RCSU Northwest Unit Public Affairs Handbook 2013

U nit P ublic A ffairs R epresentative
Handbook
UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK FOREWORD

Welcome to the challenging and ever-changing world of public affairs!
June 2013
As your Unit Public Affairs Representative (UPAR), you are your corps or squadrons conduit to the Canadian public. This secondary duty demands that you use your creativity, experience and training to promote the activities and achievements of your comrades. The UPAR is a valued resource for the Canadian Cadet Organization. Indeed, your Region Public Affairs Officer (Region PAO) considers you a vital asset when planning the Wings public affairs mission. This manual, designed with you in mind, is only one of the resources available to you. It is in the best interests of the Wing PAO to ensure you are provided with mentoring, guidance and further resources. In conjunction with the workshop training, you will soon learn how to promote the good work the Cadet Program is doing for Canadians. Your work as a UPAR will contribute to the overall goal of informing the public and our internal audiences including your own unit or squadron members. Remember, as the world is truly connected to us online, your work will be seen by any and all interested parties from around the world. Take this manual and your UPAR experience with you as you travel further in your Canadian Forces career. As you become leaders in your workplace you will remember the contribution you made to your unit or squadrons successes. Major Mike Lagace Senior Public Affairs Officer PA Contact List RCSU (NW) Major Mike Lagace Department Head Public Affairs RCSU (NW) PO Box 17000 Stn Forces Winnipeg, MB R3J 3Y5 Phone: (204) 833-2500 Ext 4939/ or 1-800-842-1851 (Option 1) Cell: (204) 232-8579 Fax: (204) 833-2583 Michael.lagace@forces.gc.ca Captain Kerry Walker Region Public Affairs Officer RCSU (NW) PO Box 17000 Stn Forces Winnipeg, MB R3J 3Y5 Phone: (204) 833-2500 Ext 4937/ or 1-800-842-1851 option 8- local 4937 Fax: (204) 833-2583 Kerry.Walker@forces.gc.ca
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK
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CONTENTS
Chapter 1- General
What is Public Affairs? .......................................................... Guidelines for Release ........................................................... Crisis Communications........................................................... The Nature of News................................................................ Interviews................................................................................ ANNEX A: Terms of Reference Corps UPAR ANNEX B: Terms of Reference CSTC UPAR . ANNEX C: Terms of Reference CSTC UPAR Staff Cadet... 1-2 1-5 1-12 1-15 1-17 1-25 1-26 1-29
Chapter 2- Tactical
Lets Get Started! ........................................................... The News Release............................................................... The Media........................................................................... Managing a Crisis............................................................... Media Visiting Your Unit ...................................................... The Internet............................................................................. Letters..................................................................................... ANNEX A: Guidelines for Dealing with Media Visits ANNEX B: Planning Points for Significant Events . 2-3 2-6 2-8 2-12 2-13 2-16 2-17 2-19 2-20
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Chapter 3 Creative Writing and Photography

Introduction......................................................................... The Story.................................................................... Journalism.......................................................................... Story Telling............................................................... Writing Tips.................................................... Structure................................................................................. Writing the Feature Story................................................... Exercises. Creative Photography. 3-3 3-3 3-4 3-4 3-8 3-10 3-12 3-15 3-16
Chapter 4- Public Affairs Resources, Tools and Templates

Introduction..... PA Templates
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Public Service Announcement (PSA) PSA Templates Media Advisory
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Media Advisory Templates . News Release . News Release Template Backgrounders .
...... ......
Backgrounder Template
Hometowner .. . Hometowner Template . ..
UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK Great Resource Links .. 4-19 4-20 4-28
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CF Public Affairs Policy DAOD 2008 Series Sample Public Affairs Plan
Chapter 5- Strategic Communications Plan

Introduction Background Planning and Environment ..... The Cadet Population Growth Initiative Communication Themes Messages.. Audiences. Products and Activities........................ Responsibilities and Coordination... Evaluation PA Contact List... Annex A Public Affairs Activities Implementation Plan...... Annex B PA Tools and Templates Annex C - Talking Points about the Cadet Program Annex D Stakeholder Analysis. Annex E SWOT Analysis 5-3 5-4 5-4
5-8 5-10 5-12 5-12 5-16 5-18 5-20 5-21 5-29 5-35 5-42 5-47
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Chapter 6 Social Media Policy

Introduction . Background. Social Media Strategy. References 6-3 6-5 6-7 6-10
Chapter 7 RCSU Equipment Supply SOPs

General Duties and Responsibilities Assets.. ANNEX A: Promotional Material Request Form .. 7-3 7-3 7-6 7-7
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Chapter 1
General
What is Public Affairs? .......................................................... Guidelines for Release ........................................................... Crisis Communications........................................................... The Nature of News................................................................ Interviews................................................................................ ANNEX A: Terms of Reference . ANNEX B: Terms of Reference CSTC UPAR . ANNEX C: Terms of Reference CSTC UPAR Staff Cadet. 1-2 1-5 1-12 1-15 1-17 1-25 1-26 1-29
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WHAT IS PUBLIC AFFAIRS?

There are many definitions. Basically, its an organizations methods and activities used to build and maintain mutually beneficial relationships with its constituents or publics. Mutually beneficial is the catch phrase the RCSU and its target audience both benefit in a successful PA program.
Who are our publics?

Publics are individuals or groups who are in some way affected by the actions of an organization. Our publics include: General public too broad a term. Everyone pays taxes, but are they all affected by what we do? Community members/leaders the people affected by us because of our contributions to the local economy, our volunteer efforts, etc. RCSU members CIC Officers and Cadets, civilian instructors, and family members. Our customers the CF, other Command groups, employers, community groups, etc.
Why bother with PA?

Besides the fact that we have a legal and ethical responsibility to tell the public how we are spending their tax dollars, there are other reasons PA makes good sense. Support Our operating expenditures and our ability to upgrade our assets depends on whether the public will support us when its time for annual budget decisions. Recruiting and Attracting A story on the evening news will reach more potential cadets and parents than a dozen high school visits. This makes PA a recruiting function. Retention To promote a high degree of morale through a viable internal information program. Weve got to let our own people know whats going on. Every Canadian Cadet Organization (CCO) member needs to feel like he or she is an important, contributing member of the program. Inform the public Educating the public about who we are and what we do helps them understand why the Cadet program is valuable to Canadian youth, thereby increasing awareness of and support for our program in the very people who are our customers.
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Who is your Unit Public Affairs Officer?

RCSU has a Public Affairs Department. Its primary duty is to be the advisor to the Commanding Officer and to run an effective PA program for the RCSU. Theyve been selected into the PA Branch and received considerable training prior to being selected for the Unit. They are your best source to help you do your secondary duty. They manage day-to-day PA business for the Unit. Each RCSU has its own priorities.
What manuals do I use?

The Public Affairs HandbookThis nationally-produced handbook provides basic general guidance to help you understand the publicaffairs function within the Department of National Defence and the Canadian Forces. It can be found online on the ADM PA websitehttp://veritas.mil.ca/PADev/PA_Handbook/index-eng.asp
What are the 3 types of PA?

