CMAPAStrategicPlanOrig[1]

TABLE OF CONTENTS

Section 1 Plan Summary........................................................................................................1

Section 2 Mission Overview..................................................................................................2

Statement of Organizational Purpose/Mission.............................................2Mission Areas..............................................................................................2

Section 3 Vision and Roles....................................................................................................3

Vision...........................................................................................................3Roles............................................................................................................3

Section 4 Core Competencies...............................................................................................4

Section 5 Key Challenges......................................................................................................5

Section 6 Goals...................................................................................................................... 6

Section 7 Strategic Approach...............................................................................................8

Methodology................................................................................................8Define Communication Goals and Desired Outcomes....................8Identify and Prioritize Target Audiences (key stakeholders)..........8Evaluate Programmatic and Specific Key Messages.......................9Incorporate an Ongoing Evaluation Process That Tracks Progress

Toward Goals.....................................................................12Desired Outcomes......................................................................................12Balanced Perspective on Communications’ Results..................................13

Section 8 Tactical Approach............................................................................................... 14

Issues, Opportunities and Milestones Management Process.....................14Standing Operating Procedures..................................................................14Communication Tools................................................................................15Contact Management System....................................................................16Continuous Improvement Process.............................................................16Headquarters Activities..............................................................................17

Section 9 Site Level Strategic Plans......................................................................................18

Appendices (A. Aberdeen; B. Anniston; C. Newport; D. Pine Bluff; E. Tooele; F. Umatilla; G. Evaluation; H. Operational Schedule of Strategic Activities)

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Section 1 Plan SummaryAs part of an effort to refine its mission and goals, the Chemical Materials Agency Public Affairs Program (CMA-PA) has developed this Strategic Communications Plan for FY 2005 through FY 2010. This plan will guide the Public Affairs Program as it strives to improve the relevancy and effectiveness of its public affairs and communication support to CMA. The Public Affairs Strategic Communications plan supports the CMA Strategic plan and values. The plan is intended to be a flexible, dynamic document that will be reviewed, evaluated and updated annually.

The Public Affairs Program analyzed input received from stakeholders and other sources that allows the program to align its goals with the CMA mission and incorporated best communication practices to formulate this guidance for public affairs support staffs. The objective of this guidance is to share information with CMA’s stakeholders effectively and efficiently and foster meaningful interactions.

In keeping with a Balanced Scorecard Approach, the CMA Public Affairs Program measures effectiveness at both outcome and process levels. The Plan establishes goals, objectives and desired outcomes to enable Public Affairs staff to prioritize and allocate resources to focus on issues, opportunities and milestones identified within the CMA mission areas.

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Section 2 Mission Overview

STATEMENT OF ORGANIZATIONAL PURPOSE/MISSION“The CMA Public Affairs Program provides strategic communications management, public affairs leadership and guidance that foster meaningful interactions with internal and external stakeholders, enabling CMA to fulfill its national imperative to eliminate the country’s chemical weapons while protecting workers, the community and the environment. Additionally, the CMA Public Affairs Program supports the safe storage of stockpiled chemical munitions/agents, the recovery and destruction of non-stockpile chemical materiel and former production facilities, and development of new warfare materiel for today’s military.”

MISSION AREASThe activities of the Public Affairs Program encompass multiple mission areas within CMA, as well as support to eight site public affairs offices. These areas include the Chemical Stockpile Emergency Preparedness Project (CSEPP); storage of chemical warfare materiel; the Chemical Stockpile Disposal Project (CSDP); the Non-Stockpile Chemical Materiel Project (NSCMP); the Alternative Technologies and Approaches Project (ATAP) and support to the nation’s Soldiers and Homeland Defense.


Section 3 Vision and Roles

VISION“To set the standard of excellence for strategic, targeted and measured public affairs and outreach efforts that can serve as a model for the U.S. Army.”

