a semi-
circle can be marked off facing the person giving the news
conference and the media permitted to arrange themselves
according to their own needs.
j. TV reporters usually want to keep eye-contact with their
camera operators and radio reporters generally prefer to
sit near the front of the room to have access to their tape
machines to change tapes and adjust levels. Generally
speaking, print journalists can sit anywhere.
k. From a technical point of view, be sure proper audio feed
equipment is available for all journalists who wish to record
the news conference. These pool “feeder-boxes” or “patch
boards” can be borrowed from Dominion Command on a first-
come-first-served basis. They are usually set-up off to one
side and they allow journalists to plug into the sound system
and tape the news conference without placing a microphone
right in front of the person giving the news conference.
l. Be prepared for frequent movement during the news
conference. Movement is a part of news conferences which
is often unexpected by those taking part for the first time.
Radio reporters move about to change tapes and adjust
levels, television camera operators wander to and fro
looking for interesting angles and still photographers move
back and forth to obtain a variety of pictures. Remember, it
is their show, they are there because you invited them and
they are there to cover your event.
m. Timing the news conference. Ideally, news conferences
should take place between 10 and 11:00 a.m. This allows
assignment chiefs time to locate and assign reporters and
permits journalists sufficient time to prepare. A late morning
news conference also ensures that night shift personnel are
cleanly off duty and day shift people well into their work-
day.
i. By sticking to these timings, you are also allowing
editors and news directors a good chance to feature
the material obtained at the news conference on noon
newscasts and in afternoon/early evening editions.
News conferences scheduled for the afternoon run the
risk of being overtaken by fast-breaking stories.
38

42. ii. Also, journalists are notorious for running late. The
later a news conference is planned the more likely the
chances that the reporters assigned to cover it will be
delayed or reassigned.
CHAPTER RECAP
606. To be successful, news conferences must be well-organized and
great care taken to give priority to the needs of the media. They
are only held to announce events of major significance, but, by
using common sense and following the guidance outlined in the
ten-point check-list, a news conference can be an excellent way
to spread the word about major events in your branch.
39

43. CHAPTER 7
LETTERS TO THE EDITOR: “DON’T GET INTO A
WRITING CONTEST WITH SOMEONE WHO BUYS
INK BY THE GALLON”
WHY DO PEOPLE WRITE LETTERS TO THE EDITOR?
701. In Canada letters to the editor are a popular way for people
to express their feelings, frustrations and opinions about the
issues of the day. They also serve as a way to correct erroneous
information which has appeared in print previously, or challenge
views expressed in letters from other readers. Most newspapers
provide space for letters from the public, as do many branch
newsletters and Legion Magazine.
702. Legion members should know that letters to the editor fall into
two very broad categories:
a. Those which directly concern The Royal Canadian Legion - its
policies or related programs, events and activities; and,
b. Those which deal with matters not related to The Royal
Canadian Legion, but contain personal opinions or comments
from people identified as being associated with the Legion.
WHAT CAN BE GAINED BY WRITING A LETTER TO THE
EDITOR?
703. The reasons mentioned for writing a letter to the editor all
have some positive potential. They can correct erroneous
information or challenge views expressed in earlier letters.
They can sometimes be used to inform or educate readers - this
is particularly true around Remembrance day when letters from
veterans are received with particular enthusiasm by editors -
and they can stimulate public discussion on important issues.
WHAT ARE SOME POINTS TO REMEMBER WHEN
THINKING OF WRITING A LETTER TO THE EDITOR?
704. Although letters to the editor can be used to good effect in some
circumstances, they also have the power to provoke negative
40

