Tracking the Cycle of PA Success

1
Tracking the Cycleof PA Success

• Julie DeBardelaben
• Deputy Director, Public Affairs
• 2005 Summer National Conference

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Mission Statement

• To inform internal and external audiences of
  Civil
• Air Patrols national importance enable the
• organization to grow protect the image and
  assets
• of the corporation and strengthen relationships
  with
• key audiences and customers.

3
Planning

• The Four-Step Process
• Defining the problem. This involves probing and
  monitoring knowledge, opinions, attitudes and
  behaviors of those concerned with and affected by
  the acts and policies of an organization
  research and fact finding. In essence, this is an
  organizations intelligence function as it
  requires determining Whats happening now?
• Planning and programming. This involves bringing
  the intelligence to bear on the policies and
  programs of the organization. It results in
  decisions affecting program target audiences,
  objectives, procedures and strategies in the
  interests of all concerned. This step in the
  process answers What should we do and why?

4
Planning

• Taking action and communicating. This involves
  implementing the plans and programs through both
  action and communication designed to achieve
  specific objectives related to the program goal.
  With respect to each of the publics, the question
  is How do we do it and say it?
• Evaluating the program. This involves determining
  the results of the program, as we are assessing
  the effectiveness of program preparation and
  implementation. Adjustments can be made in the
  continuing program or the program can be stopped
  after learning How did we do?

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Ten Steps in Preparing a Plan

• The Problem
• Situation Analysis
• a. Internal Factors
• b. External Factors
• Program Goals
• Significant Publics
• a. (Public 1)
• b. (Public 2)
• c. (etc.)

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Ten Steps In Preparing A Plan

• 5. Program Objectives for Each Public
• a. ( Public 1)
• b. ( Public 2)
• c. ( etc.)
• 6. Action Program Strategies
• 7.Communication Program Strategies
• a. Message Strategies
• b. Media Strategies
• 8. Program Evaluation

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Ten Steps In Preparing A Plan

• 9. Program Implementation Plans
• a. Assignment of Responsibilities
• b. Schedule
• c. Budget
• 10. Feedback and Program
• Adjustments
• Taken from Effective Public Relations by Cutlip,
  Center and Broom

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Goal 9 Continuously contact and educate new
  audiences through community relations programs
• Objective 1 Continue community outreach through
  base tours, speakers bureau and interaction with
  chambers of commerce.
• __ Hold a civic leader tour biannually
• __ Visit area chambers quarterly to maintain
  strong community relations
• __ Maintain active list of quality, motivated
  speakers

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• __ Encourage senior leadership to speak to the
  community and participate in external community
  events
• __ Ensure all community audiences are identified
  and methods of communication are effective
• __ Share AU and Air Force themes and messages
  with the community

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 2 Continue to build base tour program
• __ Increase size of volunteer tour guide pool
• __ Add potential tour stops to planning
  list

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 3 Efficient handling of noise
  complaint calls
• __ Aircraft noise complaints forwarded to
  appropriate office within one hour of call
• __ Provide answer to complainant within 24 hours

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Goal 10 Communicate with and educate the public
  through aggressive media relations program
• Objective 1 Energize and educate media to gain
  more balanced, thorough, accurate coverage
• __ Conduct media orientations
• __ Brief media annually on what PA can and will
  do for them in crisis situations
• __ Ensure maximum disclosure, minimum delay

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 2 Aggressively pursue all positive
  media coverage
• __ Distribute news releases, schedule interviews,
  media visits and photo opportunities whenever
  possible
• __ Use AU and Air Force themes and messages
  during all media encounters

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 3 Educate disaster response team
  members about their responsibilities and PAs
  role regarding media interaction during a crisis
• __ Brief off-base agencies annually
• __ Brief on-base agencies at least annually

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Goal 11 Provide customers on-demand service
• Objective 1 Ensure up-to-date fact sheets and
  biographies are posted on base Web site
• __ Fact sheets reviewed and updated annually
• __ Biographies updated within one month after
  change of command or promotion

