USMA STRATEGIC COMMUNICATION PLAN 2013 - 2015 · USMA STRATEGIC COMMUNICATION PLAN 2013 s201 õ 8 AUDIENCES a. Internal: Foster two-way strategic communication to ensure cadets, staff,

USMA STRATEGIC COMMUNICATION PLAN2013 - 2015

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USMA STRATEGIC COMMUNICATION PLAN 2013-2019

TABLE OF CONTENTS

OVERVIEW.......................................................................................................... 4

GOAL ................................................................................................................. 5

STRATEGIC CONTEXT .......................................................................................... 5

ANALYSIS ........................................................................................................... 6 a. Strategic Environment ............................................................................ 6 b. Internal Environment ............................................................................. 7

AUDIENCES ........................................................................................................ 8 a. Internal ................................................................................................... 8 b. External .................................................................................................. 8 c.AdditionalStakeholders .......................................................................... 9

COMMUNICATION ............................................................................................ 10 a.KeyElements ........................................................................................ 10 b.KeyThemesandMessages ................................................................... 11 c.CommunicatorsandChannels .............................................................. 13 1. ExistingVehiclesandStrategies 2. CommunicationTriggers d. Tools(2013-2014Calendar,2013CommandBrief) ............................ 14

COMMAND BRIEF ............................................................................................. 16

EVALUATION .................................................................................................... 20


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OVERVIEW

USMAStrategicCommunication(STRATCOM)istheprocessthatintegratesactivitiesandinformationtoengagekeyaudienceswhileachievinggoalsconsistentwithUnitedStatesMilitaryAcademymission,vision,andgoals.USMASTRATCOMisnestedwithincurrentU.S.Armydoctrine,priorities,andobjectives.

ThisSTRATCOMPlanprovidesguidanceforeffectivelycommunicatingmessagestokeyinternalandexternalaudiences,particularlySoldiersandfamilies.Theplanfocusescommunicationtoensurekeyaudiencesandstakeholdersarewell-informedaboutUSMA’smission,vision,andgoals.TheresponsibilityforeffectivestrategiccommunicationbeginswiththeSuperintendent,isimplementedbytheDirectorofStrategicInitiatives,andiscommunicatedbyallleadersintheWestPointCommunity.

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STRATEGIC COMMUNICATION PLAN GOAL

To best communicate the story of USMA to key audiences in order to generate broad understanding, advocacy, and support for USMA, and in support of the United States Army. Reinforce core key themes and message aligned with the USMA Strategic Plan.

STRATEGIC CONTEXT

Department of the Army Strategic CommunicationgoalsforourexpeditionaryArmyatwarare:

• Toattract,retainandsustainaqualityAll-VolunteerForce(Soldiers,families,andcivilians).

• Togainandmaintainpublictrust,confidence,andactivesupportfortheArmy.

• Torestorebalanceandsetconditionsforthefuturebygainingandmaintainingpublic,OfficeoftheSecretaryofDefense(OSD),andCongressionalsupportforresourcingthefullcostofanexpeditionaryArmy.

• Tobroadenunderstandingandadvocacybygainingandmaintainingawell-informedcommunityofSoldiers,families,Armycivilians,keystakeholders,allies,andalumni.

Inturn,USMA Strategic Communicationgoalsare:

• Toattract,retainandsustainaqualityCorpsofCadets,aswellasstaffandfaculty.

• To maintain publictrust,confidenceandactivesupportfortheUnitedStatesMilitaryAcademythroughavarietyofcommunicationsmeans.

• TosetconditionsforfuturemissionsuccessbygainingandmaintainingDepartmentoftheArmy,DepartmentofDefense,andcongressionalresourcesandsupportforUSMA.Theseincludeinfrastructuresupport(e.g.,cadetbarracksandacademicbuildings),manningoftheTDA,andadequatefundinginthePOM,aswellpersonnelpolicy,curriculum,andmilitarytrainingsupport.

• Tobroadenunderstandingandadvocacybygainingandmaintainingawell-informedWestPointCommunityofSoldiers,families,Armycivilians,aswellaskeystakeholders(e.g.,BoardofVisitors),alumni,nationalacademicinstitutions,andinternationalcounterparts.


