Defense Logistics AgencyDLA Strategic Communication (DP)Fiscal Year 2012 Annual Operating PlanWe Are DLA – 50 Years of Com...
Table of Contents1. Introduction2. Mission, Vision, Values3. Organization and Overview4. Budget, Personnel and Productivit...
1. Introduction.The scope of activities undertaken by the Department of Defense and the Defense LogisticsAgency on any giv...
2. Mission, Vision and Values.                                             Mission  Provide effective and efficient worldw...
3. Organization and overview.                                           Director, Strategic                               ...
with the News and Internal Information team to gain synergy of effort and information across   all DLA audiences.   The Ne...
4. Budget, Personnel and Productivity.   Budget:Item          Number           Amount       Overtime         Telework     ...
i.e. introduction of new technology, that allotment can increase to four or more               opportunities.             ...
Productivity statistics Fiscal Year 2011:28 Media training events for DLA/PLFA            25 senior DLA leader interviewsL...
Employees Telework Status:                     800                     700                     600                        ...
   Creates cost savings by decreasing office space and parking facility needs.       o FY12 targets:                 90%...
5. Strategic Goals and Objectives.       a. Internal Goals.   Create Understanding - in real terms and plain words. Increa...
across the Agency. Use this database as the linchpin to devise and execute performancemetrics to measure and evaluate plan...
6. Initiatives and Metrics.       a. News and Internal Information:INITIATIVE 1 – Obtain necessary training and permission...
behind its production and use requirements at the rate of four                  organizations per year. Improvement in wri...
b. Media Relations:INITIATIVE 1 – Increase positive media coverage of DLA, its mission, people, capabilities andservices. ...
o Obj. 1 – Media engagement preparation: The media team provides preparation of  leaders and subject matter experts for in...
c. Outreach, Plans and Analysis:INITIATIVE 1 – Launch and execute the DLA 50th Anniversary Celebration. DLA celebrates its...
exercises and provide feedback to agency emergency planning personnel. Create     templates of these plans and tools for u...
o Obj. 2 – Research and encourage attendance at courses and seminars on social media  tactics to assist public affairs off...
d. Video Production:INITIATIVE 1 – Increase public awareness of DLA concentrating on customer andstakeholder base, using i...
   Metric 5: Obj. 3 is fully successful when objective requirements are met                  90% of the time.            ...
d. Director’s Support:INITIATIVE 1 – Create Director engagement report program: Develop an active andinclusive reporting p...
Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, andWorkforce Development.       o Obj. 1 –...
7. Review and Monitoring.DLA Strategic Communications is responsible for monitoring the effectiveness and efficiency ofmes...
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Annual operating plan dp final

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The 2012 annual operating plan for our office. A new (and not necessarily bright) idea by the PTB. It was, however, a great learning experience.

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  1. 1. Defense Logistics AgencyDLA Strategic Communication (DP)Fiscal Year 2012 Annual Operating PlanWe Are DLA – 50 Years of Combat Logistics Excellence
  2. 2. Table of Contents1. Introduction2. Mission, Vision, Values3. Organization and Overview4. Budget, Personnel and Productivity5. Strategic Goals and Objectives6. Initiatives and Metrics7. Review and Monitoring 2
  3. 3. 1. Introduction.The scope of activities undertaken by the Department of Defense and the Defense LogisticsAgency on any given day is enormous, and communications professionals are challenged toprovide timely and accurate information about those activities to a wide range of audiences. Tomeet this responsibility to educate and inform, we must remain agile and adaptable in a highlydynamic communications environment.The need to develop a broad public communications capability across DLA cannot be overstated.This mission is identified as one of the top 25 transformation priorities for DOD. Therequirement to identify and aggressively pursue 21st century media capabilities applies not justto public affairs, but to all of the DLAs missions.The U.S. Armed Forces continue to deal with threats around the globe, concurrent with thosemissions the nation confronts ongoing economic and financial difficulties. In light of thosecircumstances, organizations which expect to prosper must clearly demonstrate to the DefenseDepartment, Congress and the American people that they perform with competence and fiscalintegrity.This annual operating plan supports the long-range and closer term goals of the Agency’s 2010-2017 Strategic Plan, as well as the initiatives and actions of the Director’s Guidance. It outlinesthe steps DLA Strategic Communication (DP) will take during fiscal year (FY) 2012 to improveand sustain the effectiveness and efficiencies of DLA’s communication program to audiencesboth internal and external to the agency. It provides key strategies, initiatives and metrics, aswell as program monitoring and review goals.DLA must seize every opportunity to explain its strategic direction, its support to warfighters,stewardship excellence and commitment to growing a workforce capable of acting and reactingwith flexibility, agility and integrity. It is through strategic communications that DLA willprovide a narrative allowing the reader to “see” both the Agency’s past achievements and futurevision. 3