Internal Relations Building and maintaining relationships with CF members, CIC Officers and cadets, civilians, retirees, and family members. Media Relations Contacting the media with the intent of getting them to publish or broadcast news about the Cadets. Media Relations is the primary focus of Unit public affairs representative. Community Relations Being a contributing part of the community in which you work and live. Community Relations can only be run effectively by individual units, by those who live and work there.
How is PA conducted?
The proactive approach: Being ready to go to the media with the news before they come to you. You cant predict when a hard news event, good or bad, is going to occur. But you can have a plan prepared ahead of time. A Unit cant predict when an emergency will occur, but they definitely have plans in place in case something does happen. Being proactive with all news, good and bad, is... what the CO wants preventive public affairs a reinforcement of your credibility; shows control over and readiness to deal with the situation, whatever it is an opportunity to get your side of the story out first and not someone elses a tool to build rapport with community and media The reactive approach: Waiting until the media calls you first. Though the nature of our business lends itself to being reactive we cant predict when a significant issue will occur, for instance its a poor way to do business when it can be avoided by having plans in place. Its easy to fall into being reactive, especially if its bad news. But bad news doesnt get better with age. Being reactive... indicates no planning, no control gives the media the opportunity to put their or someone elses slant on it first can make the Cadets look bad like maybe were trying to hide something
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Whos responsible for what?

Generally in Public Affairs although there are specific Commands with specific duties, due to the nature of news and issues management, the PAOs will deal directly and quickly between all levels that ensures quick passage of information. Director General Reserves and Cadets - Public Affairs is under the general direction and supervision of the DG Res and Cadets. The Public Affairs director serves as the DG Res and Cdts Public Affairs Officer responsible for the overall PA program. Unit tasks include providing for an effective strategic PA planning, preparing and distributing PA media relations guidance on issues of national interest and managing, funding and coordinating activities such as the Cadets.ca website and promotional products. 2 Canadian Air Division Public Affairs is responsible for supporting the 1 Cdn Air Div operational public affairs programs. The public affairs officer acts on behalf of the Commander on public affairs matters. Generally the RCSU provides information to 2 Cdn Air Div during its queries on its specific RCSU issues within the RCSU region. Their PAO will coordinate with the RCSU PAO on advice in public affairs situations, and to notify them of any operational activities that might have an effect on current public affairs programs. The Public Affairs Department is responsible to provide support to the RCSU. Each RCSU department has a fully-qualified Public Affairs practitioner and is responsible for managing a cadet-specific public affairs operational environment. The key areas or focus for the PA department are Internal Communications, External Communications, Media Relations and Crisis Communications. This involves the promotions of regional activities in every facet of Sea, Army, Air and Common Training. It also includes ensuring that the regional corps and squadrons are enabled to manage their own programs at the corps level. The Unit Public Affairs Representative (UPAR) acts as a liaison between the local Cadet corps and the media/community, acts as the corps general spokesperson, and, most importantly, is the liaison between their Unit CO and the RCSU PA office as well as other Cadet units in the community (Terms of Reference- Annex A). During summer training, at the Cadet Summer Training Centres, a UPAR position is placed as a full-time position for the centre. Its a big job and one that the UPAR should seek help with by designating at least one alternate/assistant.
Summary
RCSU public affairs are used to build and maintain relationships with our publics CIC Officers and Cadet members, civilian employees, CF members, retirees, family members, and the Canadian people in general. The publics right as taxpayers and voters is the fundamental reason for the existence of RCSU Public Affairs Program. We have a legal and ethical responsibility, second only to the success of our Cadets, to report to the public about what activities our Cadets are undertaking, how we accomplish these activities and why these activities exist. PA is a three-sided program: internal, media and community relations. A proactive approach to PA is always best, whenever possible. Public Affairs is a Command responsibility. RSCU Public Affairs are there to assist you. They help craft the messages but on a day-to-day basis, the PAOs cant have the same knowledge of, or impact in your area of responsibility, as you can. They need your expertise to answer the more precise or in-depth questions. It truly is a team effort.
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GUIDELINES FOR RELEASE

A quick note on guidelines...
Its important to remember that these are guidelines -not rules or regulations for release. Its not possible to tell you exactly what information can and cant be released in any particular case. That will depend on the decisions of the commander, the circumstances and the amount of public (news media) interest.
How does the publics right to know affect public affairs?

In addition, citizens support their government with resources and expect -- and deserve -- to be told how their money is being spent and what were buying with it. Since we need their contin ued support, we are accountable to the taxpayers. Therefore, government agencies are expected to freely release information that is not protected. The press has often been called The Fourth Estate, adding to the three well-known judicial, executive and legislative branches of the government. Basically, the press is looked upon as a sort of watchdog, ensuring that the other three are watched closely for signs of corruption. Conversely, the publics need to know is a concept used to protect certain information from potential enemies of Canada primarily information concerning the defence and operation of the government. This is where the decision-making process of releasing information becomes a grey area. Elected and military officials must weigh the publics right to know against the need for security and individual privacy. As UPARs, youre often tasked with advising those for whom you work in figuring out the balance. In doing so, you also have to take into account CF policies, as well as other factors such as the level of public interest. Deciding what should and should not be released in any situation can be tricky. If in doubt, seek guidance from legal professionals.
Whats RCSUs general policy?

The foundation for RCSU and, indeed, the CFs media relations program in regards to release of information is the phrase maximum disclosure with minimum delay. DND conducts public affairs using the same general policy (DAOD Directives- Series 2008). In general, the phrase means that all information concerning activities of RCSU, with a few exceptions, will be made available to the public as quickly (and as accurately) as possible. News -- especially bad news -- does not get better with age.
What are SAPP and ACA?

Augmenting the maximum disclosure with minimum delay policy are some standard restrictions that should always be considered when determining what to release. First is SAPP -- Security, Accuracy, Policy and Propriety. Security is the need to safeguard classified and operationally sensitive information. Its the first and most important limitation. Accuracy demands that public affairs sources provide only factual information, not speculation. Release of erroneous information erodes the credibility of an organization and reflects poorly on its competency and reliability.
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Policy dictates procedures for release of information on specific topics at several levels of authority. In addition to CF specific policy, other examples of specific policy include the Access to Information Act and the Privacy Act. Propriety, or appropriateness, pertains to good taste. For example, dont release graphic accident photos or statements that may cause family members distress. Advertising of commercial products, or the appearance of endorsement of those products, is also prohibited. Three additional lesser-known but no less important considerations are Ability, Competency and Authority, or ACA. Ability refers to actually having the information. If the individual dealing with the media does not possess the information, he or she does not have the ability to comment or release any information. Competency means having the expertise on the subject. The fact that an individual has the information does not mean that individual is qualified to discuss it with the media. In other words, a UPAR might not be the subject matter expert and may need to locate one who can better address the topic. Authority comes into play in all cases. Generally, an individuals release authority is the same as his or her level of authority in other RCSU matters. For example, a Units UPAR is normally authorized to speak about anything involving his or her unit, but will usually not have carte blanche authority to speak on behalf of RCSU. Good rules of thumb concerning release of information are: If you did it or are responsible for it, you can talk about it. If not, dont. If you are uncertain, seek guidance first. Answer questions accurately or explain why you cant. With those guidelines, its easy to see that there are only three basic conclusions that should run through your mind after a reporter asks you a question: 1. Yes, I can answer that. 2. No, I cant answer that because I dont have that information. 3. No, I cant answer that because it would violate SAPP.
What are libel and slander?

Libel: Written, printed or broadcast information that is untrue or defamatory and is injurious to a persons, companys or organizations reputation. Slander: Spoken information that is untrue or defamatory and is injurious to a persons, companys or organizations reputation. A legal officer can provide more in-depth information, which is especially important because libel and slander are not federal laws - the definitions vary by province. There are several defences, but only one is complete and unconditional: that the stated facts are provably true. The absence of malice or ill intent is not always a consideration. All official news releases and correspondence from RCSU should be free of libel and slander.
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What orders do I refer to for guidance on releasing information?

The Public Affairs Manual provides detailed guidance, but for in-depth guidance concerning Access to Information and the Privacy Act, refer to the DAOD 2008 series. It is available online at http://www.admfincs.forces.gc.ca/admfincs/subjects/daod/2008/intro_e.asp If you have doubts about whether to release information, contact your Unit Public Affairs officer, who has access to the legal officer or a Privacy Act coordinator.
What really gets me into trouble as a UPAR?