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ANALYSIS

a. Strategic Environment

Overthepastdecade-plusofcontinuouswarfare,ourgraduateshaveledSoldiersincombatwithtremendousvalor,honor,andskillagainstaconstantlyevolvingenemy.Theyhavedemonstratedskillinculturaladaptability,professionalism,andmissioncommandinpartnershipswithouralliesandwithhostnationarmies,governmentofficials,andlocalleaders.Aswedisengagefromthosemajorcampaigns,theevolvingnationalsecurityenvironmentwillincludenewlevelsofcomplexity.Itwillbecharacterizedbyincreasedfocusoncapacityacrossthefullspectrumofoperations,fromhumanitarianassistanceanddisasterrelieftogeneralwar,andaneedforincreasedinteroperabilitywithinternationalpartners.AneffectiveArmyresponsetothischallengewillrequireagreaterdegreeofintellectualcapabilityderivativeofcriticalthinkersandcreativeproblemsolvers.

To lead our future formations, USMA graduates will need strong foundations of values-based leadership skills and professional competence that apply with equal effectiveness across that broad spectrum of complex operations.

Strategic guidance from national, Department of Defense, and Army levels all emphasize the importance of our values. Those values define how and under what conditions we conduct operations in engagements worldwide.

For cadets, they are defined by a combination of Army Values, the Cadet Honor Code, and the motto, “Duty, Honor, Country.” Our graduates will need these collective values to guide them in the complex decisions they will make leading Soldiers in the contemporary operating environment.

Inthecomingyears,U.S.armedforceswillconductmissionsthatspanthespectrumofconflictincludingdefeatingadversariesinhighintensitycombat,conductingirregularwarfare,providingstabilityandsecurityoperations,andaddressingemergingspaceandcyberrequirements.1 TheArmy’sStrategicPlanningGuidanceaddressesthesemissionrequirementswithacallforoperationaladaptability:“…theabilitytoshapeconditionsandrespondeffectivelytoachangingoperationalenvironmentwithappropriate,flexible,andtimelyactions.”2Overacareerofservice,ourgraduateswillbeexpectedtotrainforandconductoperationsacrossthatspectrumofconflict.Moreover,ourNation’sglobalengagementandshapingoperationswillbecharacterizedbydecentralized,complexinteractionsconductedinajoint,interagency,intergovernmental,andmultinational(JIIM)environment,inaccordancewiththedoctrineofMissionCommand.3

1DepartmentofDefense,SustainingU.S.GlobalLeadership:Prioritiesfor21stCenturyDefense,January2012.2DepartmentoftheArmy,2012ArmyStrategicPlanningGuidance,April2012.3 SeeGeneralMartinE.Dempsey,“MissionCommand:WhitePaper,”(Washington:U.S.JointChiefsofStaff,3April2012).

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USMA’sleaderdevelopmentprocessmustinstillmilitary,intellectual,andphysicalcapacitytosettheconditionsforfuturesuccess.Itmustalsoprovideleaderdevelopmentexperiencesforcadetstodevelopadaptiveandopenmindsetsthattheywillcarrythoughtheircareersofservice.TheArmyof2020willcontinueoperationaladaptabilityandintegrationwithJIIMpartnersbyfocusingevenmoreeffortatlower-leveltacticalunitswhileprovidingthenecessaryinformationandautonomytoconducttheseoperationsthroughmissioncommand.Thoseunitswillhaveincreasedaccesstoprecisionfires;betteraccesstodigitalnetworks,unmannedaerialreconnaissanceandrobotics;andimprovedmine-clearingcapabilities.Thosesystemsrequireanimprovedunderstandingoftechnicalcapabilitiesalongwithanabilitytointegratethemintosmallunitoperations.

Our graduates will need to both master advanced technical capabilities themselves and lead their subordinates in an environment that will continue to be increasingly decentralized as technology advances.

b. Internal Environment

Noamountoftechnology,however,willremovethehuman,physical,oftenbrutal,andvolatileconditionsthathavecharacterizedwarfarethroughouthistory.

Our graduates must have the physical, mental, and moral strength to make decisions and to lead Soldiers in conditions of significant uncertainty and danger. As commissioned leaders of character, they must have the military, intellectual, and physical talent to excel in combat so that their Soldiers and, ultimately, the Nation can rely on their leadership.