  4. 4. 2. Mission, Vision and Values. Mission Provide effective and efficient worldwide support to Warfighters and our other customers.To best support the DLA mission, DLA Strategic Communications provides guidance to theDirector, J-staffs, D-staffs and Field Activities. The office develops and administers proactivecommand information, media relations and public outreach policies and programs thatcommunicate DLA’s critical role as a combat support agency, value added to DOD, COCOMs,the military services and warfighters, and the American people using internal and externalcommunication avenues. Vision Warfighter-focused, globally responsive, fiscally responsible supply chain leadership.To ensure the DLA vision is heard and understood by the agency’s vast audience, DP willprovide second to none public affairs support: targeted, responsive, responsible and flexible. Values Our values are DLA’s foundation for all we do, our basic guiding principles: Warfighter needs guide us. Integrity defines us. Diversity strengthens us. Excellence inspires us.Specific to helping DLA sustain itself as a highly respected, value driven organization DP will: Always do our best for DLA, DoD and our Warfighters Be careful stewards of Agency resources Listen to what our stakeholders and customers say Take action on criticism and recommendations Always do what is right for DLA, the Armed Forces and DOD. 4
  5. 5. 3. Organization and overview. Director, Strategic Communication (1) Deputy Administrative Director, Strategic Specialist (1) Communication (1) News and Internal Media Outreach, Plans Video Directors Information (8) Relations (3) and Analysis (4) Productions (4) Support (2) Total office strength: 23DLA is a 27,000 employee organization doing $43 billion yearly in military logistics sales andservices. The agency’s internal audience is roughly the size of an Army division; its externalmilitary audience is over 1.4 million. Further outlying audiences encompass the Defenseindustry and the American public as well as foreign nations. Because of the extent of DLA’sbusiness dealings and the span of its commodity lines, DLA touches the commerce and economysegments of many of its external audiences. This gives those audiences a natural curiosity andneed to understand the agency, its business practices and needs. DLA Strategic Communicationis intrinsic to meeting DLA requirements in customer, stakeholder and external audienceinteraction.DLA Strategic Communication is a full spectrum, full support communication office organizedinto five teams. Each team is responsible for specific functions and capabilities. DP providesvisual, audio and written communications for internal and public audiences, chooses the bestmedia to deliver information, responds to reporters, and provides advice to DLA decisionmakers. The office manages the flow of news and information about DLA to employees,customers, stakeholders, the media and the public. DP applies the practical principles ofcommunications to each field of approach – media and community relations, internalinformation, plans and policy The Outreach Plans and Analysis team provides requirement analysis, course of action development, recommendation, decision, execution and measurement. As part of its outreach function, the team maintains effective community and stakeholder relations as well as overseeing the Agency’s new media program. The Media Relations team, develops well thought out and responsive media operations. The team adjusts quickly to both the scale of news media coverage and the Agency’s ability to communicate effectively and within the parameters provided. The team works in concert 5
  6. 6. with the News and Internal Information team to gain synergy of effort and information across all DLA audiences. The News and Internal Information team provides DLA related news and information to internal and external – non media - audiences. To build and maintain credibility, the team ensures all products are timely, accurate and consistent across audiences. In addition to operating DLA Today and DLA.mil, the team produces the Agency flagship magazine, Loglines. The Video Production team provides all facets of video production: scripting, videography, editing and audio design. Projects range from small .30 second public service announcements to large scale historical documentaries. The Director’s Support team provides speaking and appearance support to the DLA Director. The team prepares speeches, presentations, handles event logistics and serves as the point of contact between DP and the Director’s staff for routine actions.In addition to the enterprise-wide communication provided by DLA Strategic Communications,each Primary Level Field Activity – and DLA Document Services – also maintains a publicaffairs office to deal with regional and product line specific issues.The work of DLA Strategic Communication contributes to morale, educates our employees,stakeholders, customers and the public, as well as enhancing the reputation and credibility of theAgency. The office directly affects the strategic position of DLA in the Defense Department andwith the Armed Services. 6