Know your boundaries! Common sense rules however for those who need reminders, there are regulations and orders in place. Here are the two that we give the most attention: QR&O 19.14 IMPROPER COMMENTS (1) No officer or non-commissioned member shall make remarks or pass criticism tending to bring a superior into contempt, except as may be necessary for the proper presentation of a grievance under Chapter 7 (Grievances - 15 June 2000) (2) No officer or non-commissioned member shall do or say anything that: (a) if seen or heard by any member of the public, might reflect discredit on the Canadian Forces or on any of its members; or (b) if seen by, heard by or reported to those under him, might discourage them or render them dissatisfied with their condition or the duties on which they are employed. 19.36 DISCLOSURE OF INFORMATION OR OPINION (1) For the purposes of this article, the adjective "military" shall be construed as relating not only to the Canadian Forces but also to the armed forces of any country (2) Subject to article 19.375 (Communications to News Agencies), no officer or non-commissioned member shall without permission obtained under article 19.37 (Permission to Communicate Information): (a) publish in any form whatever or communicate directly or indirectly or otherwise disclose to an unauthorized person official information or the contents of an unpublished or classified official document or the contents thereof; (b) use that information or document for a private purpose; (c) publish in any form whatever any military information or the members views on any military subject to unauthorized persons; (d) deliver publicly, or record for public delivery, either directly or through the medium of radio or television, a lecture, discourse or answers to questions relating to a military subject;
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(e) prepare a paper or write a script on any military subject for delivery or transmission to the public; (f) publish the members opinions on any military question that is under consideration by superior authorities; (g) take part in public in a discussion relating to orders, regulations or instructions issued by the members superiors; (h) disclose to an unauthorized person, without the authority of the department, agency or other body concerned, any information acquired in an official capacity while seconded, attached or loaned to that department, agency or other body; (i) furnish to any person, not otherwise authorized to receive them, official reports, correspondence or other documents, or copies thereof; or (j) publish in writing or deliver any lecture, address or broadcast in any dealing with a subject of a controversial nature affecting other departments of the public service or pertaining to public policy. (3) This article does not apply to a writing, lecture, address or broadcast confined exclusively to members of the Canadian Forces.
Public Affairs and the Law

Introduction
The federal government is the largest information broker in Canada. It produces vast amounts of material, not only on matters of state, but about every aspect of the lives of millions of Canadian citizens. In the early 1980s, the Parliament enacted legislation to protect those citizens privacy rights a nd to give them access to certain information that the federal bureaucracy holds. As a PAO, you have to work within certain laws that directly affect PA activities, including:

the Access to Information Act; the Privacy Act; and the Official Secrets Act.
Since these laws are complex, this chapter provides only a brief introduction to the legislation. There are also short sections on copyright law in Canada, photography, and recording conversations.
Relevant acts
Access to Information Act This Act became law in 1984. It gave the public a right to access information from the federal government. The Treasury Board publishes an index called Info Source which provides a list of federal government institutions and their organizational responsibilities, as well as classifications of the records they hold. People who apply for information under the legislation must submit their requests in writing,
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must be a Canadian citizen or live within Canadas borders, and must pay a small application fee. This is a formal legislative process, and requests must be submitted and processed by The Director of Access to Information and Privacy. The media often use this legislation to access federal government information, such as travel expenses, military-police reports, or any other information which they consider interesting. Although there is no limit to what can be requested under the Act, it does provide exemptions that can be used to protect material from disclosure. It should be noted, however, that these exemptions are specific and limited. Departments have 30 days to respond, or they have to request time extensions for which grounds are limited. Complaints go to the Information Commissioners Office. Privacy Act Although the Privacy Act and the Access to Information Act are linked, they are two very separate pieces of legislation. The Privacy Act provides private citizens with the right to obtain personal information about themselves that the federal government holds subject only to the exceptions. It also strictly controls how the federal government collects, uses, stores, discloses, and disposes of personal information. Applications under the Privacy Act must be submitted in writing to the Access to Information and Privacy Coordinator. There are no fees. Complaints go to the Privacy Commissioners Office. Official Secrets Act All federal employees are subject to the Official Secrets Act, which protects information considered vital to the nations security.
Copyright law in Canada

"Copyright" means the sole right to produce, reproduce, or publish a work or any substantial part of it in any material form. The Copyright Act is applied automatically. Any work that writers produce is their property, as long as they do not complete it under contract to another party. Therefore, members of the CF or DND employees do not have copyright on the material they produce while employed by the Government. As a PAO or UPAR, you should be aware that, when you use material that is not original, including photographs, you should obtain permission from the authors and give them credit. The work must be original, in a fixed format (print, film, videotape, and software), and considered either art, music, drama, literature, or other readable work such as reports or technical drawings. Also, copyright applies to the expression of an idea, rather than the idea itself.
Photography
In general, photographing or filming an event should not present any problems. Cadets actually sign a unit waiver as part of their enrolment. However, recent court cases may have created precedents about photographs being published in newspapers without the consent of the people depicted in these pictures. In developing countries, people may ask you to pay them for having taken their picture. As a rule of thumb, ask permission before publishing pictures. You dont have to tell military personnel performing tasks that you will take their picture, i.e., people on parade; unless the circumstances support that an expectation of privacy is present. However, you may get better results if you explain to them what you are doing.
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Recording conversations
Canadian law states that only one person in a party of two or more has to legally know that a conversation is being recorded. Therefore, reporters are not legally required to tell you before they begin recording your conversation, except when they plan to broadcast your voice. The regulations of the CRTC provide that a radio station or network cannot broadcast any telephone interview or conversation with any person unless the persons oral or written consent was obtained before the broadcast. If the person telephoned the station to participate in a broadcast, such as an open-line show, their comments can be broadcast. This applies to radio only, not television. The Canadian Broadcast Standards Council, the regulating body for private television stations and networks, considers the Broadcasting Act and the Radio Regulations administered by the CRTC in its decision-making process. To be on the safe side, always assume that reporters are recording. On the other hand, if you record a conversation, it is always good practice to tell the other party or parties that you are doing so.
Conclusion
PA and the law is a subject that could fill volumes. If you feel you need a more solid grounding in communications law and how it applies to non-media public communications, contact your RCSU PAO who can then facilitate the query to the Divisional Judge Advocate General representative.
Whats the general guidance on...

Situations which occur within your Unit yet it impacts other Cadet units. As such many of these events are handled by RCSU. However there may be times when a UPAR is called in to assist, particularly if it involves your Squadron or Unit.
... General law enforcement?

Theres a lead agency, either RCMP of some other agency, and the CF are in a supporting role. The rule of thumb is that the lead agency manages the media relations but at times its an opportunity to showcase cooperative operations. The majority of RCSU and police cooperation deal with either cadets or corps officers coming in conflict with the law. Most are generally low level however there are certain recent cases of greater public interest, such as sexual assaults or inappropriate actions and behaviours. Great care must be taken in releasing information to the media. Otherwise, prosecution of the seizure or individuals privacy rights may be compromised. You will not handle the queries of this nature as the RCSU Public Affairs department will be managing the issue. To support the media requests you should state: We cannot discuss ongoing law enforcement cases. Please contact our public affairs officer at xxx-xxx-xxxx.
... Accidents involving Cadets?

There is great coordination among the Command levels CAS/2 Division/RCSU. PA would handle the release of a training accident in the same manner. If your unit is involved it would be expected that you would support the RCSU PAO during this event.
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... Photos and video?

