Compliance Inspection and You Presented by Julie DeBardelaben, NHQ/PA & Norma Moreno, IG Shop, CAP-USAF

Did You Submit Deliverables? Did you submit your answers to the CI Guide and did you submit your biography?

Are You Prepared? Do you have a continuity or brag book? Do you have publications – newsletters, CDS to share with the inspector?

Are You Providing Training? Are the units provided professional development? Do you have training materials available for the inspector to review?

Are You Managing the Program How do you know what your units are doing? Are they being published; have they been on TV, radio or social media? Do you have a process in place for units to report their activities monthly or quarterly?

Is Branding a Priority? Do you have a process in place to ensure your materials are in good taste, accurate, and reflect a positive image of CAP? Are units publishing a newsletter?

Program Weaknesses 1. Too many commanders serving as PAO. 2. Wing PAOs should encourage subordinate PAs to enroll in the Public Affairs Specialty Track and to pursue professional development in general. 3. Trying to do it all…seek help!

Critical Needs 1. Build a relationship with the CC. 2. Build a relationship with local media. 3. Take care of the small stuff. 4. Don’t forget about cadets – a valuable resource!

Proposed Changes to a. Planning. PAOs at the unit, wing and, region levels will develop an annual public relations plan to promote CAP, its goals and missions for internal and external audiences, and a crisis communications plan to deal rapidly and effectively with crisis situations.

Proposed Changes to Step-by-step instructions on how to write each plan are provided on the National Public Affairs website.

PA Planning Go to PA page; click on PAO Toolkit. There you will find PA Planning Guidelines: CAP Public Awareness Plan CAP Public Awareness Plan CAP Public Awareness Plan CAP Public Awareness Plan Crisis Communications Planning Crisis Communications Planning Crisis Communications Planning Crisis Communications Planning Public Affairs Planning Public Affairs Planning Public Affairs Planning Public Affairs Planning Region and Wing PA Plans Region and Wing PA Plans

Proposed Changes to The public relations plan will follow the four- step planning process for public affairs: Step 1 Determine PA needs and opportunities; Step 2 Establish objectives designed to fulfill needs and opportunities identified in Step 1; Step 3 Establish goals and action strategies for each objective; and Step 4 State the desired impact envisioned for each goal provided in Step 3.

Proposed Changes to b. The unit PAO will submit a PA plan annually, including an evaluation of the effectiveness of the previous year’s goals, to the wing PAO for review and input. The wing PAO will submit a PA plan annually, including an evaluation of the effectiveness of the previous year’s goals, to the region PAO and to National Headquarters Public Affairs for review and input.

Proposed Changes to The region PAO will submit a PA plan annually, including an evaluation of the previous year’s goals, to National Headquarters Public Affairs and to the National Volunteer Team Leader, including an evaluation of the previous year’s goals, for review and input.

Proposed Changes to (1) External. PAOs will develop goals and initiatives that help build relationships with external constituencies of Civil Air Patrol and emphasize its importance in the performance of its three congressionally mandated missions of Emergency Services, Aerospace Education, and Cadet Programs. (1) External. PAOs will develop goals and initiatives that help build relationships with external constituencies of Civil Air Patrol and emphasize its importance in the performance of its three congressionally mandated missions of Emergency Services, Aerospace Education, and Cadet Programs.

Proposed Changes to (2) Internal. PAOs will develop strategies that emphasize CAP’s importance, member recognition, retention, and encouragement of member participation in unit/wing/region and national activities and training.

Proposed Changes to (3) PA Crisis Plan. In consultation with their commander, PAOs at all levels will develop a crisis public affairs plan to ensure a rapid and effective response during crisis situations.

Proposed Changes to The crisis public affairs plans will reflect guidance outlined in the CAP National Headquarters “Writing a Crisis Communications Plan” posted at nal_hq/public_affairs/.

Crisis Planning Go to PA page; Go to PA page; Click on PAO Toolkit; Crisis Communications Sign in to eservices to Sign in to eservices to see sample crisis communications plans Public Affairs Crisis Policy Public Affairs Crisis Policy Public Affairs Crisis Policy Public Affairs Crisis Policy Writing A Crisis Communications PlanWriting A Crisis Communications Plan -- pdf Writing A Crisis Communications Plan

190-1 All crisis communication plans will be approved by the commander or designated representative. Unit crisis plans will be submitted to wing PAOs for review and input. Wing and region crisis plans will be submitted to National Headquarters Public Affairs and to the National Volunteer Team Leader for review and input.

Planning WHYIsPlanning so important?

Planning ensures Guidance Leadership, team unity, common goals Best use of resources Time, money and talent Improved outcomes Accurate coverage, better publicity, more cooperation

The 4-Step Process 1. Identify a PR need or problem 2. Decide how to fill the need or solve the problem (set goals) 3. Plan the details (action strategies) 4. Did your ideas work? (evaluate what went well and what didn’t)

PA Planning Keep It Simple: 1. Write down what you are already doing! (filling a PR need or opportunity) 2. Why are you doing this? (your goal) 3. What are you doing to make it happen? (action strategies) 4. Did you ideas achieve desired results? (evaluation)

Elements of a Crisis Communications Plan 1. List team contacts & role 2. Command center location 3. Crisis contact list 4. Scenarios & action plans 5. Crisis kit content list

Types of Crisis 1. Sudden & unpredictable, requiring immediate action: hurricane, wildfire, flooding, tornado, tsunami, snowstorm, earthquake 2. Smoldering, which can drag out and generate bad publicity for weeks, months or years: cadet protection violations, fraud, sexual harassment 3. Bizarre, unusual or unexpected crisis

Crisis Management When crisis strikes, it is essential to quickly gather & confirm facts, distribute the information & prepare to address the situation, i.e., follow your plan!

Avoid confusion! Get results! Have a plan!

Any Questions?