  7. 7. 4. Budget, Personnel and Productivity. Budget:Item Number Amount Overtime Telework Vacancy Target Rate FTE LevelsPersonnel 23 N/A $11,000 21* 16.7% 100%Travel $100,000Training Two training $37,000 opportunities per FTE yearlyContracts Variable* $663,000 *See additional information below Objectives and Metrics: o Obj. 1 – Personnel: Achieve target FTE level of 100% filled positions. Achievement of this objective is based on DP’s ability to reconstitute active Reserve components of the office.  Metric 1: Fully successful is attaining 100% fill rate and reconstitution of Reserve personnel.  Metric 2: Success is attaining 92% fill rate and reconstitution of one of current active Reserve personnel. o Obj. 2 – Travel: DP intends to continue providing full spectrum public affairs support across the enterprise. In addition, DP expects to increase public affairs training provided by its personnel to PLFAs and other DLA organizations and groups. Expectation is to increase TDY budget to allow additional travel for video capture, training – of both DP personnel and DP personnel providing training to PLFAs and other organizations – and Director support.  Metric 1: Fully successful is increase of TDY budget based on new programs and projects  Metric 2: Successful is retention of current budget. o Obj. 3. – Training: As technology continues to change and strategic communications theory and execution grows more complex, the need to train DP personnel at a steady rate grows. Public affairs professionals must be at the highest state of readiness to response with speed and flexibility to today’s media and internal information environment. Additionally, the need to provide expert and agile crisis communication continues to increase. To provide DLA with the best in strategic communication DP intends to provide two or more training opportunities to all personnel on an annual basis. In some specific circumstances, 7
  8. 8. i.e. introduction of new technology, that allotment can increase to four or more opportunities.  Metric 1: Fully successful is training opportunities of two or more for all employees, with potential of four or more for employees identified as requiring special skills and new technology training.  Metric 2: Successful is training opportunities of two or more for all employees. The above objectives and metrics directly support the FY 2012 Director’s Guidance focus areas of: Workforce Development and Stewardship Excellence; they strongly support the third focus area of Warfighter Support. Contracts:Contracts Years Total CostMedia Asset Monitor Single item purchase $120,000Multiple Video Production Single events $200,000Support ContractsMultiple Printing Contracts Single items $75,000PR Newswire News Release 1 $35,000and Media MonitoringLoglines Printing and 1 $220,000Distribution Objectives and Metrics: o Obj. 1 – DP contracting vehicles are frequently tied to single event or product requirements or in response to emergent requirements tasked by senior leadership. For that reason DP intends to maintain its current contract budget in order to fulfill its FY 2012 strategic communications strategy, while actively seeking opportunities for savings.  Metric 1: Fully successful is retention of current contract budget, with potential to gain resources for UFR that occur as part emergent situations or leadership requirements.  Metric 2: Successful is retention of current contract budget with strict manage to budget regulation. The above objectives and metrics directly support the FY 2012 Director’s Guidance focus area of: Stewardship Excellence; they strongly support the focus areas of Warfighter Support and Workforce Development. 8
  9. 9. Productivity statistics Fiscal Year 2011:28 Media training events for DLA/PLFA 25 senior DLA leader interviewsLeaders and SMEs 120 speeches and presentation products584 DLA-produced articles published on developed for DLA Director and leadershipDLA Today 490 graphic projects in addition to layout of25 interviews by Director and other senior 7 magazine issuesleaders Major reorganization to comply with OSD272 DLA story ideas pitched to media efficiencies initiativesoutlets 807 Facebook and 192 Twitter posts16 DLA video products developed andfielded Creation of both DLA public affairs skills requirement document and began20 original communication plans production of public affairs career mappingaccompanied by 30 products documentRedesign of DLA Today and DLA.mil Redesign of DLA Director’s GalleryWebsites Objectives and Metrics: o Obj. 1 – To increase productivity across the directorate by 15% in FY 2012. Intent is to use developing technology, training, and improved FTE fill rate to provide the impetus for increased output and efficiency.  Metric 1: Fully successful is 15% or better increase across all categories. This metric is dependent on related categories of budget, training, technology acquisition, requirements of internal and stakeholder target audiences and OPTEMPO of the DLA mission. It is also dependent on external factors relating to media tempo, OSD decisions on budget efficiencies, and customer requirements and interaction.  Metric 2: Successful is 5% increase across all categories. Again, this metric is dependent on related categories of budget, training, technology acquisition, requirements of internal and stakeholder target audiences and OPTEMPO of the DLA mission. It is also dependent on external factors relating to media tempo, OSD decisions on budget efficiencies, and customer requirements and interaction.The above objective and metrics directly support the FY 2012 Director’s Guidance focus areasof: Warfighter Support and Stewardship Excellence; they strongly support the focus area ofWorkforce Development. 9
  10. 10. Employees Telework Status: 800 700 600 80% 500 J1 Strength 400 TW Eligible 43% Approved 300 Teleworked 200 100 0 Sep-2009 Sep-2010 Aug-2011 Sep-2012 (Goals)A “participating employee” is one who teleworked during the month. 2009 approval data reflects the historicposition that all eligible were approved. Data source: DP monthly reports from Office Telework Coordinator DP Telework/ Data Month Eligible Approved Strength month September 2009 23 20 16 12 September 2010 25 22 20 11 September 2011 25 24 21 15 September 2012 Goals 24 23 23 15 o Measures:  DP employees on approved telework agreements  Employees who participated by teleworking during the month.  September snapshot data representing the fiscal year is consistent with OPM reporting guidance for 2011. o ROI/Value: Supports mission continuity by readying employees to continue work during unexpected disruptions. Telework improves productivity by allowing employees to work at alternative locations that are relatively free of stress and distractions. Additional noteworthy benefits:  Enhances work-life balance for eligible employees  Serves as an effective recruitment and retention strategy  Supports efforts to employ and accommodate people with disabilities, and 10