44. public opinion and contribute negatively to the public image
of the Legion. If anyone in your branch asks what they should
consider before putting pen to paper, show them this list of
points to remember. It may cause them to think twice before
taking on the guys who buy their ink ‘by the gallon’.
a. Letters to the editor are the responsibility of their authors.
The Legion will not be held liable for any damages arising
from legal action taken as a result of a member’s unofficial
correspondence with a media agency.
b. There is never any guarantee the letter will be published.
c. The editorial page editor has the right to edit the letter.
Through this editing the meaning of the letter may be
altered - statements may be taken out of context - and the
letter that finally appears in print may not convey the idea
originally intended by the author.
d. The author should be in full possession of all relevant facts
and aware of any possible sensitivities before writing a
letter. This will avoid future criticism and embarrassment.
e. Use of Legion titles is the prerogative of the author; however,
when they are used it should be made clear that the opinions
expressed are entirely personal and do not reflect the
position of the branch, the Command or The Royal Canadian
Legion unless the letter is really being written as an official
Legion response to an issue.
f. Letters not only stimulate debate, they often revitalize
discussion of issues best left forgotten.
705. The importance of correcting media reports is often greatly
exaggerated and the advantages of doing so should be carefully
weighed against the disadvantages. Erroneous information
is often long-forgotten by the reading public before a letter
of correction is published. Furthermore, once erroneous
information is used, the damage is done. Aside from achieving
a degree of satisfaction for those directly concerned, there is
no guarantee everyone who saw the original report will see the
correction. A letter of correction is usually only used if it is
moderate in tone. Legion members who disagree with Legion
policies should express their concerns through appropriate
channels, not through their local newspaper.
41

45. CHAPTER RECAP
706. The letter to the editor is a popular form of self-expression,
but it is difficult to use effectively, especially when dealing with
controversial issues involving Legion policies. Use common sense
when thinking about writing a letter to the editor and do not
hesitate to get “second opinions” from friends, family members
and Legion comrades. Those opinions can be valuable indicators
as to whether or not the letter is appropriate or advisable.
707. Finally, remember these points are only guidelines. They are
not intended to discourage Legion members from writing to their
local newspapers, but to encourage them to consider carefully
the reasons for writing and the contents of their letters before
dropping them it in the mailbox.
42

46. CHAPTER 8
COMMUNITY RELATIONS
WHAT IS COMMUNITY RELATIONS?
801. All branches of The Royal Canadian Legion have one major public
relations challenge in common: how to be good “corporate
citizens” of their home community. The way Legion members
get along with other groups and individuals in their community
- the way they see others and the way others see them - will help
determine the branch’s standing in its home town.
802. Community relations is simply that part of PR which seeks to
develop and maintain positive, healthy relationships, at all
levels, between Legion members and the people and institutions
in the towns where they live. Like most other PR functions,
much of what it takes to create and maintain good community
relations is plain common sense.
HOW DOES A BRANCH GO ABOUT BUILDING
GOOD COMMUNITY RELATIONS?
803. Every branch member has regular dealings with members of the
community every day. Unlike some groups - members of the
armed forces and certain transient occupations like oil patch
workers, for example - Legion members are usually full-time,
permanent residents of the towns in which their branches
are located. They already have a solid connection with their
community.
804. That connection is key for it means Legion members are already
full members of their community. This makes it much easier for
the branch to find its place in the community.
805. There are active measures which can be taken to build on the
existing connection with the community to enhance relations,
not just with community leaders, but with the general public
as well. Frequent friendly contact is the best way to create
and maintain good relations and each of the following activities
is worth considering as part of a branch community relations
program:
43