ROLESThe CMA Public Affairs Program provides oversight and direction of public outreach and information for the agency. At the headquarters level, the office interacts with a variety of key stakeholder groups and media representatives on behalf of CMA.

The program also supports CMA mission area commanders and public affairs personnel located at the six CMA stockpile storage and disposal sites and the two additional chemical materiel storage sites (whose destruction is to be overseen by the Assembled Chemical Weapons Alternatives program), warfare materiel production sites and non-stockpile locations and projects. In this role, the Public Affairs Program interacts regularly with public affairs officers, outreach office contractor personnel, system contractor public affairs staffs, other government agencies, and interested parties to effectively address issues, opportunities and key milestones.

Under CSDP and ATAP, the program provides public affairs and outreach resources (site team) to conduct the activities required to keep the community informed about the CMA mission and progress. CMA maintains outreach offices in stockpile communities to serve as resource centers for interested stakeholders seeking information about the program. These outreach offices also support efforts for NSCMP, in the destruction of recovered chemical warfare materiel and former production facilities. To share information with citizens residing and working adjacent to non-stockpile sites, 258 no-cost information repositories were established in 40 states.


Section 4 Core CompetenciesTo fulfill its roles, the CMA Public Affairs Program possesses and utilizes a number of core competencies. It provides advice and consultation to CMA’s management on matters relating to public outreach and information. The Public Affairs Program develops and oversees implementation and evaluation of public outreach strategies. Other competencies include guidance to site personnel regarding public affairs policy and consultation on the conduct of stakeholder interactions and outreach activities. The Public Affairs Program also develops and communicates key programmatic messages, maintains relationships with media representatives, and identifies and analyzes trends and emerging issues. It facilitates the implementation and integration of public affairs efforts between the sites and headquarters.

In sum, the CMA Public Affairs Program fulfills its stated mission and vision using the following core competencies:

Strategic communications planning;

Relationships with key stakeholders;

Communications counsel/advice to management;

Media relations;

Research and intelligence gathering;

Analysis of information and intelligence to ascertain public affairs communications implications;

Application of technology to support effective communications;

Written and oral communications skills;

Emergency response communications activities;

Communications product development; and

Application and interpretation of evaluation methodologies.

At the mission implementation level, in accordance with specific public affairs strategic plans, integrated teams work toward fulfilling the CMA Public Affairs Program mission and vision by:

Acting as the community liaison to the media, local officials and other stakeholders;

Providing opportunities to increase public awareness and understanding about local storage, disposal and emergency preparedness programs at stockpile sites;

Discussing systems and activities involved in the destruction of non-stockpile chemical materiel;

Supporting Commanders and Project Managers;

Providing input for data collection for evaluation; and

Using technology to support effective communications.


Section 5 Key ChallengesThe CMA Public Affairs Program must address a number of identified and emerging challenges as it supports the agency. These challenges include:

Garnering public support for the national imperative to destroy the nation’s chemical weapons/agent.

Addressing increasing public and regulatory scrutiny of the agency’s programs and activities.

Supporting management’s efforts to build a cohesive workforce.

Maintaining trust and credibility.

Informing stakeholders and the media regarding schedule delays and mitigating points of view that could negatively affect the agency’s reputation.

Informing stakeholders of the effects and impacts of oversight requirements and evolving management priorities.

Developing key messages for use across all mission areas with internal and external audiences.

Providing program information to federal, state and local officials who can directly affect the agency’s budget, schedule and reputation.

Providing communication activities that focus on and strengthen internal communications and relationships with CMA leadership and the workforce.

Explaining the emerging technologies and processes to destroy recovered chemical warfare materiel.

Continuing discussion/outreach to key groups to gain and maintain trust and support.


Section 6 Goals The CMA Public Affairs Program identified five goals to fulfill the public affairs mission and vision.

1. Increase internal audience understanding and coordination of the CMA program, its objectives, key messages and activities, remaining inclusive of all missions.