USMA must continue to adapt its leader development processes to meet the increasing challenges presented by our Nation’s emerging national security environment. Clear themes of varying missions, global engagement, diverse partnerships, increased autonomy and capabilities in small units, rapidly changing technologies, and values-based leadership emerge from a study of this environment. Those themes collectively challenge us to educate, train, and inspire cadets across a broader array of basic skills and to instill in them the desire for lifelong learning throughout their careers of service as officers in the U.S. Army.

4 CommandingGeneral,U.S.ArmyTrainingandDoctrineCommand,“ShapingtheArmyof2020,”inArmy,October2011,pp.71-76.


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AUDIENCES

a. Internal: Fostertwo-waystrategiccommunicationtoensurecadets,staff,faculty,andallothersintheWestPointCommunityclearlyunderstandtheintentoftheUSMAleadership,andcaneffectivelyexecutethatintentatalllevels.

• Cadets

• StaffandFaculty

• TacticalOfficers/TacticalNCOs

• WestPointLeaders

• GarrisonLeadersandthosefromrelatedsupportelementsandtenantorganizations

• Coaches

b. External: EngagewiththoseoutsidetheAcademysotheyunderstandtheworkbeingdoneatUSMA,andareencouragedtosupporttheAcademy’smission.

• SeniorArmyleadership

• DepartmentofDefense

• ExecutiveBranch

• U.S.Congress

• TheAmericanPeople

• LeadersinthePrivateSector

• ProfessionalOrganizations(e.g.,Engineers)

• StateandLocalOfficials

• Academia(Accreditation)

• ThinkTanks/Forums

• CadetCandidateInfluencers

• Media

• ForeignNations/AlliedMilitariesandInternationalCounterpartInstitutions

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c. Additional Stakeholders:Ensurestakeholdersunderstandandcanhelpcommunicatethe workbeingdoneatUSMA,andareencouragedtosupporttheAcademy’smission.

• PresidentialBoardofVisitors

• Headquarters,DepartmentoftheArmy(SA/CSA)

1. AssistantSecretaryoftheArmyforManpowerandReserveAffairs

2. ArmyG-1

3. ArmyAccessionsCommand

4. TrainingandDoctrineCommand

5. Army Cadet Command

6. ForcesCommand

• MiddleStatesCommissiononHigherEducation

• WestPointAssociationofGraduates

• Graduates(+/-50,000)

• WestPointSocieties

• WestPointParentClubs

• CivilianAidestotheSecretaryoftheArmy

• NCAA(PatriotLeague)


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COMMUNICATION

a. KEY ELEMENTS

Mission:ThemissionoftheUnitedStatesMilitaryAcademyistoeducate,train,andinspiretheCorpsofCadetssothateachgraduateisacommissionedleaderofcharactercommittedtothevaluesofDuty,Honor,CountryandpreparedforacareerofprofessionalexcellenceandservicetotheNationasanofficerintheUnitedStatesArmy.

Vision:WestPointisrecognizedasapreeminentleaderdevelopmentinstitutionwhosegraduates—amajorsourceofcommissionedofficersfortheU.S.Army—areleadersofcharacter,thebedrockofourprofessionalmilitaryethic,andaprincipalsourceofintellectualcapitalfortheNation. Values: ThevaluesofWestPointareenshrinedinitsmotto:Duty,Honor,Country.

OneofthemostrecognizableaspectsofWestPoint’svaluesistheHonor Code,whichisinculcatedincadetsfromtheirfirstdayattheAcademyandremainswiththemforlife. Itsimplystates:“Acadetwillnotlie,cheat,steal,ortoleratethosewhodo.”

Similarly,theArmyValuesalsoformacornerstoneofwhatcadetslearnandexemplify,andstaff/facultyliveeveryday,astheybecomeleadersinourArmy.

The Army Values:

• Loyalty.BeartruefaithandallegiancetotheU.S.Constitution,theArmy,yourunitandotherSoldiers.Bearingtruefaithandallegianceisamatterofbelievinginanddevotingyourselftosomethingorsomeone.

• Duty.Fulfillyourobligations.Doingyourdutymeansmorethancarryingoutyourassignedtasks.Dutymeansbeingabletoaccomplishtasksaspartofateam.

• Respect.Treatpeopleastheyshouldbetreated.IntheSoldier’sCode,wepledgeto“treatotherswithdignityandrespectwhileexpectingotherstodothesame.”