47. a. Open House events for the public and for special groups, like
seniors, youth or the handicapped.
b. Establishment of affiliations with church groups, scout and
guide groups, cadets, seniors residences, etc.
c. Sponsoring sporting events, again, in affiliation with other
service organizations, or local media outlets.
d. Sharing sporting and recreational facilities like baseball
diamonds, curling rinks, etc.
e. Effective use of Associate and Affiliate memberships.
f. Participation in community parades - especially if the branch
has a musical element (pipe band, brass and reed band).
806. These are all good ways to stay in close touch with certain parts
of the community, but remember, the actual day-by-day contact
between Legionnaires and members of their home community
takes place on the streets and in the town’s shopping centres,
theatres, bingo halls, restaurants and taverns.
807. It is because of this very personal involvement in the community
that even the most amicable relationships, established over
years, can be damaged virtually overnight by the thoughtless or
insensitive actions of a small group, or even one individual.
808. The best way to keep incidents from developing into serious
community relations problems is by establishing good two-way
communications between the branch and community leaders
(elected officials, police, clergy and church committee members,
etc...) and other community service organizations. Just as the
likelihood of misunderstanding is far less between two national
leaders who speak to each other regularly, so is the chance of
an incident getting out of control when branch executives and
their counterparts in the community take the time to talk to one
another on a frequent, friendly, informal basis.
809. Part of that dialogue should include discussions about possible
problem areas, including: drinking incidents; noise complaints
from branch neighbours; allegations of economic competition
from local pubs and clubs; canvassing in public areas (Poppy
Campaign); and upkeep of local war memorials and cenotaphs.
44

48. 810. Recognizing possible problem areas and discussing them before
they become “issues” will reduce the possibility of friction on
both sides and make for much healthier relationships between
the branch and its home community.
WHAT IS A COMMUNITY SURVEY FILE AND HOW CAN THE
BRANCH USE IT TO HELP BUILD A SOLID COMMUNITY
RELATIONS PROGRAM?
811. Community survey files are records which may be kept by the
branch PR committee indicating areas of potential cooperation
and interaction within their home community. The “file” is
really little more than an idea list which names organizations,
contacts and ‘phone numbers which could benefit from Legion
assistance.
812. Some of these have already been mentioned, but to recap they
include:
a. Seniors groups and residences.
b. Youth groups.
c. Vocational therapy groups.
d. Support groups for the handicapped.
e. Hospitals and nursing homes.
813. Your branch can maintain a record of those groups and keep
them in mind for direct assistance, or sponsorship, or perhaps
even to extend invitations special events.
CHAPTER RECAP
814. Legion branches everywhere face the community relations
challenge. Becoming good corporate citizens is not difficult. It
does mean getting involved in the home community and giving
back some of the support the community gives the branch. The
rest is good manners and common sense.
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49. CHAPTER 9
CREATING AND KEEPING A POSITIVE IMAGE
WHAT IS “IMAGE”?
901. Countless management books have been written on the subject
of “image”. This chapter very briefly introduces branch PR
committee members to the concept, and discuss in very broad
terms what can be done at the branch level to promote a positive
Legion image.
902. “Image” nothing more than the mental picture that springs to
mind when the name of a person, product or organization is
mentioned. For example, what sort of picture do the words
“Coke”, “Disney”, “Honda”, “Mulroney”, “Salvation Army” and
“Red Cross” create? Good, bad or indifferent, these words bring
to mind a certain mental picture. It is that picture which is most
commonly described as image.
WHY IS IMAGE SO IMPORTANT?
903. Like it or not, every service organization in Canada already has an
image of some kind. Most - including The Royal Canadian Legion
- are largely positive; however, maintaining and enhancing even
a good image calls for commitment and hard work on the part of
every member. That is because, like it or not, an organization’s
image influences how people think about its members, its
policies and its programs.
904. For example, the public is not likely to be so supportive of the
Poppy Campaign if they have an unfavourable image of the
Legion created by unpopular Legion policies or the thoughtless
actions of individual Legion members.
905. In large measure an image is created by association. To
illustrate this point, consider the Legion’s work with veterans,
seniors and youth. When the word “Legion” is seen or heard,
many people think first of these programs and, since veterans,
seniors and youth activities are regarded as positive, so too is
the Legion’s image. People equate the Legion with good work in
their community.
46