Internal program consistency, coordination and collaboration among internal stakeholders, such as Department of the Army officials, CMA mission staff, site personnel and CSEPP partners, are critical to mission success. These stakeholders are potential sources of good will, credibility and advocacy on behalf of CMA. To the extent that they have a common understanding of public affairs strategy, priorities, activities and key messages, and the degree to which they act in coordination, their positive program impact will be amplified.

2. Provide information to external audiences about CMA’s commitment to fulfilling its national imperatives and meeting the needs of today’s military.

In keeping with its responsibility to inform stakeholders of the Army’s commitment to the safe storage and expeditious elimination of the nation’s chemical warfare materiel, and the production of chemical weapons protective equipment and specialized warfare materiel, the Public Affairs Program has created a strategic, targeted and measured approach that ensures development and implementation of the most appropriate, effective methods and materials for communication with stakeholder audiences.

3. Foster support among influential stakeholders through coordinated efforts with Army leadership, CMA management, employees and contractors.

A cornerstone of the Public Affairs Program approach is to focus communication efforts where they will have the greatest impact. The Public Affairs Program identifies and assesses the communication needs of stakeholders who have the strongest potential influence on program success. Communication plans at both headquarters and sites focus considerable attention on reaching and coordinating interactions among these key stakeholders and Army leadership, program representatives or contractors.

4. Ensure that CMA communicates effectively about evolving issues, opportunities and challenges that may potentially affect the agency and its mission.

As the "face" of the program, the Public Affairs Program is positioned to identify or observe emerging issues that may pose risks to the CMA mission by affecting the program's cost and schedule. The Public Affairs Program also is positioned to capitalize on opportunities to communicate and advance CMA's mission with key stakeholders. The Public Affairs Program uses an issues management process to proactively identify and prioritize both risks and opportunities at an early stage and develop strategic approaches to address and manage them.


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5. Maximize public affairs management, administrative and systems support services provided to CMA Public Affairs staff at headquarters and the site level to ensure alignment with the CMA management plan and CMA Public Affairs Strategic Communications Plan.

Managing the Public Affairs Program ensures that the organization is speaking with one voice, providing guidance and directive to Public Affairs assets, proactively dealing with issues that may affect the reputation of the organization, spending limited resources where they will do the most for the program, providing intelligence on the local communities, to include political leaders, providing the tools necessary for doing business, and aligning Public Affairs throughout the organization.


Section 7 Strategic ApproachThe Public Affairs Program uses an approach that is strategic, targeted and measurable and is sharply focused on the issues, opportunities and milestones that are of the highest relevance to stakeholders. It is strategic in that it aligns communication actions/initiatives with CMA’s communication goals and desired outcomes. The program conducts research and incorporates lessons learned from previous communication efforts to better target key messages to the right stakeholders and through the right channels to garner the most favorable impact. Using this approach, the program effectively manages issues, takes advantage of opportunities to build credibility and stakeholder trust, and organizes support around milestones marking CMA’s progress toward its goals. Finally, to ensure planned actions achieve desired outcomes, the program continuously measures the effectiveness of planned activities and associated information materials.

METHODOLOGYThe Public Affairs Program employs a methodology that includes the following elements:

Define communication goals and desired outcomes;

Identify and prioritize target audiences (key stakeholders);

Establish programmatic and specific key messages;

Develop measurable communication (tools and tactics); and

Incorporate ongoing evaluation processes that track progress toward goals.

Define Communication Goals and Desired OutcomesThe Public Affairs Program established its five-year goals, designed a series of integrated communications activities to meet those goals and developed metrics by which goal achievement (desired outcomes) will be scored. To gauge progress toward achieving its goals, it compares its performance against specific, measurable criteria.

Each year, CMA public affairs teams, using a continuous improvement process, review and update their plans. In that process, the teams describe the issues, opportunities and milestones and the associated objectives, outcomes, communications activities and evaluation measures they will undertake to address stakeholder interests.