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 2 Have current Economic Impact
  Analysis and other community information readily
  available
• __ Ensure office personnel know where to
  obtain EIA and other information in order to
  provide information to requestors on demand
• Objective 3 Each office section will have
  updated continuity books (media, comrel,
  internal, security/policy review, admin)
• __ Maintain continuity books so any office
  member can answer basic questions in short order

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Excerpts from Air Universitys Public Affairs
Strategic Plan

• Objective 4 PA staff will keep each others
  divisions informed of all high-vis events about
  which the office is likely to receive queries,
  i.e., Glenn Miller, July 4th, Air Show, etc.
• __ POC will provide basic information to director
  and division chiefs via e-mail or place hard copy
  on all desks (Qs As, RTQs, news releases)

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How to Set Up Editorial Board Meetings

• A newspapers editorial section is among the most
  widely read and influential pages in the paper.

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How to Set Up Editorial Board Meetings

• Editorials that are written by the newspapers
  editorial staff are extremely influential in
  setting public opinion and mobilizing a community
  to take action.

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How to Set Up Editorial Board Meetings

• Editorial board meetings allow interested parties
  or groups to present their point of view on
  issues that are important to them and the
  community. The paper then takes these views into
  consideration when deciding what editorial
  stances to take and even what stories to cover.
• Editorial board meetings usually include the
  editorial page editor, one or more editorial
  writers and often a reporter who covers the issue
  being discussed.

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How to Set Up Editorial Board Meetings

• To set up an editorial board meeting with your
  newspaper
• Call or write the head of the editorial board at
  your local newspaper. Newspapers will know
  exactly what you are asking for when you request
  a meeting with the editorial board.

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How to Set up Editorial Board Meetings

• In most instances, their assistant will either
  connect you or ask you to send a letter or
  e-mail.

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How to Set up Editorial Board Meetings

• Select up to four people to meet with the
  editorial board. You should assemble a diverse
  group to meet with the editorial board.

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How to Set Up Editorial Board Meetings

• Plan your remarks. One person generally acts as
  the spokesperson and introduces the issue. Your
  presentation to the editorial board should take
  no more than 15 or 20 minutes.
• After the presentation, the members of the
  editorial board generally ask questions of the
  group.
• Be sure to provide a media kit.
• Taken from www.coveringkidsandfamilies.org

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Setting Up a Speakers Bureau

• The speakers bureau is a means of providing
  speakers on request.
• The subject matter usually represents a
  compromise between the speakers desire to
  express organizational views on important issues
  and the audiences interest in having informative
  programs.
• The speakers bureau is a valuable medium for any
  organization with something important to say to
  key groups of influence and community groups.

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Setting up a Speakers Bureau

• There are four points worth remembering in
  providing speakers to outside groups
• First, carefully select and coach the line-up of
  speakers
• Second, select topics that serve the needs of
  potential audiences and carry the organizations
  story or positions on important issues of public
  debate
• 3. Third, provide speakers visual aids -- flip
  charts, slides, overhead transparencies, films or
  videotapes and

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Setting Up a Speakers Bureau

• 4. Fourth, promote and publicize the
  availability of the speakers to appropriate
  groups.

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Rules of Good Media Relations

• Rules for Good Media Relations
• Good relationships can best be achieved by
  practice of a few basic principles
• Shoot squarely
• Give service
• Dont beg or carp
• Dont ask for kills
• Dont flood the media
• Keep updated lists

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Rules of Good Media Relations

• Specific Guidelines
• Practitioners can profit from close study of
  these guidelines developed by an experienced
  counselor, Chester Burger
• Talk from the viewpoint of the publics interest,
  not the organizations.

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Rules of Good Media Relations

• 2. Speak in personal terms whenever possible.
• 3. If you do not want some statement quoted,
  do not make it. Spokespersons should avoid
  talking off the record because such statements
  may well wind up published without the source.
• 4. State the most important fact at the
  beginning.