  11. 11.  Creates cost savings by decreasing office space and parking facility needs. o FY12 targets:  90% of employees on approved telework agreements (up from 84%); Intended 5-year goal – 95%  65% participating in telework (up from 62.5%); Intended 5 year goal – 70% o Metric Frequency: AnnuallyThe above objective and metrics directly support the FY 2012 Director’s Guidance focus area of:Workforce Development; they strongly support the focus areas of Warfighter Support andStewardship Excellence. 11
  12. 12. 5. Strategic Goals and Objectives. a. Internal Goals. Create Understanding - in real terms and plain words. Increased understanding leads to organizational flexibility, agility, optimal productivity and seamless scalability. Make Discussion of DLA Goals and Objectives a Part of DLA Processes – Every program and process should relate back DLA’s strategic goals, ensuring all DLA activities support the strategic direction of the Agency and references to the strategy become part of the DLA lexicon. Motivate the Workforce – Awareness of strategic goals, focus areas and their importance helps employees align personal work goals with those of DLA to increase and improve performance. Communication – Constant emphasis of DLA strategic goals at every opportunity, highlighting achievements and progress, increases employee recognition of how their actions contribute to the success of DLA. b. External Goals. Build Awareness – Of DLA’s strategic direction and the Agency’s priorities and objectives. Increase Cooperative Relationships (Relationship Health) – To ensure stakeholder and customer support of the effective, efficient execution of Agency priorities. Build Advocacy – Create champions for DLA and its mission to assist in gaining requirements and resources to help the Agency meet the needs of the Warfighter. Show DLA as a Current and Future Competitive Force – Emphasize agility and capabilities; showcase the Agency’s diverse, professional workforce, and DLA’s care and consideration in adding value to each step of the end-to-end supply chain. d. Objectives: Implement a series of communications methods and products with the objectives of elevating awareness, increasing understanding, gaining support and reducing resistance. Empower DLA communications professionals by providing the messages, tools and techniques needed to execute an efficient, cohesive communications campaign. Exploit detailed audience, event, and delivery research to guarantee accurate targeting and delivery of planned messages to key audiences. Develop, deploy and exploit an Enterprise communications database for data gathering, charting and analysis of DLA communications efforts, including senior leader presentations, 12
  13. 13. across the Agency. Use this database as the linchpin to devise and execute performancemetrics to measure and evaluate plan effectiveness.Ensure coordination of the plan, both vertically and horizontally to increase acceptance,active support, and dissemination.The above objectives and metrics directly support the FY 2012 Director’s Guidance focusareas of: Warfighter Support, Stewardship Excellence, and Workforce Development. 13
  14. 14. 6. Initiatives and Metrics. a. News and Internal Information:INITIATIVE 1 – Obtain necessary training and permissions for all team members to have abilityto post to both internal and public DLA websites. This initiative will reduce gaps in our ability toupdate all DLA websites as needed in emergencies and unexpected situations, reduce restrictionson current team members with site permissions taking leave concurrently, and allow the teamleader to better distribute rare weekend or after-hours posting requirements among teammembers. This initiative, objectives and metrics directly support the FY 2012 Director’sGuidance focus areas of: Warfighter Support, Stewardship Excellence, and WorkforceDevelopment. o Obj. 1 – Ensure all team members have received OPSEC 3500 and OPSEC 1500 training to meet DLA requirements for Web posting. o Obj. 2 – Obtain DLA Web Domain accounts for all CI team members. o Obj. 3 – Obtain necessary permissions from Accenture for DLA Today and DLA.mil. o Obj. 4 – provide on-the-job training to all team members on procedures and style.  Metric 1: Fully successful is 100% of team trained and provided access to DLA Today and DLA.mil with concurrent increase in response time for article or information identification and posting. Improvement expected to occur within two months of full training and access by team. This metric is independent of time accrued due to network failure or site configuration discrepancies.  Metric 2: Successful is 70% trained with concurrent increase in response time for article or information identification and posting. Improvements expected to occur incrementally as additional personnel are trained. This metric is independent of time accrued due to network failure or site configuration discrepancies.INITIATIVE 2 -- Develop public affairs writing stylebook on common usage for DLA StrategicCommunications professionals and PLFA use. This initiative raises the overall level ofcommunications excellence across the DLA enterprise and provides a guide expected to improveoften poorly executed public affairs writing by non-PAO-trained employees across the agency.This initiative, objectives and metrics directly support the FY 2012 Director’s Guidance focusareas of: Warfighter Support, Stewardship Excellence, and Workforce Development. o Obj. 1 – Incorporate usage accepted by DOD for American Forces Press Service, highlight local exceptions to AP Style and determine standard usage for DLA- specific terms. o Obj. 2 – Obtain full “buy-in” from headquarters and PLFA staff organizations.  Metric 1: Fully success is production and “buy-in” of DLA public affairs writing stylebook with training of PLFA and headquarters staffs on logic 14