Identify and Prioritize Target Audiences (key stakeholders)As a national program, CMA has multiple stakeholders. Key to the success of the mission to destroy the nations chemical weapons/agent is the CMA workforce, made up of military, government, contractor and subcontractor employees. Also important are the thousands of people who live and work near the more than 150 known or suspected chemical weapons/agent burial sites across the country and in communities surrounding the chemical weapons storage (stockpile) sites; other nations and international organizations; Congress; federal executive branch agencies; state and local regulators and public officials; citizens' advisory commissions; private industry, professional and trade associations; civic organizations; public interest groups; and the media.


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During the process of developing guidance to address an emerging issue, opportunity or milestone, an analysis is done to identify which stakeholders (individuals and groups) will take an interest in an issue and/or be most affected by it. Communications activities and interactions then are planned and executed to best address the needs of these stakeholders.

Evaluate Programmatic and Specific Key MessagesThe Public Affairs Program has analyzed input received from stakeholders and other sources that allows the program to align all of its goals and has incorporated best communication practices to formulate guidance for both headquarters and specific public affairs staffs. The objective of this guidance is to share information with CMA’s stakeholders effectively and efficiently, and foster meaningful interactions. That guidance can be found in this document and in a set of standing operating procedures public affairs personnel use to implement the outreach program.

The Public Affairs Program has developed programmatic key messages that are to be used consistently throughout the program. CMA Public Affairs has identified areas of stakeholder perception that are critical to CMA’s success. The perceptions directly linked to stakeholder trust include awareness of the national imperative to destroy chemical warfare materiel, the safety and security of the chemical stockpile in storage, the safety of the disposal process, the expertise and dedication of the workforce, the openness of the program to stakeholders, and the responsiveness of the program to partners and oversight bodies. CMA’s public affairs philosophy is to consistently incorporate key messages that address these critical perceptions. When used program-wide, the following key messages encourage “one voice” communications from headquarters and all agency locations and projects:

Safety

Our number-one priority is the safety of the workers, the public, and the environment.

Supporting Messages We have a proven track record in the safe storage, recovery, assessment, treatment, and

elimination of millions of pounds of chemical agent, including more than 40% of all chemical munitions.

We have highly trained, experienced workers, many of who are your neighbors and who are dedicated to safely storing and destroying these weapons and producing equipment to protect our nation’s soldiers and homeland defenders.

We work with national, state and local organizations to help prepare communities to respond effectively in case of a storage or disposal emergency.

We adhere to strict safety and health requirements to enhance the protection of workers, the public and the environment.


Section 6 Goals

Expertise

We possess the technical expertise and experience to fulfill the national imperative while protecting the public, workers and the environment.

Supporting Messages We are the world leader in developing and using technologies to eliminate these weapons--

our first facility began chemical agent operations in 1990 and we now have three active facilities destroying stored agent with three more soon to be on line. One of our weapons storage sites—at Johnston Island in the Pacific--has safely and successfully completed its destruction operations, demolished its facilities and restored the surrounding environment.

We apply the technical lessons learned at each treatment and disposal location to enhance the effectiveness of all of our operations.

Our workers participate in rigorous training programs prior to beginning work.

We are experts in chemical storage, and we effectively employ safeguards that enabled us to store this dangerous and deteriorating materiel safely.

We are world leaders in the design and manufacturing of new warfare materiel, including specialized munitions and chemical protective equipment.

Openness

We are committed to sharing information with stakeholders.

Supporting Messages We conduct public meetings and capitalize on opportunities for information sharing with

interested groups and individuals.

We meet regularly with state and local community representatives, media and regulatory officials to share information and address questions.

We operate community-based outreach offices with full-time staff that are members of the community.

We develop measurable communication materials (tools and tactics) to ensure we are reaching all of our stakeholders.

We provide extensive information about our program through the agency website, and through information repositories located in 40 states.