Photographic equipment on Bases and Wings is subject to command policy. All photographs and video taken aboard military aircraft and equipment, including those taken with personal cameras, are subject to screening and approval of the commanding officer prior to release. Federal law prohibits federal employees and military members from accepting any compensation for activities that pertain to the members official duties. Commanding officers, or other competent authority, can confiscate any imagery photographic or video aboard their units whenever those photographs deal with an official matter that is, in their opinion, of a highly sensitive nature (e.g., a law enforcement case or SAR operation), or violates security requirements, whether those images were shot by an RSCU member, a member of the news media or a civilian.
... Other military accidents?

Similar to the support to other governmental agencies, the element owning the personnel or equipment would take the lead in the event. If your unit is not involved in the accident, you may still be questioned by the media about a CF incident, - refrain from speculation. Simply put, dont speak on CF incidents that are outside your scope of knowledge.
... Legal proceedings?

Court martial and hearings are generally open to the public, including the news media. The investigating officer or chairman of the hearing may exclude spectators or the media from certain sessions when their presence would tend to interfere with the proceedings. The local Public Affairs officer where the Court Martial is being held would coordinate the PA needs.
Summary
Understanding the basic guidelines on the release of information within the RCSU is the cornerstone of everything we do in public affairs. It affects what information we release to the public, how we handle the media, what we print in our publications and how we respond to the public in general. The most important thing to remember is that every case is different, which means that what you can and cant release may be different. If you have any doubt whatsoever about whats releasable and whats not during a case, check with your RCSU Public Affairs Officer.
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CRISIS COMMUNICATIONS
Whats an issue?
An issue is a matter in dispute, meaning there are two or more conflicting points of view on the subject. Most issues develop over time, and we generally see them coming, giving us time to prepare. Finding a precise beginning or ending is often very difficult, some can remain out there for a long time and then resurface. Many issues are ongoing and well documented within an organization. Your unit will likely have a standard position on such issues, and you may answer questions on such issues routinely at your office, although you generally should make sure youve got the latest information and command po sition.
Whats an emergency?
An emergency is a sudden, usually unexpected occurrence requiring prompt action and communication. These are most often accidents or incidents crashes, crimes, fires, riots, etc. Natural disasters, such as earthquakes or hurricanes, or the CFs response to an international situation, may also constitute emergency situations. Unlike issues, most emergencies have a well-defined starting time and date. Flooding in Manitoba definitely constituted an emergency.
Whats a crisis, and how do I recognize one?

A crisis is a stage at which the reaction to an issue or incident determines the future of a person or an organization. It is a major turning point in the life of an organization, usually resulting in permanent and drastic change. The tough part is recognizing the point at which you have a crisis. It may not sound difficult, but it is, especially when there are many different points of view on an issue or incident. You as the UPAR must recognize the point at which an issue or incident has reached the crisis stage. The Scouts Canada sexual assaults arrests became a crisis for a great youth program due to high profile previous problems that were left unabated.
How do I prevent an issue or emergency turning into a crisis?

Issue management refers to those actions taken before an issue, incident or accident before it focuses attention and scrutiny on your organization. It consists of the preparation, planning and training you dedicate to efficient emergency communications. Issue management also refers to the quality of your ongoing dialogue with various internal and external audiences. There are a few things you can do now to be ready when an issue begins to evolve into a potential crisis. Develop your credibility. You have to be a trusted advisor to be an effective UPAR. Establish good working relationships with all internal and external people you count on for support. This means you must be in the information chain on all important matters; you must know key staff. You must be notified immediately when an accident or serious incident occurs. Take a good look at your organizations activities. For instance, if youre on a field exercise, you should plan for things that may occur there, such as a cadet who wanders off and gets lost.
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Decide how to manage them with plans and procedures. The RCSU PAO will have plans for all foreseeable emergencies, and brainstorm unusual cases to get ideas about what youd do in those cases. Make a list of people you can count on for help or advice subject matter experts, operators with connections, people who are articulate and do well on camera. Know the next of kin notification process in case of accidents. Anticipate public interest. Media and public officials may need to call you at home with news they heard over the scanner. Someone in the RCSU PA staff needs to be accessible 24 hours a day. Know who the media representatives in your area are and how youre going to manage them (phones, electrical outlets, space for briefings, etc.). Coordinate, communicate and practice your plan. Your success is based on the ability of the RCSU PAO and you to make the plan work. You need to share your plan so the security personnel dont start locking up the media if youre not around .
What should I do in a crisis?

A bona fide crisis is coordinated by the RCSU PAO. As such, he/she is fully engaged in its management and will provide the guidance for you. First, secure classified information. Ask for cooperation and keep media from the scene. Publishing known classified information is a crime. If media have already filmed classified materials, you should inform the RCSU PAO so that they can coordinate with the news outlet to ensure the material is not broadcast. There are procedures in place where the news agency management would be contacted. Never, ever seize media equipment or notes. It can be managed if handled properly. Notify the RCSU public affairs office and/or Headquarters to give them a heads up; if its truly a crisis, sooner or later they will be involved. You must retain public confidence in the service and release unclassified information as quickly as you can do so accurately. Loss of confidence in the CF is one of the things that constitute a crisis. You must work fast and communicate your concern about the issue or incident. The first 60 minutes are key, because thats when people form their first impressions about whether you know what youre doing. Preserve good media and community relations. Try not to burn any bridges. Be professional. Youll have to work with them long after this crisis has passed. Protect and promote the welfare of the Cadet people (includes CIC/Cadets and CI) and their families. Preserving your media relations is sometimes in conflict with protecting the welfare of cadet families, particularly in the initial stages of an accident. Highlight the return to normal activities Although many issues may remain following a crisis, a good means of providing closure is to show the public through media coverage that activities are back to normal again. Recognize contributions of people inside and outside the organization is a good way to build on relations developed during the crisis. Dont forget your own staff.
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Evaluate the effectiveness of your actions to help improve your future performance. If possible, share the information with other agencies that might benefit from it. Consider contributing notes for an after-action report to the RCSU PAO. They could use the case study for use at the Defence Public Affairs Learning Center as part of lessons learned.
NOTES
Summary
Whats interesting and sometimes overlooked about crises is that each usually results from the poor handling of an issue or emergency, not the actual event. The reason is public trust. Canadians understand that accidents happen and mistakes are sometimes made. The military enjoys the highest confidence rating of any public institution in Canada, and the public trusts that we want to do the right thing. After all, were their sons, daughters, brothers and cousins, etc. But Canadians do not understand or forgive when they are lied to by people they trust. And when we jeopardize that trust, we create a crisis.
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June 2013
THE NATURE OF NEWS

Your best resource to assist you in your duties as the UPAR is getting to the information. This section provides the links and brief on how you can conduct your business as the unit resource to PA.
What is news?
Websters dictionary defines news as new information about anything; information previously unknown. The Columbia School of Journalism (cf: UWO, UBC etc.) says that for something to be news, it must be timely and have impact. If the article is about a fire that happened four days ago, its probably not news anymore unless theres something new to report -- perhaps the investigation has uncovered evidence of arson, or another victim has been discovered. The need for timely news is why reporters will beat down your door for information when you are at your busiest. In addition to being timely, the article has to interest a significant number of people to be news. If a subject impacts only a small number of people, it may not be news. Take into account the people youre trying to reach. For example, a board of education decision in a small town can have enormous impact on the local community and therefore will make the news in that towns newspaper. The same decision, however, may not earn an inch of copy in the metro or even regional newspaper.
What are the 2 types of news?

News generally falls into two categories: hard news and soft news. Hard news stories, such as fires or accidents, are usually self-generating. Its news the public needs to know, and it has to be used immediately or it soon wont be news anymore. Soft news is news the public does not need to know. An example of a soft news story would be a feature about the Cadet Corps new training facility. Soft news is often referred to as evergreen because it doesnt necessarily have to be used immediately; its not as perishable as hard news.
What else determines news value?