  15. 15. behind its production and use requirements at the rate of four organizations per year. Improvement in writing of trained personnel should occur within one month of training.  Metric 2: Successful is production and “buy-in” of DLA public affairs writing stylebook with explanation to PLFAs and headquarters staffs of the logic behind its creation and use requirements. Improvement in writing expected to occur within six months of production.INITIATVE 3 – Improve mobility and Web production of Loglines magazine. This initiativemakes content more readily available and attractive to mobile users and expands availabilityof DLA Strategic Communications-produced content, resulting in a better overalldissemination and understanding of DLA’s strategic messages on the agency’s value toAmerican warfighters and other customers. Increasing mobile and Web quality andavailability also allows reduction of printed copies, saving resources and costs. Thisinitiative, objectives and metrics directly support the FY 2012 Director’s Guidance focusareas of: Warfighter Support, Stewardship Excellence, and Workforce Development. o Obj. 1 – Develop graphically enhanced website for Loglines magazine, with live links to stories and photos. o Obj. 2 – Develop mobile/iPad applications for Loglines magazine.  Metric 1: Fully successful is production of enhanced Loglines website and mobile applications with concurrent increase in online and mobile readership and diversity of readership based on new availabilities and improved production quality. Simultaneous decrease in print production accompanies this metric.  Metric 2: Successful is production of enhanced Loglines website with concurrent increase in online readership based on improved production quality. Simultaneous decrease in print productions accompanies this metric, but at a lower percentage than if fully successful. No appreciable increase in readership diversity expected with this metric. 15
  16. 16. b. Media Relations:INITIATIVE 1 – Increase positive media coverage of DLA, its mission, people, capabilities andservices. Increase dissemination of DLA’s compelling story as Americas logistics combatsupport agency. Targeted, strategic engagement of the media provides DLA the opportunity toeducate the American public about how the agency uses taxpayer resources as well as informingwarfighters about DLA support. This initiative, objectives and metrics directly support the FY2012 Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, andWorkforce Development. o Obj. 1 – Create media opportunities: The media team will proactively engage media at a minimum of four times per month by pitching news stories, interview opportunities with DLA leadership and subject matter experts, disseminating news releases about the agency and creating events for media coverage. o Obj. 2 – Timely response to media queries: The media team will ensure reporters are provided accurate information upon request within one working day of receipt of the inquiry, if information is available within DLA-DP, or within one working day following receipt of response from another DLA staff office, PLFA or activity.  Metric 1: Obj. 1 is fully successful when media team successfully pitches four media engagements monthly, consistently throughout the year.  Metric 2: Obj. 1 is successful when media team pitches four media engagements monthly, with pick up of 50% of those opportunities over six to eight months of the year.  Metric 3: Obj. 2 is fully successful when team meets response time requirements 85% of the time across 80% all queries.  Metric 4: Obj. 2 is successful when team meets response time requirements 60-80% of the time across 70% all queries.  Obj. 1 and 2 metrics are independent of time accrued due to lagging response time from OSD Public Affairs and nonresponse/lagging response from DLA organizations. For Obj. 2 multiple, successive media queries on the same topic are treated as independent actions.INITIATIVE 2 – Expand and improve media training opportunities across the agency in order toensure DLA spokespeople are both able and facile in dealing with the media. Engaging themedia is important for the agency, to increase DLA’s capabilities in that realm DP must increasestaff comfort and experience in speaking with reporters. To ensure success during mediaengagements, the media team proposes to increase and improve training that discusses why itsimportant to speak with reporters, covers background on the various types of media, tips on howdealing with bad news, as well as how to develop and communicate DLA messages. Thisinitiative, objectives and metrics directly support the FY 2012 Director’s Guidance focus areasof: Warfighter Support, Stewardship Excellence, and Workforce Development. 16
  17. 17. o Obj. 1 – Media engagement preparation: The media team provides preparation of leaders and subject matter experts for interviews on an as required, including messaging and background information on the reporter. Intent is to make this ad hoc training a requirement prior to all media engagement opportunities.o Obj. 2 – Increase and expand formal media training: The team increases the number of formal media training sessions conducted for leaders and subject matter experts as well as instituting required media training for newly appointed senior leaders.  Metric 1: Fully successful is training of 85% of DLA leaders and selected subject matter experts in both ad hoc requirements and formal media training.  Metric 2: Successful is training of 70-80% of DLA leaders and selected subject matter experts in both ad hoc requirements and formal media training. 17