Section 6 Goals

Partnership/Oversight

Public, private and government organizations work with us in both oversight and partnership roles to help ensure the safety and effectiveness of our operations, to deliver effective products and services, and to address stakeholder questions.

Supporting Messages We cooperatively involve regulators, industry experts and other groups to assist us with

continuous improvement efforts.

We fund and involve outside agencies and experts to evaluate and monitor agency operations and impacts.

We partner with national, state and local agencies and community leaders to effectively address agent storage, disposal and emergency preparedness concerns.

We collaborate with armed forces and government partners to create products and provide services that enhance our military readiness and homeland defense.

Dedication

The Army, its employees and contractors are dedicated to safely storing, treating and destroying the chemical materiel in accordance with the Chemical Weapons Convention as well as to providing products and services that enhance our the nation’s military readiness and homeland defense. We work vigilantly to assure that we fulfill our promises.

Supporting Messages There is no more dedicated workforce than that at the CMA.

Our employees have stayed through time and worked through numerous challenges to keep our nation safe.

Our employees, from the newest to the most tenured, are working every day to rid our nation of the chemical weapons, agent and other chemical related materiel.

Pine Bluff Arsenal employees provide our military and homeland defenders with valuable products and services to ensure our nation’s continued defense readiness.

CMA teams at Newport Chemical Depot and Pine Bluff Arsenal are safely dismantling and destroying our nation’s former chemical agent production facilities, and are on schedule to complete this work by the April 2007 treaty deadline.


Section 6 Goals

Incorporate an Ongoing Evaluation Process That Tracks Progress Toward GoalsThrough continuous evaluation the Public Affairs program maintains a dynamic process ensuring that the program messages and materials are tailored to actual community needs and public perceptions.

The Public Affairs Program’s evaluation processes include surveys and customer feedback mechanisms. In addition to measuring the impact of its work, the Public Affairs Program has implemented a contact management system to track its interactions and activities with its stakeholders. Combining the results of both the evaluation and contact management processes allows the public affairs staff to plan, budget and execute activities that will have the greatest impact. The Public Affairs Program’s continuous improvement process ensures that adjustments can be made to practices as feedback results are received and analyzed.

To measure progress toward fulfilling the public affairs mission, measures have been selected that reflect the most results-oriented aspects of public affairs strategy -- the desired outcomes envisioned through achievement of program goals. Measuring performance on the basis of accomplishing desired outcomes helps establish clear accountabilities for intended results, not just the milestones and activities that form the majority of daily program processes.

The program’s desired outcomes and the measures associated with them are visible and transparent to all those accountable for them. In other words, expectations focus on accountability for meeting clear, measurable levels of performance that line up to the program’s desired outcomes.

DESIRED OUTCOMESCMA’s Public Affairs Program has a variety of tools and tactics at its disposal to implement its strategic public outreach program. The Public Affairs Program has outlined specific performance expectations for each goal and assigned responsibility for expected performance by describing each goal’s desired outcome. The program defines a desired outcome as the end state or long-term result brought about by achieving a goal.

The following table illustrates the desired outcome associated with each of the goals.

Goals Desired OutcomesIncrease internal audience understanding and coordination of the CMA program, its objectives, key messages and activities, remaining inclusive of all missions.

1. Increased leadership ability to effectively communicate the national imperative.

2. Increased advocacy for the program with “one voice.”

3. Increased organizational credibility and trust with external stakeholders.

Provide information to external audiences on CMA’s commitment to fulfill its national imperatives.

1. Trust and credibility.2. Increased awareness, knowledge and understanding.3. Established brand identity (mission and purpose.)

Foster support among influential stakeholders through coordinated efforts of the Army leadership, CMA management, employees and contractors.

1. Strengthened relationships and support. 2. Increased accurate and balanced media coverage.3. Reduced public criticism.


Section 6 Goals

Goals Desired OutcomesEnsure that CMA communicates effectively about evolving issues, opportunities and challenges that potentially impact CMA.