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Rules of Good Media Relations

• 5. Do not argue with the reporter or lose your
  cool. Understand that the journalist seeks an
  interesting story and will use whatever
  techniques necessary to obtain it.
• 6. If a question contains offensive language or
  simply words you do not like, do not repeat them
  even to deny them. Reporters often use the gambit
  of putting words into the subjects mouth.
• 7. If the reporter asks a direct question, give
  an equally direct answer. Not giving one is a
  common error.

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Rules of Good Media Relations

• 8. If a spokesperson does not know the answer to
  a question, one should simply say, I dont know,
  but Ill find out for you. With this, the
  spokesperson assumes the responsibility of
  following through.
• 9. Tell the truth. Even when it hurts. In this
  era of skepticism and hostility, the most
  difficult task is often simply telling the truth.
• 10. Do not exaggerate the facts. Crying wolf
  makes it harder to be heard next time out.

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Rules of Good Media Relations

• These guidelines simply add up to the rule that
  profitable press relations require adherence to
  the five Fs Dealing with the journalist and
  program producers in a manner that is fast,
  factual, frank, fair and friendly.
• Taken from Effective Public Relations by
• Culip, Center and Broom.

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Introducing CAPs Hometown News Release Program

• Sample Release
• CAP Cadets Build New Plans at Aircraft
  Maintenance Academy
• (name)_____________ of _____(hometown)___________
  was one of 21 Civil Air Patrol cadets who
  attended a new summer academy on aircraft
  manufacturing and maintenance.
• The event was held July 16-23 at the Cessna
  Manufacturing plant in Independence, Kan.
• During the seminar, the cadets, representing 14
  different state CAP wings, installed aircraft
  wings, upholstered seats, assembled fuel cells
  and painted new aircraft. They also went through
  the actual pre-employment testing administered to
  regular employees, safety briefings and rivet
  training.

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Introducing CAPs Hometown News Release Program

• The workforce was eager for us to get there and
  to show us their jobs. The cadets got to work
  hands-on, and they were impressed with the
  workers professionalism, said Maj. Phil
  Holbrook, project activities director.
• Civil Air Patrol, the official auxiliary of the
  U.S. Air Force, is a nonprofit organization with
  almost 56,000 members nationwide and overseas.
  CAP performs 95 percent of all continental U.S.
  inland search and rescue missions as tasked by
  the Air Force Rescue Coordination Center at
  Langley Air Force Base, Va. Its volunteers also
  perform homeland security, disaster relief and
  counterdrug missions at the request of federal,
  state and local agencies.

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Crisis Communications

• The basic principles of effective communication
  all apply during times of crisis. But when an
  emergency situation turns up the heat, these
  additional guidelines should help you and your
  staff keep your cool
• Always return media calls. A bunker mentality
  wont make a problem or the media go away. So
  make it a point to get back to reporters -- even
  if they call more

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Crisis Communications

• than once and even if theyre hostile. The more
  cooperative you appear, the better.
• Really Communicate. When youre talking with
  media representatives, that means both talking
  and listening. During crisis time, try to be
  informative, friendly and patient. And take time
  to listen, too. Reporters can provide you with
  useful information.

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Crisis Communications

• Dont antagonize the media. A sharp tone at a
  press conference, during a phone call or
  elsewhere can affect your future relationship
  with a media representative and any other
  reporters who may have overheard the
  conversation.
• Hold the phones. Consider establishing a
  dedicated call-in telephone line for the media
  and other interested parties.

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Crisis Communications

• Particularly useful when incoming calls tie up
  your regular phones, a dedicated call-in line
  allows you to record on tape and easily update
  important news such as times and dates of
  upcoming media events, rumor control information
  and other newly acquired details.
• Think about others. Consider how the information
  you release to the media may affect other
  sources. If what you say will

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Crisis Communications

• result in reporters calling other agencies or
  individuals, you need to call ahead to warn them
  of impending calls.
• Share the spotlight. When talking to media, be
  sure to give credit to other agencies, groups, or
  individuals working on the crisis, including your
  own staff. But dont do so just because its
  courteous do so because it will enhance your
  relationships and reflect well on you and your
  wing.