  18. 18. c. Outreach, Plans and Analysis:INITIATIVE 1 – Launch and execute the DLA 50th Anniversary Celebration. DLA celebrates itsgolden anniversary on October 1, 2011. The 50th Anniversary presents DLA with an opportunityto promote its years of excellence, Warfighter support, and position as a premier DefenseDepartment combat support agency to employees, stakeholders, customers/potential customers,other DOD and Federal agencies. This initiative, objectives and metrics directly support the FY2012 Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, andWorkforce Development. o Obj. 1 – Produce products for distribution to all targeted DLA audiences to increase the public’s awareness of DLA, its mission, history, accomplishments, and role as a combat support agency. Provide recognition of outstanding employee contributions over the last 50 years and increase employee pride in DLA. o Obj. 2 – Expand community outreach efforts using the DLA 50th Anniversary as a communications platform in the development and enhancement of customer and stakeholder relationships. o Obj. 3 – Host a formal anniversary celebration in conjunction with the DLA Hall of Fame. The ceremony will feature guest speakers emphasizing DLA’s legacy and its future. Invited guests will include former directors, local and national leaders, members of Congress, media and former employees. o Obj. 4 – Place articles and interviews of DLA history to logistics and supply trade magazine, dedicate Military Logistics Forum issue to DLA (June 2011), pitch stories to regional outlets in the media markets of the field activities and pitch spokespeople to appear on television and radio outlets in the regions surrounding each field activity and the Headquarters.  Metric 1: Fully successful is 85-90% or better accomplishment of all objectives for this initiative.  Metric 2: Successful is 70-80% accomplishment of all objectives for this initiative. INITIATIVE 2 – Develop collaboration and planning tools for use by agency public affairs offices. By providing comprehensive plans and tools. Group these items in one place providing PAOs across the agency access to the information so it can be easily tailored to their local/regional requirements. This initiative, objectives and metrics directly support the FY 2012 Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, and Workforce Development. o Obj. 1 – Populate eWorkplace collaboration room with communication plans, logos, product files, action plans, photos and other materials of use to Public Affairs personnel for easy downloads, freeing email boxes of large files and overcoming the lack of shared folders across PLFAs. o Obj. 2 – Write and update crisis, emergency and continuity of operations planning documents and procedures for take-away kits in the event of a closure of the McNamara Headquarters building, Fort Belvoir or wider catastrophic events. Update rosters, phone lists and office procedures once a month. Participate in agency 18
  19. 19. exercises and provide feedback to agency emergency planning personnel. Create templates of these plans and tools for use by PLFA public affairs offices. Load all planning documents, templates and tools into collaborative workspace. o Obj. 3 – Launch Agency-wide speaker’s bureau and post content in eWorkplace collaboration space, include a calendar showing senior leader speaking engagements, files of current and past speeches and other supporting material for each event. Identify opportunities presented by industry associations, think tanks, Service schools, and other logistics-related venues. Create and refine strategic goals and messages emphasizing DLA’s role in as a combat logistics support agency.  Metric 1: Obj. 1 fully successful is establishment and load of collaboration space; to include transfer of materials currently contained in DP operated CRM accounts.  Metric 2: Obj. 1 successful is establishment and load of collaboration space.  Metric 3: Obj. 2 fully successful is production/update of all public affairs portions of DLA emergency response plans, production of DLA DP take away kit and participation in headquarters emergency planning exercises, creation and dissemination of planning templates and tools through collaborative workspace.  Metric 4: Obj. 2 successful is production/update of 70-80% of public affairs portions of DLA emergency response plans, full production of DP take away kit, participation in 80% of all exercises, creation and load of 70-80% of planning templates and tools with load of those items into collaborative workspace.  Metric 5: Obj. 3 fully successful is creation and launch of DLA Speakers’ Bureau with “buy-in” and training of appointed DLA organization representatives on Speakers’ Bureau requirements as well as use of tools and templates. Full transfer of all appropriate Speakers’ Bureau materials from CRM to collaborative workspace.  Metric 6: Obj. 3 successful is creation and launch of DLA Speakers’ Bureau, headquarters specific, with education of DLA organizations on availability of collaborative workspace, tools and templates. Full transfer of all DP controlled Speakers’ Bureau materials from CRM to collaborative workspace.INITIATIVE 3 – Expand social media program and continue to look for new media venuesand platforms to disseminate DLA messages and communicate in real time with customers,suppliers, stakeholders and employees. Using social media tools, DLA StrategicCommunications operates two-way dialogues with DLA audiences as a tool in reputationmanagement as well as to educate and inform audiences. This initiative, objectives andmetrics directly support the FY 2012 Director’s Guidance focus areas of: WarfighterSupport, Stewardship Excellence, and Workforce Development. o Obj. 1 – Continue to increase the audience on existing social media platforms through invites from senior leadership, J3 customer outreach cell, posting articles on other DOD social media pages, photos from events such as AUSA, the Suppliers Conference, trivia questions and polls. 19