50. 906. On the other hand, some branches are best known for their
beer calls and bingo nights. This “beer and bingo” image is
essentially negative and does nothing to promote a favourable
picture of the Legion, nor does it contribute to a greater level of
public support for real Legion work in the community.
907. This is not to say beer calls and bingo nights are bad. In fact,
often the funds raised through these activities are used to great
effect sponsoring good works in the community. The point to
remember is that more effort should be placed on promoting
the good that results from beer and bingo activities. Properly
managed, even beer and bingo can contribute to a positive
Legion image, providing a direct link is made with the good that
comes from the proceeds of these activities.
WHAT CAN YOUR BRANCH DO TO MAINTAIN AND
ENHANCE THE LEGION’S POSITIVE PUBLIC IMAGE?
908. Like most other public relations issues, image-building is largely
a matter of applying common sense. Here are some of the
general guidelines your branch can follow to help improve the
Legion’s image in your community.
a. Actively promote good works. Make every effort to publicise
each and every initiative taken by your branch to improve
the quality of life in your home community. Do not rely on
the media to come to you, rather, be pro-active and go to
them with your story every time you make a donation to a
local hospital, start a seniors’ program initiative, sponsor a
youth activity or any other venture likely to benefit some
segment of the population in your town.
b. Make sure that if your branch sponsors or supports a cause
or organization that a direct public association is made with
the Legion. This applies to everything from veterans support
services through branch-sponsored schools’ and seniors’
programs.
c. When problems arise, admit mistakes and take the necessary
corrective action. Do not blame the media for reporting
branch problems, instead take steps to correct them.
For example, if drinking and driving offenses are linked
to branch social events, invite local police to conduct an
awareness session at the branch with presentations and
47

51. special “breathalyser” tests. Invite the media to cover
these sessions.
d. Be aware of members’ activities. Do not let trouble-makers
set the branch agenda. Inappropriate behaviour reflects
poorly on the branch and on the Legion.
CHAPTER RECAP
909. A positive public image is essential to help ensure continuing
support for the Legion’s many and varied community support
programs. Each branch member can contribute to maintaining
and enhancing the Legion’s image by using common sense and
remembering that the actions of each individual Legion member
are important in influencing how the public views the Legion
and, as a result, how the Legion will continue to fare as an
organization in the years ahead.
48

52. CHAPTER 10
ADVERTISING AND MARKETING: SOME
BACKGROUND ABOUT THESE RELATED AREAS
1001. This chapter is very brief because it was never intended to
make this manual a hand-book for all forms of mass-media
communications; however, just as it is important to have a good
understanding of the basics tools of public relations, so it is at
least desirable to have some knowledge about areas which relate
to PR. Two of these are advertising and marketing. They can
both play a part in major corporate PR campaigns, but they have
one basic ingredient that sets them apart, and that ingredient is
money.
1002. Both advertising and marketing are normally confined to profit-
making, commercial enterprises. Both are designed to generate
profits. Your branch may occasionally advertise an event, or
market a branch service or product, but expect to pay for it.
WHAT IS ADVERTISING?
1003. In Chapter 2 advertising was defined as “the commercial public
promotion of goods and services through the media”. In other
words, an advertisement is a public notice, either published
or broadcast, which promotes a specific product, service,
philosophy, idea or event. The agency which carries the
advertisement agrees to do so in exchange for payment. Like
lunches, there are no free advertisements.
1004. At the branch level, it is strongly suggested that all non-
advertising options be explored before resorting to paid ads.
Some agencies may offer to run Legion news on a regular
basis, in exchange for advertising business. That is an option
which your PR committee and branch executive would have to
consider; however, with a little leg-work branches can usually
publicize their events and activities without having to pay for
advertisements.
WHAT IS MARKETING?
1005. Chapter 2 described basic marketing as “the business of assessing
consumer needs and desires, then creating a demand for specific
49

53. products”. Marketing can work one of two ways: either a
product or service is developed to cater to an established
consumer need; or, a need is established by advertising, then a
product or service is created to fill that need. Either way, there
is little likelihood most branches will ever involve themselves in
marketing schemes beyond perhaps, the odd special fund-raising
event.
CHAPTER RECAP
1006. Both advertising and marketing can play a part in PR campaigns,
but they both cost money. Branches are well-advised to confine
their promotional efforts to options requiring little or no financial
commitment.
50