Besides being timely and having impact, editors look at several other factors to help them decide what will make that days newspaper or that evenings newscast. These elements of news, also known as the elements of mass appeal, often determine where a story will run in the publication or broadcast, or whether it will run at all. The elements of news can be broken down into these general categories: Prominence: If the person involved in a news event is widely known, the story has more appeal than it would if the person were known to only a few people. Famous -- or infamous -- people are often in the news. Proximity: Always consider where something might be news. Even major national news stories have a local angle, in that there is bound to be some sort of tie to the people living in any given area. Thats why we have the Hometowner News: to send stories about Cadet members to their hometowns, where there are people who know them.
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June 2013
Conflict: Any time there is one force opposing another -- whether it be two people, two teams, one person against an organization, or any other situation pitting one side against another -- there is conflict. People are drawn to stories of confrontation, even if its just one man confronting his own physical limitations by climbing Mount Everest. Emotion: Stories that draw on emotions are part of almost every newscast; some call this the human interest factor. Sympathy, anger, tragedy and concern for our fellow man -all are emotions everyone experiences, so stories that evoke strong emotions are popular in the news. Oddity: Anything that deviates from the accepted norm. There are entire Web sites today devoted to odd news, some of which bleeds into mainstream media, from alien conspiracy theories to the burglar who fell asleep while robbing a house. Suspense: We all know the power of the words To be continued. Events and issues that offer people a chance to talk about likely outcomes are considered highly newsworthy because people are always eager for more information to fuel conversation. Lengthy court cases are a prime example. Progress: Technology is constantly changing how we do things. Advancements in the way we live and work are by their very nature news.
Current trends: What are people talking about around the water cooler? Current trends alone can often determine whether the news media will cover a particular story. Conflicts and war overseas, health care, welfare reform, manpower reductions all are trends that have been in the news off and on for years. The more elements of news a story contains, the more potential it has for mass appeal. Whenever you have a story that combines more than one of the elements of news with timeliness and impact, youve got what could be a major news story! Keep in mind, however, that yours is not the only story out there. At any given time, there may be hundreds of other stories competing for the attention of the editor, who must consider them all carefully before making a final decision. Slow news days are your friend, because when theres not a lot going on, the media is desperately looking for material to fill space/air time. These are the days when youre most likely to get a soft news story aired or printed. If you have pictures, audio or video -- or better yet, a combination of two or more - the storys value increases immeasurably. Today more than ever before, the media demands pictures, video or audio to tell a story. Often, even the scratchiest, jumpiest video will get TV air time, simply because its available to help illustrate the story. Your relationship with the editor or news organization in general can have an impact on how and when your news stories make it to the screen or print. If youve got a reputation for providing good story topics, youre accessible, and youre as forthcoming with truthful, reliable information about bad stories as you are about good ones, chances are your local media will seek you out for material just as often as you seek them -- maybe more.
Summary
Not all news is worthy of broadcast or print. The mass media have criteria they use to evaluate the interest or newsworthiness of information. This evaluation is often subjective; news value is to some extent determined by the people who write it. In general, though, the media base their news judgment on well-established values. Since the media are our primary channel to the public, commanders need a basic understanding of how news value is determined so they can estimate the likely news interest in their plans, policies and operations.
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June 2013
INTERVIEWS
A note on interviews ...
Many interviews are coordinated with the RCSU PAO. Many points within this section are already completed by the RCSU PAO prior to you even speaking with the reporter. There are as many types of interviews as there are media outlets. However, the majority of the interviews youll do as a UPAR will probably be taped television interviews, so this booklet and the interviews class focus mainly on those. However, the basic guidelines remain the same, regardless of whether youre dealing with a print reporter or a broadcast reporter -- or even an internet reporter.
How do I prepare for an interview?

When someone calls you to request an interview, the first thing you should do is get answers to the following questions: Who is the reporter, and who does he or she work for? Be sure to get his or her contact information. What exactly does the reporter want? Is it a news story or a feature, for instance? Exactly when and where does the reporter expect to do the interview? Usually reporters will be more than happy to come to you, but sometimes theyll have special requests. How long will the interview last? A print interview will take longer than a television or radio interview. Who is the audience the reporter is hoping to reach with the story? You may already know this or know what demographic that media outlet regularly targets, but its always a good idea to ask so you can craft your command messages more specifically (more on that later).
All this information should be recorded on a media query form, which you can create yourself. You might also want to include a block for after-action comments -- how the interview went, whether the reporter was aggressive, etc. Keep a log of these forms so you can refer to them in the future. They can also help you track the media relations portion of your PA program and give you a valuable record of whos who. If you determine that you or another person at your unit has the ability, competency and authority to be interviewed on the subject, set up the interview, giving yourself as much time as possible to prepare, given the reporters deadline.
Am I the Subject Matter Expert?

When managing a media request the RCSU PAO will always try to find the right person for the right question. The PAO and the media agency are not the topic expert you are! The one question we always ask ourselves, Who is the right person to answer this question? It now comes down to the subject matter expert (SME). In most cases involving Cadet training or occupational work, you become the expert. Look at building your core group of SMEs. They are volunteers and, with the support of your commanding officer, you now become the unit resource to where your unit expertise lay.
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June 2013
What questions will I be asked?

That depends a lot on the subject of the interview. But there are two questions you can almost always count on. The first is generally the reporters opening question, which is Whats going on? The other is generally the last question, which is Is there anything youd like to add? So at the very least, you already know two of the questions the reporter is likely to ask you. A little preparation provides you with the ability to take the opportunity and answer the questions. Interviews would be pretty easy if you always knew exactly what a reporter was going to ask you. But unless you have a very good relationship with that reporter, chances are he or she is not going to share that with you before the interview. The reporters looking for an honest reaction to the questions, for one thing, and sometimes something you say may lead to a question the reporter didnt think about before the interview started. Preparing Q and As- Its up to you to analyze the subject of the interview and determine what questions are likely to be asked, then prepare responses to those questions. For a television interview, you should brainstorm at least five easy questions you expect to be asked, five hard questions you hope you arent asked, and the responses to each set of five -- a 5X5. Dont include the opening Whats going on and closing Anything to add questions in the 5X5. By preparing for the questions you think might come up during the interview, you can mentally prepare the person being interviewed, and hopefully he or she wont be blind-sided by something the reporter asks on camera.
NOTES
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June 2013
Whats a command message?

Command messages are statements or information that you work into responses to explain the commands position on a particular issue or event. In other words, you dont just answer the questions the reporter asks, but also attach a significant and logical command message to it. These two elements added together -- answer and command message -- equal a response. For example: Question: Is the injured Cadet going to die? Answer: I dont know or That would call for speculation, and I cant do that. Response: He is getting the best medical care possible [answer], and our thoughts are with him and his family during this difficult time [command message]. To create a good command message, you need to figure out what response you want from the audience when the interview airs. Depending on the subject, you may want or even need: Understanding of why youre dealing with something in a certain way (example: searching in a location for a missing cadet) Acceptance of the situation and how its being handled (example: Cadets glacial climbing) Agreement with policies or regulations (example: required training safety equipment) Information the audience may have that might help you with your mission (example: overdue cases) Action based on the information being passed via the interview (example: making sure they have proper location gear during climbing treks and how they are used to locate lost persons) Different subjects require different messages. You couldnt logically attach a boating safetyrelated message to a response about an avalanche victim. The message should be appropriate to the subject and to the response. Great command messages are: Honest. Mislead an audience, and sooner or later it will come back to bite you in your credibility. Relevant to the subject. Illogical command messages stand out badly because they dont match the topic. Simple and concise. Answer the question, attach your command message, and shut up. Ramble on and on, and you lose your audience, if the sound bite ever ends up on the air in the first place. Shoot for 15-20 seconds for each response. Positive. Accentuate the positive whenever possible. Even bad news can often be softened with a positive command message; for instance if were looking at our policies to see if they can be improved to avoid a similar incident, thats a positive command message. People-oriented. Remember, the audience is people! They want to know how things affect them. Memorable. Sometimes its the way you said something, rather than the words you said, that people remember. Audiences can see true sincerity, and theyll remember a clever turn of phrase. Consider more than one way of saying each of your command messages; be creative.
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June 2013
Often, its not the answer part of the response that will be aired; its the command message. The reporter or the on-air personality at the studio may give the audience the facts of the case, and theyll use your command messages to add to the piece. The following are some of the more common command messages you may use within the Cadet program: Skills We teach our Cadets to be responsible, active members of their communities. The skills that youth learn in Cadets not only increases their self-confidence and selfesteem, but also teaches them to become the well-rounded leaders of tomorrow. Cadets and the Military: Cadets are not members of the CF, nor are they expected become members. Cadets focus on learning and developing skills to be successful in any career path they choose. Discipline: Being a member of the Cadet program is different than most youth programs. Cadets are taught to respect each other, their superiors, and communities. Physical Fitness Physical fitness is strongly encouraged within the Cadet Program. Its important that Canadian youth are educated on the benefits of exercise, and living a healthy lifestyle.
NOTES
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June 2013
What about my appearance?