  20. 20. o Obj. 2 – Research and encourage attendance at courses and seminars on social media tactics to assist public affairs offices enterprise-wide in staying informed on emerging social media platforms, trends and analysis of new mediums for use by DLA.o Obj. 3 – Host DLA communications off-site on use of social media across the enterprise, attendees to include not only public affairs professionals but also appropriate members of PLFA and directorate staff groups.  Metric 1 – Fully successful is steady increase in audience numbers on all platforms along with increasingly diverse audience demographics. Accompanying attendance by 85% or better of DLA public affairs specialists at identified training opportunities. Execution of social media off-site with attendance by 85% of identified personnel.  Metric 2 – Successful is steady increase in audience numbers on all platforms with accompanying attendance by 70-80% of DLA public affairs specialists at identified training opportunities. Execution of successive DLA conference calls with participation by 70-80% of identified personnel. 20
  21. 21. d. Video Production:INITIATIVE 1 – Increase public awareness of DLA concentrating on customer andstakeholder base, using innovative video methods to educate and inform our external publicon the sound business practices, benefits of using DLA services, products, processes and ofthe agencys importance to DOD and the Nation. This initiative, objectives and metricsdirectly support the FY 2012 Director’s Guidance focus areas of: Warfighter Support,Stewardship Excellence, and Workforce Development. o Obj. 1 – Produce two innovative DLA video advertising campaigns in twelve months to brand the agency to a mixed military and civilian audience. Primary distribution is Armed Forces Network. Each campaign contains at least two original high-definition, 30 to 60 second video commercials. The number of commercials produced is determined on the complexity of the campaign. The definition of complexity is determined by number of TDY locations to shoot footage; number of stakeholders providing final approval of commercials; and the length of time it takes for stakeholders to provide feedback. The producer tracks the commercials and notifies the executive producer and Strategic Communications director and deputy director when commercials are scheduled to air. o Obj. 2 – Produce one DLA news story a month for twelve months. The news stories range from 1.5 to 4 minutes in length and highlight a DLA initiative. Ideas for news stories are developed by contacting DLA public affairs personnel and program managers. News stories are produced within 30 days of the final video shoot for the story. A video link is sent to the appropriate DLA public affairs officer and program manager for review and approval. The news story is uploaded to The Pentagon Channel FTP site within one day of receiving email approval of the story from DLA stakeholders. The producer tracks the story and notifies the executive producer and Strategic Communications director and deputy director when news story airs. o Obj. 3 – Produce at least two DLA documentaries for use as informational, and marketing videos that highlight DLA history and programs as requested by DLA program managers during FY12. Videos can involve vendor contracts and services, scripts, TDY, video shoots, graphics, video editing, captioning and duplication. The production time for each video is determined by the following factors: TDY locations, length of time it takes to award vendor contract, stakeholder response to script and video rough drafts. Success of video production is determined by the stakeholder sign off on final project.  Metric 1: Obj. 1 is fully successful when objective requirements are met 90% of the time.  Metric 2: Obj. 1 is successful when objective requirements are met 75- 85% of the time.  Metric 3: Obj. 2 is fully successful when the number of news stories and production time objectives are met 95% of the time.  Metric 4: Obj. 2 is successful when the number of news stories and production time objectives are met 75-85% of the time. 21
  22. 22.  Metric 5: Obj. 3 is fully successful when objective requirements are met 90% of the time.  Metric 6: Obj. 3 is successful when objective requirements are met 75- 85% of the time.INITIATIVE 2 – Increase DLA video distribution network to maximum reasonable channelsand outlets; increase and refine internal video distribution and network in order to ensuregreatest possible saturation of internal and external audiences. As these networks expand,work to increase product packaging and output to create self enclosed news packetssupporting specific themes and interests of importance to the agency and DOD. Thisinitiative, objectives and metrics directly support the FY 2012 Director’s Guidance focusareas of: Warfighter Support, Stewardship Excellence, and Workforce Development. o Obj. 1 – Distribution of video commercials and video news stories is made at a minimum to The Pentagon Channel and Armed Forces Network. Videos are also uploaded to YouTube, DLA Today, DLA.mil, and DVITS within five days of completion of project. Video team personnel are assigned the task of researching and contacting two bases a month over twelve months to determine interest and a wider distribution of DLA video products to air on internal cable networks on military bases and in military service specific programs.  Metric 1: Fully successful is meeting all objective requirements 90% of the time.  Metric 2: Successful is meeting all objective requirements 75-85% of the time. 22