54. CHAPTER 11
PUBLIC RELATIONS IN TIMES OF CRISIS
WHAT IS A CRISIS?
1101. The Concise Oxford Dictionary defines crisis as a “turning
point...; [a] time of danger or suspense in politics, commerce,
etc...” The word itself is from the Greek “krisis” which means
“decision”. Clearly, by its very nature the Legion - like any
other large organization - must occasionally face the possibility
of operating under crisis conditions.
1102. No matter what the cause, effective public relations is a major
aspect of crisis management and the more media attention an
event receives, the more likely it is the resulting coverage will
create an unfavourable impression of the organization being
covered. It is therefore a very good idea to react quickly to
fix the problem and thereby minimize media coverage and the
possibility of bad publicity.
WHAT KINDS OF CRISIS COULD YOUR BRANCH FACE?
1103. You may think crisis in the Legion occur only at the Provincial and
Dominion Command levels. The chances of a crisis happening in
your branch may seem remote. But there is always “potential
for disaster”, even in the quietest branches.
1104. Think for example about the possibilities for trouble involving
liquor licensing and drinking and driving. What about the misuse
of branch or Poppy Trust Funds?
1105. True, most problems are anticipated and avoided through good
branch management, proper operating rules and plain common
sense. But just in case your branch ever finds itself in the midst
of controversial situation, here are a few guidelines for your
branch PR committee to follow to help them, and the branch,
over the rough spots.
51

55. WHAT IS THE BEST WAY TO HANDLE A CRISIS FROM A
PUBLIC RELATIONS POINT OF VIEW?
1106. It is safe to say that the best way to avoid public relations
troubles is to avoid other troubles in the first place. It is equally
true to say that if you do find yourself in a crisis, make every
effort to deflate public interest as soon as possible. This is best
done by getting the facts out quickly and accurately.
1107. First, get the facts. Determine the situation and assess the
public relations implications. Make sure your zone, district,
and Command headquarters know what is going on. Maintain
regular communications with these headquarters and do not be
shy about asking for advice and guidance. Provide them with
regular updates.
1108. Second, get relevant, accurate, pertinent information to the
public as soon as possible. The old axiom “maximum disclosure
with minimum delay” is particularly appropriate in times of
crisis. Bad news is best told sooner rather than later. Update
information which has been made public as new material
becomes available.
1109. Third, be available. Remember, news updates, especially
radio and television reports must have the appearance of being
immediate to be newsworthy. For the media, it is far better to
attribute even a “no change” report to a Legion spokesperson
than to report no further word is available. Availability means
openness and progress - two important image builders during
times of crisis.
1110. Fourth, be thorough. Every effort should be made to pass the
same information to all media agencies. Failure to pass new
information to everyone as events unfold can damage future,
post-crisis relationships. Maintain a log of media contacts. This
will help if the need for follow-up develops.
CHAPTER RECAP
1111. The Legions’s public relations response to a crisis will contribute
directly to its image and credibility. Remember, the public’s
impression of how well a crisis is handled is most often created
by the media, even though that media coverage may not always
provide a true measure of how the crisis was actually handled.
52

56. 1112. How your branch PR organization performs in a crisis will have a
direct influence how the public regards the Legion. Remember,
a crisis is a turning point and, providing the public relations
aspects are properly managed, it can give your branch a chance
to enhance the Legion’s image.
53

57. CHAPTER 12
SPECIAL EVENTS
WHAT IS A SPECIAL EVENT?
1201. Special events are particularly valuable as a means of building
and/or maintaining good community relations. At the same time
they offer excellent opportunities to inform the public about
other, even unrelated, Legion and branch activities.
1202. A special event is either:
a. Something that takes place outside the usual schedule of
branch activities, like for instance, a presentation of money
or special equipment to a hospital or nursing home; or,
b. A routine activity of major significance, like the annual
Remembrance Day Ceremony. Regardless of its nature,
all special events have three main components: planning,
promotion and execution.
HOW SHOULD THE BRANCH GO ABOUT ORGANIZING,
PROMOTING AND CONDUCTING A SPECIAL EVENT?
1203. With this in mind, there are certain basic points to think
about which apply to all special events. These basics must be
considered to ensure the event’s success. The following check-
list includes some of the major factors (in no particular order)
which require attention by those charged with organizing,
coordinating and executing special events:
a. Planning;
i. Decide (with the branch executive) the real reason for
holding the event . Is it purely for public relations, is it
to inform, educate or entertain? It should ideally be to
encourage good community relations and either inform,
educate or entertain.
ii. Get a clear statement of responsibilities for event-
related activities from the branch executive.
54