1. Enhanced trust and credibility.2. Increased internal knowledge and preparedness. 3. Strengthened CMA ability to mitigate risk issues

and to capitalize on opportunities. 4. Increased accuracy and balance in media coverage.

Maximize public affairs management, administrative and systems support services provided to CMA Public Affairs staff at headquarters and thelocal level to ensure alignment with the CMA management plan and CMA Public Affairs strategic communications plan.

1. Effective public affairs guidance, operating procedures and policies that aid public affairs teams.

2. Effective allocation and management of resources 3. Increased public affairs support from CMA

departments and management.

BALANCED PERSPECTIVE ON COMMUNICATIONS’ RESULTSIn keeping with a Balanced Scorecard Approach, the CMA Public Affairs Program measures effectiveness at both an outcome and process level. At the level of program impact, or the outcome level, the Public Affairs Program defines governing principles and high-level expectations by establishing goals, desired outcomes, priorities, corresponding allocation of resources, and objectives and activities that align to program goals.

To achieve the highest level of participation CMA Public Affairs Program conducted strategic planning sessions with each of the public affairs officers, outreach office staff and systems contractors to help identify the outcomes each site wished to reach. The public affairs teams then identified audiences, goals, objectives and activities or Issues, Opportunities and Milestones, for their site. For synopses of the plans developed as a result of these planning sessions see Appendices A-F.

At the process level where program implementation occurs, the Public Affairs Program defines its tactical approach, comprising the issues/opportunities management process, standing operating procedures, contact management system, and continuous improvement process, that serves to accomplish the objectives, priorities, desired outcomes and goals set forth at the outcome level of public affairs strategy.

The process of strategic planning, assignment of accountability, measurement and reporting of performance, and continuous improvement represents a balanced strategic communications lifecycle that promotes CMA’s effectiveness within its dynamic, evolving environment.

The program tracks and measures specific key indicators of desired outcomes that align with its goals and objectives and correspond to individual responsibilities. The program uses measurement data to provide both insight and create refinements that strengthen proven efforts and to adjust efforts that are performing below performance target levels.


Section 8 Tactical ApproachCMA Public Affairs interacts with multiple government and contractor constituencies across the country. Each element of CMA public affairs has unique mandates, schedules, stakeholders, and technical and outreach challenges.

To manage the communications needed to support an inherently complex technical organization, the Public Affairs Program has established communication governance principles, identified strategic communication outcomes, and provided dynamic communication management processes to each site-level outreach team. Public affairs officers, systems contractor’s public affairs staff and outreach offices use these principles and processes to provide cohesive and consistent outreach services throughout the program.

The Public Affairs Program uses several communication processes, systems and a set of procedures to develop, implement and track programmatic outreach and communication efforts.

ISSUES, OPPORTUNITIES AND MILESTONES MANAGEMENT PROCESSThe CMA Public Affairs Program identifies, develops, implements and monitors myriad mechanisms to ensure viable and credible sources of information exchange exist on programmatic and specific levels. The office uses the issues/opportunities/milestones management process to address emerging issues that will impact internal and external stakeholders. In particular, this process helps the public affairs staff manage issues from across the program that are most relevant to key stakeholder concerns or have the potential to impact program credibility, cost and schedule.

The program identifies issues in many ways—through direct feedback from stakeholders, from frequent interaction with technical counterparts within CMA and from media reports. Once an issue is identified and submitted, it is examined to determine the urgency of response, the desired outcomes, appropriate communication tactics and resource needs. See the corresponding site-level matrices of issues, opportunities and milestones identified for the coming year (Appendices A-F).

Active issues/opportunities/milestones are defined as non-crisis issues requiring a near-term uniform response to mitigate a threat to the program’s credibility or mission achievement, or as an opportunity for the program to strengthen relationships with supportive or neutral stakeholders.