• SelflessService.PutthewelfareoftheNation,theArmyandyoursubordinatesbeforeyourown.Selflessserviceislargerthanjustoneperson.Inservingyourcountry,youaredoingyourdutyloyallywithoutthoughtofrecognitionorgain.

• Honor.LiveuptoArmyvalues.Honorisamatterofcarryingout,acting,andlivingthevaluesofrespect,duty,loyalty,selflessservice,integrityandpersonalcourageineverythingyou do.

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• Integrity.Dowhat’sright,legallyandmorally.Integrityisaqualityyoudevelopbyadheringtomoralprinciples.Itrequiresthatyoudoandsaynothingthatdeceivesothers.

• PersonalCourage.Facefear,dangeroradversity(physicalormoral).PersonalcouragehaslongbeenassociatedwithourArmy.Withphysicalcourage,itisamatterofenduringphysicalduressandattimesriskingpersonalsafety.

b. KEY THEMES AND MESSAGES

Superintendent’s Priorities:

• UnitedStatesCorpsofCadets

• ConnectiontotheU.S.Army

• STRATCOMandTransparency

• CollaborationsandPartnerships

• LeaderDevelopmentoftheStaffandFaculty

• SustainmentofExcellenceandCommitmenttoInnovationandAdaptation

Message #1USMAisrecognizedforleadershipexcellencethroughouttheNationandaroundtheworld.Tocontinuetobeaworld-renownedleaderdevelopmentinstitution,wemustensurethattheAcademygrowsandadaptstochangesintheenvironment.AlthoughtherearemanydifferentprogramsandagenciesatWestPoint,allworktogethertoachieveourmission:toeducate,train,andinspiretheCorpsofCadetssothateachgraduateisacommissionedleaderofcharactercommittedtothevaluesofDuty,Honor,CountryandpreparedforacareerofprofessionalexcellenceandservicetotheNationasanofficerintheUnitedStatesArmy.

Message #2: Everythingbeginsandendswiththemission.OurnumberonepriorityistheUnitedStatesCorpsofCadets.WemustdevelopcommissionedleadersofcharactercommittedtothevaluesofDuty,Honor,Country,andpreparedforacareerofprofessionalexcellenceandservicetotheNationasofficersintheUnitedStatesArmy.Wemustattractandadmit-highqualityyoungmenandwomenandthendevelopthemascadetsthroughoutacomprehensive47-monthexperience.TheWestPointLeaderDevelopmentSystemdescribestheprocessofcadetdevelopmentacrossallaspectsofcadetgrowth.Throughtheachievementoftheobjectivessupportingthisgoal,USMAwillprovidetotheNationhigh-qualitycommissionedleadersforour Army.


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Message #3:USMAmustsolidifyandexpanditsconnectiontotheUnitedStatesArmybyaligningtheAcademywithArmyandDoDinitiatives,standards,plans,programs,andpoliciesandbyprovidingessentialintellectualcapitaltohelpmeetcriticalArmyandDoDchallenges.ThereisaninextricablelinkbetweenUSMAandtheArmy.Asbothamilitarycommandandanacademy,USMAisauniqueinstitutionwithintheArmythatmustbeorganizedtomeettheArmy’sandtheNation’sneedsforgenerationstocome.CloseconnectiontotheArmyensuresthat USMAcontinuestoalignwithbothcurrentpoliciesandfutureneeds,notonlybycommissioninggraduates,butalsobyservingasarepositoryofknowledgeandintellectualstrengthforthefuture.

Message #4:WemusteffectivelycommunicatewithappropriateaudiencestotellthestoryofUSMAinordertogeneratebroadunderstanding,advocacy,andsupportfortheAcademyandtheUnitedStatesArmy.ThisexpandsontheconnectionswiththeArmyandfocusesourefforttoensureourinternalandexternalaudiencesarewell-informedonmajor,positivechangesatUSMA inalldomainsthatreflectsuccess,adaptation,andinnovation.Thatincludesproactivelyexplainingsuccessesandeffectivelyrespondingtoinquirestoprovidethemostaccurateandcurrentinformation.

