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Rebuilding Public Affairs

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Abstract
Rebuilding the Public Affairs program at the Navy Region Southwest Reserve Component Command after four years of no existence can be a challenge within the command and in the Southwest regional offices. Recently, leadership has begun revitalizing the program with the use of a Public Affairs Officer that has been permanently assigned to deal with the issues of starting a Public Affairs program.

Summary The Public Affairs(PA) program has been nonexistent in the last four years at the Navy command, Navy Region Southwest Reserve Component Command (NRSWRCC). The program has had no one in charge of the program at the command or its subordinate commands throughout the Southwest. The program lacks leadership, implementation, structure, training, equipment, and manpower.
Background
Public Affairs (PA) is a term for the formal offices of the branches of the United States Department of Defense whose purpose is to deal with the media and community issues. The term is also used for numerous media relations offices that are created by the U.S. military for more specific limited purposes. PA offices are staffed by a combination of officers, enlisted personnel, civilian officials and contract professionals. Public Affairs offices play a key role in contingency and deployed operations (SECNAVINST, 2012). The typical PA office is led by an officer who is in charge of planning, budgeting for, executing and evaluating the effectiveness of public affairs programs, and provides public affairs advice, counsel and support for commanders and senior staff members. The Public Affairs Officer (PAO) is responsible for developing a working relationship with reporters and other media representatives, maintaining a robust community relations program, keeping contact with other government agencies, and keeping internal and external publics informed on issues that may affect them. Known as "PA's" for short, they are expected to coordinate with the appropriate agencies prior to contacting and releasing information to the media on conditions that may result in favorable or unfavorable public reaction, including releases and public statements involving local, regional and national news (SECNAVINST, 2012). Public Affairs Officers are responsible for preparing information relative to unit participation in military operations, world events, and environmental matters through news releases, special activities, photographs, radio and television, and other informational material. They also review materials such as speeches, news articles, and radio and television shows for security policy review and integration with the objectives of the military, and determine appropriate topics (SECNAVINST, 2012).
Every Navy command has some form of PA program. Some are primary duties and others are what the Navy calls collateral duties. Primary Public Affair programs are mainstream and done daily. The people that run the program are trained professionals called Public Affairs Officers (PAO) and collaborate with PA on a regular basis. Collateral duty Public Affair programs are secondary positions and the people that run the programs have minimum training (Public Affairs Handbook, 2001).
At NRSWRCC, there has been no PAO to fill the billet in the last four years so the program has had no exposure which means the 20 subordinate commands that fall under NRSWRCC have also had no exposure to the program. In January 2012, LCDR Clinton Larson, a full-time PAO, was assigned to NRSWRCC to implement the PA program at the command and its subordinate commands (NAVREGSWRCCNOTE 5420, 2011).
Findings
According to Larson, command leadership, from the top down needs to buy off on the PA program to make it work. Larson had a meeting with the Commander of NRSWRCC, Captain Marco Cromartie to get his support on the program as a start and to lay out his vision of the program and to get the commanders input for his vision of the program. This will also add structure to the program throughout the organization because of leadership involvement (Kreitner and Kinicki, 2010).
Larson started with the top of the chain of command to get support so that the rest of the commanding officers at the subordinate commands are onboard with the commanders and PAOs vision of how the program should work.
Another issue with the PA program is training. Most of the collateral duty PAOs do not have the required training to maintain the program. It is too costly to send all 20 collateral duty PAOs to formal training. Larson devised a plan to coordinate training via telephone and video teleconferencing as well as traveling to each subordinate command to provide hands on training. He also has created documents and PowerPoint's that provides training which is easily located on the commands SharePoint website. The training will provide knowledge, increase flexibility and motivate the collateral duty PAO's to take ownership and get involved with the program (Kreitner and Kinicki, 2010).
Larson plans to use the social media market to get the Navy message out to broader audiences to generate more interest and support in the PA program. In addition, Facebook will be used because it is an efficient way to communicate, it promotes trust and the organization receives feedback from the target audience (Moynihan, 2010). The plan is to use stories and photos generated and provided by the subordinate commands in the Facebook in hopes that once they see it, they will understand the importance of PA. In addition to stressing the importance of PA, Facebook can be used to build cross training and networking between each subordinate command (Kreitner and Kinicki, 2010). The commands Facebook is currently up for approval by the Chief of Naval Information. The approval is standard operating procedure for use of social media (Moynihan, 2010).
In addition to the use of social media, Larson has created a command newsletter with the same idea in mind. The newsletter is expected to be published in an electronic format by May. To keep building an effective PA program, he holds monthly virtual meetings with all collateral duty PAOs to keep everyone synced up (Kreitner and Kinicki, 2010). Also he has a tool called the Close of Business report. The report tracks upcoming and past PA events. That report is used to sync up PA projects with the rest of the Southwest region and big Navy PA commanders.
Another issue is equipment. Equipment is scarce and expensive. In order to maintain the PA program, all 20 subordinate commands needs cameras and computers. Collateral duty PAO's have been using camera phones, personal cameras and computers to get what little they can done. There is no way in this time of budget cuts that the Department of Defense is going to drop a lot of money into a program that seems to get the back burner of importance. Larson is trying to get a small pot of money to buy 20 inexpensive point and shoot digital cameras. That would fix the camera issue but Larson has yet to figure a way around the computer issue.
The last issue is having people to run the program. There are various amounts of people at each subordinate command, ranging from seven to 35 on staff. The smaller staffs have a more difficult time adapting to the change because of all the other duties each person must maintain are of greater importance. They have to remain flexible like an organic organization in order to make the PA program work and their own command leadership has to back them (Kreitner and Kinicki, 2010).
Conclusion
NRSWRCC and its 20 subordinate commands are slowly coming onboard with the leadership, structure, training, manpower and equipment issues. Larson has set a time frame for full implementation of the PA program by October 2012.

References

Kreitner, R. and Kinicki, A. (2010.) Organization Behavior-9th Edition, New York: McGraw-Hill,), p.323
SECNAVINST 5720.44C (2012.) Public Affairs Policy and Regulations, Department of the Navy
Public Affairs Handbook (2001.) Unofficial guide to PA. Retrieved from http://www.chinfo.navy.mil
Moynihan, D. (2010.) Navy Command Social Media Handbook (CHINFO), p. 3 Retrieved from http://www.cnrc.navy.mil/pao/socialnetwrk/soc_med_hnd_bk.pdf
NAVREGSWRCCNOTE 5420 (2011.) Primary and Collateral Duty Assignments, Navy Region Southwest Reserve Component Command, p. 1

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