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Crisis Communications

• Take a proactive approach. If you acquire new
  information about the crisis, reach out to media
  -- even if things are frantic. Everybodys
  looking for a twist on the story that no else
  has. If you provide reporters with a special
  angle, it can pay off later.

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Crisis Readiness Test

• Crisis Readiness Test
• For which types of crises are you prepared?
• Community-related?
• Accident?
• Natural disaster?
• Disease?
• Crime?
• Scandal?
• Administrative or governance problem?

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Crisis Readiness Test

• Have you drafted a crisis plan for your wing or
  unit ?
• Is everyone prepared to use it when needed?
• Who heads the crisis response team?
• Have you distributed your crisis plan to the
  appropriate Wing administrators?

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Crisis Readiness Test

• 3. How fast can you assemble a crisis team?
• Does your crisis plan specify the teams
• composition for a variety of crises?
• Do you have a crisis communications chain in
  place?
• Have you identified alternate team members in
  case any first draft picks are out of town or
  otherwise unable to serve?
• How will you communicate when power and phone
  lines are down?

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Crisis Readiness Test

• 4. Who are the members of your crisis team?

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Crisis Readiness Test

• Who will speak for your Wing?

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Crisis Readiness Test

• 6. Do you have a phone notification list that
  includes the following key audiences?
• Members of the crisis team?
• Local agencies and outside officials?
• Updated information for all media representatives?

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Crisis Readiness Test

• Have you worked out the following logistical
  details in advance?
• Potential news conference sites?
• Availability of phone, fax machines and
  computers?
• Inventory of video and uplink equipment?
• List of area hotels and motels?
• Parking for media representatives?
• Staff availability?

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Crisis Readiness Test

• 8. Are your media relations sound?
• Did you work to build and maintain good
  working relationships with the media before the
  crisis hit?
• During times of crisis, can your staff handle
  media requests calmly and truthfully in a
  relationship of mutual trust?
• Does your PAO have direct, immediate access to
  your Wing Commander?

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Crisis Readiness Test

• How swiftly can you meet the following
  communication needs?
• Get word to everyone in the Wing?
• Develop a comprehensive news release?
• Provide a news briefing?
• Hold an informational forum?
• Set up a rumor-control hotline?

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Crisis Readiness Test

• Are your ties to the local community strong?
• Neighborhood groups?
• Police, fire, safety, health departments?
• Mayor and town, county or state officials?

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Crisis Readiness Test

• Taken from When Crisis Strikes on Campus
• Edited by Wendy Ann Larson
• Published by Council for Advancement and
  Support of Education

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Community Service Promotional Ideas for
Patriotic Holidays

• By encouraging CAP members to become involved in
  community service on behalf of their units, they
  will be provided opportunities to render
  meaningful service.
• A calendar of events can be established based on
  patriotic holidays such as Memorial Day, Flag
  Day, July 4th, Veterans Day and perhaps the
  anniversary of the Wright Brothers first flight,
  as well as CAPs anniversary.

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Community Service Promotional Ideas for
Patriotic Holidays

• The calendar could cite suggested activities,
  such as participating in parades, helping out at
  community
• events (parking cars, etc.), and, whenever
  possible, performing color guard ceremonies at
  sporting events and other functions.
• The possibilities are endless. Taking water to
  families that have no air conditioning in extreme
  heat, taking blankets to underprivileged families
  in
• winter, cleaning up playgrounds, and/or

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Community Service Promotional Ideas for
Patriotic Holidays

• participating in Arbor Day are all viable venues
  for engaging members, generating publicity and
  enhancing CAPs image.
• Ideas provided by Linda Tynan, Creative Design,
  CAP

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Everyday Heroes Testimonials

• Promote CAPs image by generating testimonials
  on members associated with events of national
  interest.
• Conduct research to uncover significant stories
  follow up on the status of these heroes today and
  the role CAP continues to play in their lives.
  The testimonials can also relate to natural
  disasters, such as hurricanes and tornadoes.