Message #5:Wewillestablish,support,andfostercollaborationandpartnershipsathomeandabroadinordertodeveloptherequisiteskillsandabilitiesinourcadets,leveragetheintellectualcapitaloftheAcademy,exchangeknowledgewithothers,andremainconnectedtothehighereducationcommunity.USMAisenhancedwhenitengageswithotherinstitutions,agencies,andpartners.ThesecollaborationsandpartnershipssupportthesuccessoftheU.S.Army,reinforcethestrategiccommunicationandtransparencyobjectives,andfacilitatecomparativebenchmarkingwithotherstohelpassessandimproveAcademyprograms.

Message #6:Wemustcontinuetoattract,recruit,retain,anddevelopahigh-qualitystaffandfacultydedicatedtoleaderdevelopment,professionalexcellence,andcontinuinggrowth.Toproduceexceptionalgraduates,everyoneworkingwithcadetsmustreflectthehigheststandardsofprofessionalexpertise,leadership,andbehaviorinherentwithinArmyvalues.TheAcademysupportsthedevelopmentofstaffandfacultysothattheycanbeexemplaryprofessionalrolemodelsforcadets.ProvidingstaffandfacultymembersfromallbackgroundssupportsablendofexcellenceatWestPointthatreflectsthediversityinourArmyandcontributestothecollectivestrengthoftheAcademy.

Message #7:Wewillcommittheentireinstitutiontoadaptingandinnovatingduringaperiodofdecliningresourcesbysustainingandimprovingexcellentadministrativeprocessesandinfrastructure.Thismessageconcentratesontheefficiencyandeffectivenessoftheprocessesthatachieveall

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ofthemyriadtasksthattogetheraccomplishthemissionofUSMA.Inaperiodofconstrainedresources,wemustbeagileenoughtoinnovateandadapt,whileensuringthatwecomplywithfiscalconstraints,legalobligations,andotherrequirements.AschangesatUSMAcontinue,wemusttreatchangeasanopportunityratherthanadisruption,continuingtoalignUSMAprocesseswiththerealitiesofafast-paced,ever-evolvingoperatingenvironment.

c. COMMUNICATORS AND CHANNELS

Throughcontinuousanalysisandevaluation,wewillensurethatthestrategiesandvehiclesusedtocommunicatetovariousaudiencesareappropriate,effective,andareconsistentwithArmy,DoD,andotherU.S.Governmentmessages.

1. Existing Vehicles and Strategies• WestPointVisitorsCenter• USMAWebsites• SocialMedia

• Facebook• YouTubeChannel

• AdmissionsMaterials/Briefings• Briefingslides• Candidateinterviews/questionnaires• Brochures

• WestPointAssociationofGraduates• QuarterlyPublication• Website• FirstCalleNewsletter• Founder’sDayPresentations

• TraditionalMediaOutlets(intentionalreleasebyPAO)

2. Communication Triggers Acommunicationtriggerisanevent,activity,accomplishment,orchallengethatnecessitatesacommunicationactivity.Triggersinclude,butarenotlimitedto:majorconferences,keyleaderspeakingevents,installationandcommunityevents,general officerorVIPvisits,emergingmediastories.

Communicatorsmustalsobeawareofunexpectedtriggerstooptimizeopportunities.Unexpectedtriggersdemandoursolidandspeedyresponse.

BelowareafewexamplesofpotentiallyunplannedcommunicationtriggereventsthatrequireUSMAtoadaptquicklyandtocommunicateeffectively:

• MajorDoDfunding/budgetadjustmentaffectingtheAcademy• Naturaldisasters,civildisturbances,terroristattacks


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• Breakingnewsstories(print,broadcast,orothermedium)associatedwithUSMAand/orthelocalcommunities

• NCAAandothersportsstoriesconnectedtoUSMA• Majorcrimesintheinstallationlocalarea• Accidentsanddeathsinvolvingcadets,Soldiers,familymembers,civilian

staffandfaculty• SeniorMilitaryLeaderchangesofcommand,conferences,orspeakingevents.