58. iii. Prepare a time-plan outlining critical deadlines for key
activities leading up to the event.
iv. Identify the audience - seniors, youth, the handicapped,
local opinion leaders, the general public, the media.
v. Decide on the frequency of the event - is it held every
year or is it a one-time-only activity?
vi. Plan regular meetings for responsible agencies to report
progress (and problems).
vii. Ensure the branch executive is kept informed of
developments.
b. Promotion;
i. Provide branch members with event information through
branch newsletters, flyers, posters and announcements
at general meetings.
ii. Provide external audiences with information through local
media - news releases, public service announcements,
appearances on local radio and television programs and
advertisements.
iii. Invite local media representatives to “preview” the
event 24 hours before it is scheduled to take place, or,
in the case of parades or ceremonies, to attend ‘dress
rehearsals’.
iv. Name spokespersons/media contacts.
v. Make sure appropriate arrangements are made for media
communications needs (remote and/or live broadcast).
vi. Establish a media centre and a public information
centre.
c. Execution;
i. Select an easily accessible location (or locations).
ii. Select alternate locations (for wet weather program).
55

59. iii. Be sure required facilities (power, water, hard standing,
etc...) are available at the chosen location(s).
iv. Decide on public address systems requirements.
v. If necessary, arrange for personal (cellular/walkie-
talkie) contact among key personnel.
vi. Issue VIP invitations (if applicable).
vii. Be certain print material is prepared in time to allow for
review, editing, film-work and printing.
viii. stablish parking areas and arrange pass system (if
E
necessary).
ix. Post any restricted areas.
x. Determine catering arrangements.
xi. Arrange for VIP and media areas.
xii. Prepare accident/incident contingency plans.
xiii. rrange for emergency medical facilities.
A
xiv. When the event is over, prepare a thorough, objective
post-event report detailing the planning, promotion and
execution successes and failures.
xv. Based on the post-event report, make solid
recommendations to improve future special events.
CHAPTER RECAP
1204. Special events are truly great ways to promote the branch
and raise the Legion’s public profile. Properly planned, well
promoted and efficiently executed special events can be the key
to a successful branch community relations program.
56

60. CHAPTER 13
THE INTERNET
WHY THE WEB?
1301. The Royal Canadian Legion Dominion Command has been on-line
since 1997 and as time progresses more and more commands
and branches are joining it on the web. The Legion’s national
web site at www.legion.ca provides electronic links to those
that have web sites as well as e-mail links to those that have
addresses.
1302. In the reasonably near future it is expected that all commands,
and hopefully branches not only be on-line and interconnected
electronically but that the naming conventions in place will
make communication by computer the preferred way of moving
information quickly and efficiently within the organization.
1303. The world-wide-web is fast becoming the premier source for
information as more and more people acquire computers.
Its associated e-mail function is becoming the leader in
communications methods. The use of the web and e-mail
continues to grow and people are going to web sites to get
information. At Legion branches this can be a source of providing
information to members as well as the general public.
1304. A branch web site can reflect the best of the Legion at work in
your community and it should include information on events and
membership as well as programs. Newsletters and flyers can be
posted to it saving mailing costs. Biographies and information for
the media can also be placed on it for quick access.
1305. In short, the web is a tool that cannot be ignored in today’s day
and age. Being there can make a difference for you and your
branch.
NAMING YOUR WEB SITE
1306. The site naming convention now in use sees provincial commands
insert their provincial two letter designation in front of the
word legion for the national site. Thus Nova Scotia Command’s
57