  23. 23. d. Director’s Support:INITIATIVE 1 – Create Director engagement report program: Develop an active andinclusive reporting program with an eye to increasing agency understanding of Directorparticipation and preferences in public appearances. An additional benefit is increasedknowledge of the effectiveness, range and reception of agency messages to a variety oftargeted audiences. This initiative, objectives and metrics directly support the FY 2012Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, andWorkforce Development. o Obj. 1 – Develop and distribute a weekly summary of the DLA Director’s projected and confirmed speaking engagements to DLA Strategic Communications and appropriate internal staffs to increase awareness of upcoming events. o Obj. 2 – Enhance collaboration and leverage opportunities for press releases, media engagement, internal news coverage, social media coverage, and multimedia and corporate display support. o Obj. 3 – Develop a formal after-action reporting process for DLA Director’s speaking engagements that encompasses audience description/size, impression of speaker’s delivery, impression of audience reaction, summary of audience feedback and interaction, questions asked and answers provided, as well as social media, internal and external news coverage of the event, if applicable. The report will also include any written/verbal feedback from the DLA Director about the event, and preparation/products provided by the Director’s Support Team. o Obj. 4 – Increase effectiveness of support to the DLA Director, and improve targeting of Director’s messages and presentations for future engagements.  Metric 1: Obj. 1 and 2 are fully successful is when the Director’s Support Team provides a weekly summary to DLA Strategic Communications leadership and staff no later than noon Friday every week 90% of the time.  Metric 2: Obj. 1 and 2 are successful is when the Director’s Support Team provide a weekly summary to DLA Strategic Communications leadership and staff no later than noon Friday every week 75-85% of the time.  Metric 3: Obj. 3 and 4 are fully successful when the Director’s Support Team provides a completed after-action report to Strategic Communications leadership and appropriate headquarters staff members no later than three business days following the event 90% of the time.  Metric 4: Obj. 3 and 4 are successful when the Director’s Support Team provides a completed after-action report to Strategic Communications leadership and appropriate headquarters staff members no later than three business days following the event 75-85% of the time.INITIATIVE 2 – Social media collaboration: Increase the reach and echo of Director publicappearances by executing a carefully planned information campaign to effectively magnifythe benefits of senior leader speaking engagements and participation in conferences and otherorganized public events. This initiative, objectives and metrics directly support the FY 2012 23
  24. 24. Director’s Guidance focus areas of: Warfighter Support, Stewardship Excellence, andWorkforce Development. o Obj. 1 – Coordinate with social media team to post messages on Facebook and Twitter, as appropriate, leading up to and during speaking engagements by the DLA Director and other senior leaders. o Obj. 2 – Increase public knowledge and support of the DLA mission.  Metric 1: Fully successful when the Director’s Support Team posts social media updates prior to and during each engagement 90% of the time.  Metric 2: Successful is when the Director’s Support Team posts social media updates prior to and during each engagement 75-85% of the time, or alternately, following each engagement 90% of the time.INITIATIVE 3 – Outreach: Develop mechanisms for actively seeking engagementopportunities for the DLA Director and/or other appropriate senior leaders as designated bythe Director. This program will increase public and customer knowledge of DLA, itsmission, functions, capabilities and services, in turn building advocacy for agency. Thisinitiative, objectives and metrics directly support the FY 2012 Director’s Guidance focusareas of: Warfighter Support, Stewardship Excellence, and Workforce Development. o Obj. 1 – Develop a process for engaging external and stakeholder organizations/agencies to identify three potential speaking engagements for the DLA Director per quarter. o Obj. 2 – Increase public/stakeholder awareness and support of DLA mission.  Metric 1: Fully successful is when the Director’s Support Team meets the goal 90% of the time for the full calendar year.  Metric 2: Successful is when the Director’s Support Team meets the goal 75-85% of the time for the full calendar year. 24
  25. 25. 7. Review and Monitoring.DLA Strategic Communications is responsible for monitoring the effectiveness and efficiency ofmessages, message vehicles, venues, and audiences. Additionally DP ensures timelines ofdeployment and execution schedules are met. DLA PLFAs and J/D-codes hold responsibilities ascoordinating offices for required monitoring.Where available, DP uses already existing survey/opinion vehicles such as the DLA CultureClimate Survey and the DLA Client Survey to gather communication performance metrics.When such vehicles are unavailable or inappropriate due to time, topic, or other variable, thenperformance metrics are gathered through survey using a random stratified sampling process anda designated sample size of 300 or greater for internal audiences and 500 or greater for externalaudiences, though this sample size may vary in accordance with specific audience target.Distribution occurs twice during plan execution cycles: one mid-plan and one end-plan. Thisprocess and timeline should yield lessons learned on understanding/ knowledge increase, vehicleand venue effectiveness in such a way as to allow communications refinement and adjustment.Surveys are appropriately coordinated with DLA staff offices.Collateral feedback is monitored using existing formal and informal mechanisms such as e-mail,Web or social media platform submissions, and remarks gathered during discussions andmeetings. 25

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