CMAPAStrategicPlanOrig[1]

TABLE OF CONTENTS
Section 1 Plan Summary...................................................................................................................1
Section 2 Mission Overview.............................................................................................................2
Statement of Organizational Purpose/Mission.............................................2
Mission Areas..............................................................................................2
Section 3 Vision and Roles...............................................................................................................3
Vision...........................................................................................................3
Roles............................................................................................................3
Section 4 Core Competencies..........................................................................................................4
Section 5 Key Challenges.................................................................................................................5
Section 6 Goals..................................................................................................................................6
Section 7 Strategic Approach...........................................................................................................8
Methodology................................................................................................8
Define Communication Goals and Desired Outcomes....................8
Identify and Prioritize Target Audiences (key stakeholders)..........8
Evaluate Programmatic and Specific Key Messages.......................9
Incorporate an Ongoing Evaluation Process That Tracks Progress
Toward Goals.....................................................................12
Desired Outcomes......................................................................................12
Balanced Perspective on Communications’ Results..................................13
Section 8 Tactical Approach...........................................................................................................14
Issues, Opportunities and Milestones Management Process.....................14
Standing Operating Procedures .................................................................14
Communication Tools................................................................................15
Contact Management System....................................................................16
Continuous Improvement Process.............................................................16
Headquarters 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)
/mnt/temp/unoconv/20150406173939/197f9a1b-00ba-412a-802a-bf81466f17fb-150406123939-conversion-gate01.doc1-Aug-08 i

Section 1 Plan Summary
As 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.
/mnt/temp/unoconv/20150406173939/197f9a1b-00ba-412a-802a-bf81466f17fb-150406123939-conversion-gate01.doc1-Aug-08 1

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 AREAS
The 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.”
ROLES
The 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 Competencies
To 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 Challenges
The 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.

Section 6 Goals
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 Approach
The 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.
METHODOLOGY
The 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 Outcomes
The 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;

Section 6 Goals
private industry, professional and trade associations; civic organizations; public interest groups;
and the media.
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 Messages
The 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 Goals
Through 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 OUTCOMES
CMA’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 Outcomes
Increase 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 Outcomes
Ensure 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 the
local 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’ RESULTS
In 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 Approach
CMA 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 PROCESS
The 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

Section 6 Goals
CMA’s mission areas, and at all the storage, disposal and recovered chemical warfare sites,
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 TOOLS
To 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

Section 6 Goals
releases; free standing brochures and fact sheets, some events, participation in online
news groups and advertising.
CONTACT MANAGEMENT SYSTEM
The 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 PROCESS
Through 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

Section 6 Goals
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 ACTIVITIES
The 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 Plans
CMA 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 H
Operational Schedule of Strategic Activities

CMAPAStrategicPlanOrig[1]

Recommended

Recommended

More Related Content

Similar to CMAPAStrategicPlanOrig[1]

Similar to CMAPAStrategicPlanOrig[1] (20)

CMAPAStrategicPlanOrig[1]