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Everyday Heroes Testimonials

• Public interest in these testimonials can be
  measured by hits on the Web site and stories
  picked up by the local media.

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Tools of The Trade A Must For Public Affairs
Officers

• By Lt. Col Karen Copenhaver, Middle East Region
• As a CAP Public Affairs Officer,
• you must have tools to do the job of
• public relations. There are many
• published materials, guides, tips,
• training/study guides and other types of
• materials available to help you do your job.
• CAP, the U.S. Air Force and the Public
• Relations Society of America are resources you
• can lean on for assistance and mentoring.

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Tools of The Trade A Must For Public Affairs
Officers

• Dont forget you can also rely on your own
  initiatives of taking journalism and public
  relations classes.
• The following information provides some valuable
  tools that will enable you to enjoy your
  responsibility as a CAP Public Affairs Officer.

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Tools of The Trade A Must For Public Affairs
Officers

• Purchase a full set of CAP Regulations.

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Tools of The Trade A Must For Public Affairs
Officers

• B. Request a PAO Kit from CAP National
  Headquarters. This valuable package of materials
  contains many items necessary to begin your
  efforts.
• C. Create a Continuity Book. This book is one of
  the key elements in being successful. It contains
  everything from the CAPR 190-1 (Public Affairs
  Regulation), CAPP 201 (PA Study Guide),

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Tools of The Trade A Must For Public Affairs
Officers

• media lists, political contacts, local and
  community contacts, emergency services
  information (logs, state and local authorities,
  additional emergency service organization
  contacts) report forms, wing supplements and much
  more. This is a comprehensive three-ring binder
  of materials that support the Public Affairs
  program.

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Tools of The Trade A Must For Public Affairs
Officers

• D. Purchase the Associated Press Stylebook. It
  is available at many bookstores and is the most
  acceptable book used in writing and editing news
  releases.
• E. Establish contact with your local Public
  Relations Society of America chapter www.prsa.com
  (national Web site). It can be an excellent
  resource for learning and providing training for
  a group of PAOs.

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Tools of The Trade A Must For Public Affairs
Officers

• F. Use informational recruiting materials and
  the Annual Report to Congress, which are
  available from national headquarters to help
  inform the public about CAP and its valuable
  contributions to the community and nation.
• G. Create or use pre-written public service
  announcements. These outstanding tools help you
  personalize information about CAP as an
  organization, invite the prospective member to
  join for specific jobs or tasks, and announce
  events your unit is hosting.

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Tools of The Trade A Must For Public Affairs
Officers

• H. An independent tool that many do not use is
  the local library. If you do not have public
  relations experience, you can check out books on
  public relations and journalism to enhance your
  skills. The more professional your work the
  better.

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Tools of The Trade A Must For Public Affairs
Officers

• I. Establish a rapport with your local media.
  They are very willing to befriend you, especially
  in an atmosphere where you can explain that you
  and they have something in common -- a desire to
  provide news to the public. Ask them what type of
  information they need and want.

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Tools of The Trade A Must For Public Affairs
Officers

• J. Participate in public affairs courses through
  the Air Forces Air University and state and
  local emergency service offices (Office of
  Emergency Services). These courses enhance your
  ability to function in the day-to-day efforts and
  in the intense world of emergency services.

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Tools of The Trade A Must For Public Affairs
Officers

• K. Enroll in photography and journalism classes.
  These courses will provide better insight into
  nurturing good photography skills and composing
  well-written releases.
• L. Subscribe to an online public relations
  newsletter.

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Multimedia Resources Available Online

• Homeland Security Resource Video
• CAPabilities Video
• Advanced Technology Video
• Commercials/PSAs
• NCC Video
• CNN Video
• History Channel Video
• Aerospace Education Video
• Everyday Heroes Video
• Radio PSA commercial
• These can all be downloaded at
• ftp//videodownload_at_ftp.iqstorage.com