All active issues/opportunities/milestones require the development of a communications action plan. Each action plan defines and identifies measurable communication objectives, key stakeholders, communications initiatives, and establishes implementation schedules and evaluation measures to be used to track the action plan’s effectiveness.

STANDING OPERATING PROCEDURES The program recognizes that effective communication efforts must be dynamic in nature and yield results that are designed to identify, evaluate and address the communications needs of affected internal and external stakeholders.

The program developed standing operating procedures that ensure product and service consistency within the multiple government and contractor constituencies located at HQ, within CMA’s mission areas, and at all the storage, disposal and recovered chemical warfare sites,


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across the country. Although the various program elements and sites have unique characteristics and challenges, it is the responsibility of the Public Affairs Program to ensure that all CMA communications and outreach efforts support the overarching goals and objectives of the CMA organization as a whole. The standing operating procedures are designed to make certain that resources within the program use a consistent approach when communicating programmatic decisions and actions to affected stakeholders.

Conducting successful, outcome-oriented outreach and public affairs efforts requires a variety of inter-related activities and a mixture of interactive functional capabilities, relevant skill sets and clear guidance. To ensure that CMA’s outreach and communication products and activities remain strategic, targeted and measured, the standing operating procedures provide direction for the use of appropriate communication tools and processes.

The standing operating procedures recommend a variety of techniques derived from observation of outreach and public affairs practitioners in both public and private sectors. The Public Affairs Program has analyzed input received from the public and other various sources to determine direction and has incorporated best practice communication techniques into the standing operating procedures.

Given the geographic distribution, varying socio-economic conditions, cultural diversity and level of involvement or interest of CMA’s stakeholders, there is no one-size-fits-all communication tool that will reliably provide all stakeholders with the right information at the right time. The standing operating procedures establish and define how varying tactical procedures and related communication products should be used to produce the maximum benefit to CMA stakeholders.

COMMUNICATION TOOLSTo institutionalize a strategic, targeted and measured approach, the Public Affairs Program incorporated guidance for development of communication tools into the standing operating procedures. The office prefers the highest return on stakeholder interactions; however it recognizes that variances in information dissemination venues and stakeholder awareness may not always produce the highest return on communication investments.

Accordingly, the Public Affairs Program has divided tactical communication tools into three categories: controlled, semi-controlled and uncontrolled communications. These categories are defined below:

1. Controlled Communications – The most preferred category. These types of tools and activities provide the most advantageous stakeholder targeting and highest measurements. Examples include direct mailings, one-on-one interactions, group briefings, and internal employee communications.

2. Semi-Controlled Communications – The somewhat preferred category. These types of tools and activities provide some level of targeting and measurability. Examples include press conferences, media advisories, web site postings, some events, sponsorships, speaker’s bureaus and participation in conferences.

3. Uncontrolled Communications – The least preferred category. These types of tools and activities provide the least targeting and least measurement. Examples include news


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releases; free standing brochures and fact sheets, some events, participation in online news groups and advertising.

CONTACT MANAGEMENT SYSTEMThe Public Affairs Program uses a Web-based contact management system to track interactions and activities and to manage relationships with key stakeholders. The contact management process captures, tracks and relates discrete activities for diverse stakeholder groups. It also functions as a comprehensive repository for all stakeholder contact information via a database capable of producing reports of phone activity, email distributions, contact information and relationship histories. It allows the Public Affairs Program to link all relevant stakeholder correspondence to the associated contact for a complete record of everything that has been sent and received, ensuring that stakeholders receive the right information at the right time.

Tracking stakeholder interactions and activities is a key aspect of the measurement and evaluation strategy. Data from this system will be used to provide evidence of progress toward achieving desired outcomes and also will be used to modify and continuously improve planned public outreach efforts.

Contact management provides a technological tool that expands the relationship management capabilities of limited human resources. It also positions the organization to be responsive to the unique interests of a diverse stakeholder group and supports ongoing productive relationships.