For the most part, common sense can be your guide when it comes to your appearance. Is your uniform in order? Do your clothing, accessories and grooming communicate the image of the Cadet program you want the public to receive? Also consider the situation; soiled environmental uniforms arent a bad thing if youre doing the interview about a missing cadet, for instance. You arent required to wear a hat, and you shouldnt wear a hat in strong sunlight because it will put a shadow on your face. If you do wear one, unit ball caps (working uniform) or berets look best, but make sure its on straight. Avoid all tinted glasses; they hide your eyes. Clear glasses can also cause a reflection, depending on the lighting conditions. Check with the cameraman before the interview starts; you may need to remove your glasses so that your eyes can be seen. But if your vision without your glasses causes you to squint, leave them on. The cameraman can work with you to eliminate as much glare as possible.
What should I do when the reporter arrives?

Be professional at all times. Its important to remember, from the moment you greet the reporter till the moment you say good-bye, that youre on the record -- anything you say or do can be quoted or described in the story. Meet the reporter and, if theres time, break the ice and establish a rapport. Sometimes -- if theres an accident, for instance or if the reporter is working on a short deadline -- you may not have much time for niceties. Determine the reporters knowledge of the situation and correct any misinformation. Be sure to explain any SAPP restrictions things you cant talk about and why you cant. This will let the reporter know ahead of time if anything he was going to ask you wont be worth wasting his breath. If you have any press kit information, such as fact sheets and a press release, give it to the reporter and go over the contents with him. This, too, will give the reporter an idea of what questions he needs to ask you on camera and what he can rely on the press kit for. Give the reporter a hook to help set the tone of the interview by emphasizing the most important aspect of the event and the command messages youd like to convey.
How should I behave?

Studies have shown that audiences arrive at a conclusion about you and your message from: What you say 10% How you sound 35% How you look 55%
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June 2013
Stand steady and lean slightly toward the reporter to show interest and sincerity. Keep hand gestures to a minimum; usually the shot will only show your head and shoulders, but the movement is still visible in your shoulders if your hands and arms are moving. Unless youre doing a live shot in which youre talking directly through the camera to an anchor at the news station, look at the reporter, not the camera. Dont talk at the reporter; have a conversation. Facial expressions are OK, as long as they arent overdone or obviously faked. Honest reactions are always the best; dont be afraid to smile when appropriate with your mouth and the rest of your face. Dont be afraid to show empathy f or those in trouble or pain; warmth and respect for your listeners; etc. Dont show hesitancy or fear. Knowing the facts surrounding the case and having your command messages firmly in mind will help you avoid appearing self-conscious or anxious. Avoid jargon, acronyms and farfetched analogies; the listeners must be able to understand what youre saying. Keep it simple, but dont talk down. Its not necessary to holler, and people cant hear you if you whisper. Talk in your normal tone of voice. Dont talk so fast that its hard to understand you. But dont talk so slowly that you go over 15 -20 seconds in your response. Sound bites are rarely longer than that.
How can I keep from stumbling over my words when I speak?

Know what youre going to say and how youre going to say it before you open your mouth. It will help you avoid crutch words like uh and trailing off at the end of a sentence because you ran out of words to say. Use the LPTR method: Listen. Give the reporter 100 percent of your attention when youre being asked a question. Its the only way you can be sure to give a logical answer. If youre not clear on what the question is, ask the reporter to rephrase or repeat it. Pause and Think. Give yourself time to think about the question and how you will respond to it. Respond. Once youve mentally formulated your response, deliver it. When youre done saying what you planned to say, stop and wait for the next question. If the interview is taped and you choke, try again : pause, recollect your thoughts and start again. If necessary, ask the reporter to repeat the question. After you finish your response, reporters will sometimes deliberately remain silent, hoping you will say something else to fill the vacuum its a social expectation. Smile pleasantly and wait them out; take a drink of water if movement will help you relax. If youre absolutely dying to fill that silence, fill it with a command message.
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June 2013
What if the reporter gets off track?

When a reporter seems to be steering the interview away from the subject youre there to discuss, bring it back on topic by using phrases that lead back to your message. This is called bridging. Acknowledge what you can in the question and then bridge over to your point. Some phrases that might be useful: Lets look at it from a broader perspective ... There is another, more important concern, and that is ... That is not the real issue. The real issue is ... Never say No comment. It creates the impression that you have something to hide, whether you do or not. If youre unable to answer a question, say so and tell the reporter why you cant answer it -- even if its because you just dont know. Other reasons for not answering a specific question might be: the information is classified it would interfere with an ongoing law enforcement operation or investigation, or jeopardize the safety of law enforcement personnel next of kin requirements have not been met youre the wrong command/agency to answer it may be speculation or personal opinion it would violate DND policy it would violate provisions of the Privacy Act
Bridge to something you can say: I cant answer that for security reasons, but what I can tell you is that ...
How do I handle hostile reporters?

The majority of interviews are pleasant and non-threatening. But if the interview hasnt resulted in any news or interesting quotes, a reporter might resort to tricks to see what he can get you to say. These tricks often result in what you say being used out of context, if youre not careful about how you respond. Remain calm; be especially careful about listening to the questions, and take time to think about how you can turn the reporter in the direction you want with your responses. Here are some examples of how to do this and maintain control of the interview by doing so: Needling: Oh, come on. Do you really expect us to buy that? Stick to your guns. Say, Absolutely, and then go on to reinforce the point just made, or make a new one. False facts (intentional or unintentional): So boating while intoxicated cases are up 72 percent when actually they were up 11 percent, but up 72 percent from the comparable quarter last year. Correct graciously and go to your point. Begin with Perhaps I could clarify that for your viewers fix the error and reinforce the point, or move on to a new point. Reinterpretation of your responses: So, what we have here is a possible epidemic. Avoid repeating loaded words. Say, What were saying is, six of our employees have developed a minor skin rash, which we discovered and are successfully treating at our own medical clinic. No one outside the original patients has been affected.
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June 2013
Putting words in your mouth: So, youre still dumping garbage in the river, arent you? Theyre trying to get your to use words you would just as soon not say. Dont argue: Whats at issue here is that weve discovered a problem, and were taking care of it by Eventually, the reporter will get the message that youre not going to fall for his tricks.
What should I do after the interview is over?