SeniorInternationalVisitors(e.g.,HeadofStateorMinisterofDefense)

d. TOOLS

1. 2013-2014 Calendar

AUG 13Cadet Summer Training WestPointOrientation(WPO)MarchBackReorganizationWeekAcceptanceDayAffirmationCeremonyRingWeekendFootballgame:MorganState

SEP 13BranchWeekCombinedArmsTailgateFootballGames:@BallState,Stanford,WakeForest,LouisianaTech-Dallas

OCT 13ThayerAwardFootballGames:@BostonCollege,EasternMichigan(Homecoming),@Temple

NOV 13SCUSA FootballGames:@AirForce,WesternKentucky,@Hawaii

DEC 13TreeLightingHoliday ConcertWinterLeaveArmy/NavyFootballGame,Philadelphia,PADecemberGraduation

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JAN 14ReorganizationWeekRoyalMilitaryCollegeCanadaWeekendUSMA@RMCCHockey500thNightWeekend

FEB 14YearlingWinterWeekend100thNightWeekend

MAR 14PlebeParentWeekend/CrestDinnerSpringLeaveForeignAcademyExchangeProgram(PhaseI:Deploy)

APR 14SandhurstCompetitionFAEP(PhaseII:Host)ScoutingJamboree

MAY 14SpecialOlympicsGraduationWeek

JUN 14Cadet Summer Training SummerLeadersExperienceArmyBirthdayCelebrationUSMAReceptionDayRehearsalReceptionDaySummerConcertSeriesSportsCamps

JUL 14Cadet Summer Training IndependenceDayConcertSportsCamps


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2. 2013 Command Brief

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EVALUATION

The ongoing USMA Strategic Communication Planning and Assessment Process:

ThissectionexplainstheoverarchingstrategiccommunicationplanningandassessmentprocessdesignedtocarryouttheSuperintendent’sintentandtoensuretheobjectivesofthestrategiccommunicationplanareachieved.TheannualcyclebeginswhentheSuperintendentpublishestheAnnualPlanningGuidance(APG),normallyinAugust,whichidentifiesanyparticularadjustmentsorareasofemphasisduringtheupcomingacademicyear.PublishingtheUSMAAPGinAugustfacilitatesexecutionduringtheacademicyearandsupportsbudgetsubmissioninthefallaspartoftheArmybudgetcycle.

Executionoftheplanandrelatedactionplans—includingtheStrategicCommunicationsPlan—isongoingthroughouttheyearandisdirectedthroughthechainofcommand.AssessmentisongoingwiththeUSMAstaffandagenciescapturinginformationfromvarioussources,muchofwhichisalsocollectedforotherAcademyneeds.SomeofthemostimportantinputsarefromtheWestPointLeaderDevelopmentSystem(WPLDS).EachFebruary,theWPLDSAssessmentCommitteewillbriefitsassessmentofthe10institutionalstudentlearningoutcomes.Thisanalysiswillincorporatedatafromtheendofthepreviousspringsemester,summerterm,andfallsemester.

TheassessmentoftheUSMAStrategicPlanisledbythechainofcommand.TheDirectorofStrategicInitiatives(DSI)willconducttheassessmentoftheStrategicCommunicationsPlanbasedonidentifiedindicators.TheUSMAChiefofStaffwilldirectthestafftocompilebothagencyassessmentsanddataontheindicatorsbytheendofApril.TheseplanswillbereviewedbasedonanalysisoftheinputfromthestaffandeachUSMAagencyinpreparationfortheannualStrategicPlanAssessmentMeeting.

Eachspring,theSuperintendentwillhosttheStrategicPlanAssessmentMeeting.Atthismeeting,underthedirectionoftheUSMAChiefofStaff,theStrategicPlanWorkingGroupwillpresenttokeyleaderstheanalysisoftheassessmentdatatofacilitateadiscussionoftheoverallassessmentofeachgoal.ThesekeyleaderswillincludetheSuperintendent,Dean,Commandant,DirectorofIntercollegiateAthletics,ChiefofStaff,DirectorofStrategicInitiatives,DirectorofAdmissions,andothersdesignatedbytheSuperintendent.TheresultsofthismeetingwillbetheStrategicPlanAssessmentReportpublishedattheendofthespringterm.ThisreportwillserveasthebasisforthedevelopmentoftheAnnualPlanningGuidanceforthefollowingacademicyear,whichwillbepublishedinAugust.

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ProducedbyUSMAStrategicInitiativesMay2013


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USMA STRATEGIC COMMUNICATION PLAN 2013 - 2015 · USMA STRATEGIC COMMUNICATION PLAN 2013 s201 õ 8 AUDIENCES a. Internal: Foster two-way strategic communication to ensure cadets, staff,