CONTINUOUS IMPROVEMENT PROCESSThrough collection, review and analysis of feedback, the Public Affairs Program has the information it needs to continuously improve its performance. The key to actual improvement, however, is the management of accountability by following through on measurement and program evaluation.

The management of accountability for performance will require three areas of oversight and follow-up.

1. Process Management - The Public Affairs Program will ensure strategic communication processes comply with the governing principles and expectations established in this strategic plan. Compliance may be monitored through consistent review and feedback based on regular performance reporting. Performance measures will provide the necessary criteria for effective management of processes.

2. Strategic Internal Communication - The Public Affairs Program will communicate its strategic and tactical approaches, and corresponding expectations of performance, to all its internal stakeholders. This transparency is critical because it will instill management expectations in those individually accountable for helping achieve the program’s mission, and because it will allow the office to demonstrate commitment and progress toward program-level accountability. Opportunities for such communication include the Programmatic Lessons Learned workshops, Commanders Conference briefings, meetings with site staff, telephone conversations and electronic communication.

3. Strategic Review and Refinement - At least annually, the office will review program performance and determine the relevancy and effectiveness of its current strategic approach


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to accomplishing its mission. Based on observed outcomes (as compared with desired outcomes), specific performance measures and other sources of program feedback, the office will decide whether its strategic approach needs to be refined or changed, and will adjust its approach accordingly.

Through these initiatives, and by pursuing a strategic, targeted and measured approach to its communication with all stakeholders, the program will continuously improve and make steady progress toward fulfilling its mission.

HEADQUARTERS ACTIVITIESThe CMA headquarters public affairs staff, with its defined mission, vision and roles as a guide, has laid out its priority activities for FY 05 in the attached Activities Matrix (See Appendix X).

Staff members completed this matrix with an emphasis on prioritizing their time and dedicating available resources in the most effective ways possible. They also filled out the matrix while focusing on the plan’s stated goals and desired outcomes and their individual roles in helping to support them.

This exercise will be conducted on an annual basis with the staff applying lessons learned from the past year, evaluation findings and integrating best practices in order to foster continuous improvement in the CMA public affairs program.


Section 9 Site Level Strategic PlansCMA uses integrated teams of public affairs and outreach resources to conduct strategically grounded communications activities designed to help build and maintain understanding and support for the CMA mission.

As stated earlier in this plan’s Core Competencies section, the public affairs team at each chemical agent storage and disposal site works toward advancing the CMA Public Affairs Program mission and vision by:

Acting as the community liaison to the media, local officials and other stakeholders;

Providing opportunities to increase public awareness and understanding about local storage, disposal and emergency preparedness programs at stockpile sites;

Discussing systems and activities involved in the destruction of non-stockpile chemical materiel;

Supporting Commanders and Project Managers;

Providing input for data collection for evaluation, and

Using technology to support effective communications.

The following appendices provide brief synopses of the core elements of the more comprehensive site-level public outreach strategic communications plans being employed by the site-level CMA public affairs teams. The mission, goals, and defined site team roles and responsibilities contained in these plans align with and support the agency-level public affairs goals and desired outcomes.

Strategic plan appendices are offered here for CMA chemical materiel storage, disposal and non-stockpile sites at: Anniston, Ala.; Edgewood, Md.; Newport, Ind.; Pine Bluff, Ark.; Tooele, Utah; and Umatilla, Ore.

Because the chemical materiel storage sites at Blue Grass, Ky. and Pueblo, Colo., have dual reporting requirements to CMA (for storage) and the Assembled Chemical Weapons Alternatives (ACWA) program (for disposal), they are not included in this plan.


Appendix AAberdeen

Appendix BAnniston

Appendix C Newport

Appendix DPine Bluff

Appendix EDeseret

Appendix FUmatilla

Appendix GEvaluation

Appendix HOperational Schedule of Strategic Activities

Documents

CMAPAStrategicPlanOrig[1]