The interview isnt over until the reporter has departed the area. Remember, youre on the record until he leaves! After the reporter asks you the final question (usually Is there anything youd like to add?), you should: Correct any errors in fact that might have come up during the interview, even if you corrected them during the interview itself. Be sure the reporter has the correct information. Clarify any information you owe the reporter. For instance, if you were asked a question you couldnt answer simply because you didnt have the information, youll need to get back to him as soon as possible. Double-check the reporters deadline, and find out when the reporter expects the story to air so you can tape it. Briefly repeat the main command message youd like to get across: Were all very concerned about whats happened here today, and were going to take steps Thank the reporter for his time and ensure hes escorted off the premises. Then you can breathe that sigh of relief!
Summary
The key to a successful interview is not just knowing as much as possible about the subject. You need to be able to identify and use relevant command messages, use appropriate tone and body language, and be professional with the reporter before, during and after the interview. Dont expect to be perfect -- nobody is. But an interview doesnt have to be absolutely word perfect to be successful! Remember: Nothing is off the record.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK ANNEX A Unit Public Affairs Representative Handbook April 2013 TERMS OF REFERENCE- Cadet Corps Unit Public Affairs Representative
June 2013
1. Act as a resource to the Unit Commanding Officer in public affairs and community relations. 2. In consultation and authority by the unit CO, execute public affairs activities in order to meet the objectives of the annual Corps public affairs plan. 3. In an emergency, be prepared to support the Region PAO as directed. Duties would most likely be limited to media escort and identifying subject matter experts (SMEs). However, in the absence of the Region PAO, the UPAR may be called upon to speak directly to the media. 4. Develop a hometown news program to highlight the activities and successes of unit members to their hometown audience. For any notable achievement, award or occurrence that reflects positively on the CF, distribute the hometowner information sheet to the appropriate individual(s) and prepare a hometowner story. (click on this link- Hometown News Program) 5. Gather, prepare or be ready to prepare unit public affairs materials; including unit backgrounders, photographs, appropriate biographies, and other print, radio, television, slide and video presentations. Maintain a file of clippings and broadcast media recordings. 6. 7. At the request of the Region PAO, identify appropriate spokespersons or SMEs. Support unit tours and visits.
8. Solicit unit members for writers, photographers and artists willing to assist the public affairs program and its initiatives. Seek out, attend, and encourage personnel to accept public speaking opportunities. 9. Submit articles and photographs to Cadet Publications; including, InSight, Cadets.ca, etc. (and encourage unit members to do so, as well). 10. Include public affairs as a topic for training days. 11. Maintain internal communications. At the request of the Region PAO or on your own initiative, distribute public affairs materials throughout the unit, including brochures, publications, posters, videos and general messages. 12. Maintain contact with and pass on significant unit updates to the Region PAO.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK Annex B to Chapter 1

Unit Public Affairs Representative Handbook May 13
June 2013
TERMS OF REFERENCE Public Affairs at the CSTC

GENERAL 1. In 2009 RCSU (NW) established a full-time capability in PA where personnel assets were added with a primary intent to bring the PA mission into a state of excellence. As such, the RCSU (NW) PA dept now consists of two fully-trained and full-time PA practitioners. 2. RCSU (NW) PA dept is responsible to ensure a robust PA program tells the cadet story. Activity-based, the PA Dept provides the information through various channels including the web, newsletters and photo galleries. For example, in 2010 the PA mission evolved into a deployable capability where it finds, gathers and tells the cadet story. 3. CSTCs are a highly valued experience by cadets (staff and course) where their time and remembrance of the summer tells a great story about the CCO. As such CSTCs enable a great story to be told for cadet and CIC friends, families and communities. 4. For 2013 the UPAR will still be directly responsible and report to the CSTC CO and responsive to the RCSU (NW) Sr PAO. 5. In fall, 2013, D Cdts provided a direction that every CSTC provide one staff cadet to support the UPAR cell. Social Media 6. Nationally there has been great emphasis on the new medias- Facebook, Twitter, Flick and YouTube. CSTCs will engage the new media as access is gained. They are now available on the CCO with certain permissions. The Cadet Population Growth Initiative 7. This year, due in part to the Cadet Population Growth Initiative (CPGI) MIP there is a greater need to ensure PA is conducted in a more robust and creative manner. Simply, the cadet story must be told to the communities where the cadets themselves live and grow. 8. The CPGI provides strategic themes, goals and objectives with a greater intent to recruit more cadets and CIC officers. A portion of the MIP is identified in this CSTC direction that impacts the way ahead. A few key deliverables are identified as charted:
Theme Seven: Promote the Cadet Program: Enhancing public awareness about and increasing community support for the Cadet Program is essential to attracting Canadian youth and achieving Cadet population growth objectives. Goal # 10 Objective #3: Promote the Cadet Program as the program of choice for Canadas youth. Capitalize on the wor d-of-mouth potential for promoting the Cadet
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Program. 10.3.1
June 2013
Provide tools to Cadets to support word -of-mouth promotional efforts. (Linked to Task 10.1.4) Allow Cadets reasonable access to their social media platforms / communication tools to tell their stories in a timely manner in support of an enhanced word-of-mouth effort to promote the Cadet Program.
10.3.2
Theme Eight: Internal Communication and Collaboration: Effective internal communications and collaboration is essential to promote the Cadet Population Growth Initiative and ensure the ongoing success of the Cadet Program. Goal # 12 Enhance internal communications and collaboration. Objective #2: Promote the Cadet Population Growth Initiative within the CCO. 12.2.2 Capitalize on existing opportunities (eg, CSTC visits, CO/Trg Conferences, SAVs, AGMs, Training Activities) to promote and engage stakeholders in discussions about the CPGI.
The Way Ahead for CSTC Public Affairs 9. Each CSTC UPAR will attend a 2-day pre-camp training seminar held at RCSU (NW).
10. Many CSTC PA activities, if done in an efficient and well-managed fashion, can provide a multitude of spin-off products. For example, articles written for the web can be placed into the summer in review newsletter. With this approach in mind, the CSTC UPAR will be responsible for the following tasks: a. support the CSTC CO on their vision of communication- for example, Rocky Mountain CSTC produces a Yearbook./ Cold Lake CSTC has also produced such an item in the past. The UPAR has been a member of the production team; ensure current media packages containing up-to-date information on the cadet program and cadet related activities at the CSTC; manage the CSTC website to include: (1) (2) (3) (4) one small article with photo per week; one daily photo of a cadet attending the CSTC; one weekly schedule of CSTC events; and one weekly feature article with 5 photos highlighting an event at the CSTC;
b.
b.
c.
develop and maintain the league-sponsored photo site of the CSTC that captures the life and times of cadets during the CSTC experience. Imagery products placed onto the photo sites in its galleries can be used for:
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(1) (2) (3) d. e. Award Winners; Intakes; CSTC/Squadron/company photos highlighting its activities.
June 2013
provide 10 hometowner articles to community papers per week; prepare, develop and disperse an e-format summer in review newsletter for distribution to cadets and staff of the CSTC (this may also be incorporated into the CSTC Yearbook if one is being directed by the CO);
f.
submit copies of all public affairs materials produced at the CSTC to Region PA by 31 August;
g.
explore and find the social medium capabilities within the CSTC framework where cadets can also get the cadet story out; and
h.
advise Region PA of any event where media interest could be involved.
11.
As part of the developing communications capability of the CSTCs, there will be a
need for the UPAR to explore the options where cadets can freely provide content to their facebook sites and other social mediums in an appropriate and engaging manner. The internet social sites are a challenge however with some free dialogue and professional guidance much of the intentions as listed in the CPGI can be met.
12.
To ensure consistency with the past employments of UPARs, its imperative that
CSTC COs continue to maintain their close and trusted relationship with the UPAR. Their position is as a trusted advisor to the CSTC CO. If employed properly, they will continue to provide wise council and support that ensures CSTC communications needs are met.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK Annex C to Chapter 1

Unit Public Affairs Representative Handbook April 13
June 2013
TERMS OF REFERENCE CSTC UPAR Staff Cadet

Position Number: N/A Position Title: Staff Cadet Unit Public Affairs Representative Short Title: SC UPAR Rank: CPO2/MWO/WO2 Date Revised: April 2013
Responsible To: CSTC UPAR
Subordinates: N/A
JOB DESCRIPTION The SC UPAR is responsible for interacting with fellow cadets, assisting the CSTC UPAR in obtaining content and imagery for articles, hometowners, and web and social media sites. He/she will act as a spokesperson for the Cadet Program (youth-to-youth), and will assist the CSTC UPAR in the co-ordination of media interviews. PRIMARY DUTIES Planning Assist CSTC UPAR with all aspects of CSTC PA planning including: reviewing CSTC training schedules and liaising with various CSTC staff to identify PA opportunities. Assist CSTC UPAR with planning content requirements for daily PA activities e.g. articles, hometowners, web and social media posts, etc. Ensure cameras, memory cards, and all other PA equipment are properly maintained and ready for daily use. Assist CSTC UPAR with digital product organization such as photos, articles, etc. Youth engagement Liaise with CSTC staff cadets to identify potential spokespeople and content for PA products e.g. hometowners, articles, etc. Act as CSTC cadet correspondent for multimedia PA products. Engage daily with course cadets on 5Ws i.e. who they are, what they are doing, where they are, etc. to support PA objectives and produce PA products as required. Public and Media Relations
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June 2013
Assist CSTC UPAR with media relations as required, including escorting or liaising with media at events. Act as a youth spokesperson for the Cadet Program, participating in media interviews where appropriate. Answer CSTC PA office phone and record media queries as required. Writing and Photography Assist CSTC UPAR with gathering information for PA products including media advisories, news releases, articles, etc. Assist CSTC UPAR with gathering imagery as required. Prepare photo cutlines and captions as required. Assist CSTC UPAR in preparing hometowners as required. Social Media Assist CSTC UPAR with social media management including but not limited to: creating posts, scheduling / uploading content, and audience engagement. POSITION PREREQUISITES Skill Factors Experience: Sea cadet: Phase 4 qualified. Completed any instructor level six-week course. Preference given to cadets with two six-week courses or a sixweek course plus a specialty or deployment/exchange. Army cadet: Gold star qualified. Completed any ACLI course. Preference given to cadets with two six-week courses or a six-week course plus a specialty or national or international expedition/exchange. Air cadet: Level Four qualified. Completed any six-week course. Preference given to cadets with two six-week courses or a six-week course plus a specialty or international exchange. Wings preferred (RGS only). Communication: Enhanced interpersonal skills. Enhanced written and oral communication skills in the primary official language of the assigned CSTC. Desired Competencies: Computer literate. Photography and/or videography skills.
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June 2013
Web literate in services such as Facebook, Twitter, Youtube, etc. Customer service experience. EFFORT FACTORS Mental Demands: Able to manage effectively multiple concurrent tasks while meeting deadlines. Able to present a positive image publicly, particularly in situations involving media questioning. Working Conditions: Able to work effectively on computer systems for extended periods. Able to work effectively in physically demanding training environments. Able to work with delicate equipment (camera lenses, etc.)
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June 2013
Chapter 2
Tactical
Lets Get Started! ........................................................... The News Release................................................................... The Media........................................................................... Managing a Crisis............................................................... Media Visiting Your Unit ...................................................... The Internet............................................................................. Letters..................................................................................... ANNEX A: Guidelines for Dealing with Media Visits . ANNEX B: Planning Points for Significant Events . 2-3 2-6 2-8 2-12 2-13 2-16 2-17 2-19 2-20
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LETS GET STARTED!

Read DAOD 2008-2, "Media Relations and Public Announcements"
http://www.admfincs.forces.gc.ca/dao-doa/2000/2008-2-eng.asp
Every unit must assign one person to co-ordinate unit public affairs activities. The public affairs coordinator may be anyone in the unit. The selected member should have writing and speaking skills. They should also enlist the talents of others in the unit to assist them. For example, there may be people within the unit who enjoy photography or are particularly good at writing. The designated Unit Public Affairs Representative (UPAR) should be familiar with the editors and news directors of the newspapers and broadcast media in the local area. He or she should also be aware of the contact names and numbers of personnel serving in the Command and supporting RCSU. Contact between the public affairs coordinator and the media should be personal if possible. It is very easy to discard impersonal news material. Media outlets receive dozens of unsolicited news releases every day. Most of them are overlooked because the receiver had no personal contact with the contributor.
What do we publicize?
What could be considered news in your unit:
a. b. c. d. e. f. g. h. i. j. k. l. m. n. Unusual events and accidents (Chapter 4- Tools- Template 1); Training events; Unit social events, that affects the community at large; Unit member achievements (sports, scholastic, heroic). (Chapter 4- Tools- Template 2); Community service projects, (ie. United Way appeal) (Chapter 4- Tools- Template 3); Inspections and change of command ceremonies. (Chapter 4- Tools- Template 4); Awards, unit and individual. (Chapter 4- Tools- Template 5); Open house or tours of your squadron or unit (Chapter 4- Tools- Template 6); Individual, unit or CCO "firsts"; Visits of members of your unit to domestic and foreign locations; New equipment; Exercises with other nations; Sports events and contests; Promotions; and
o. Unit members activities in the community (Scout leader, volunteer, church choir, minor league sports coach).
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Often subjects that CCO members consider mundane and ordinary are of great interest to the community at large. It is up to the Cadets and CIC Officers to accentuate the positive and tell the story of the good work squadron and unit members do in both their professional and community lives.
Know your facts

Whoever is assigned the public affairs function should be familiar with the product. They should know the history and accomplishments of the unit in which they serve as well as that of the CCO and the CF. They should be familiar with their unit's activities and how those activities are perceived by the Canadian public.
Know your audience

Depending on the event in which you are involved, your audience may vary in size from the local community to the entire country; or may even include other nations. The selection of your audience will guide your public affairs activities. Define your target audience depending upon the issue and what you are trying to accomplish. Your audience could be your unit's family members, the local Defence Team, the general populace of the geographical area where most of your unit members reside, or it could be your squadrons history. Once you have defined your audience you will need to select the appropriate medium or media for conveying your message(s) to that audience. It is in this area that your public affairs initiatives should be centered. Identify the media in your target area: a. b. c. d. e. Major and community newspapers (including base newspapers); Radio stations; Television stations; Cable television system; and Community flyers (shoppers).
Basics for public affairs: a. Assign one person from your unit to act as media liaison officer contact;
b. Make a list of your media contacts; with proper name, address, telephone number, and facsimile number and email address; c. Contact the media to learn their policies in accepting news releases (ie. deadlines). Some media have handouts describing the services available; d. e. f. Be prompt in meeting deadlines; Be neat and concise in your news releases; Be accurate. Check dates, names and correct spelling before you submit copy;
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g. Be innovative. Don't be afraid to make suggestions if you honestly believe you have a workable idea. Media people welcome original ideas; h. Be appreciative of all space and time given to your unit. Write "Thank You" letters to reporters, editors and managers who have helped; i. Treat all media fairly and give them the same material at the same time; and
j. Trust your news contacts. If they don't use your story this time, that's their prerogative. Don't argue or be concerned. Keep doing your job by providing good news releases.
Who to see
1. 2. Large city dailies - get the name of the editor who can best use news of the unit. Small city dailies - your initial contact is likely the city editor. You should continue to deal with this person unless directed otherwise.
There is great competition for space in daily newspapers. You will probably never get all the news that you want in print. The weekly newspapers and advertising flyers serving suburban areas and smaller communities are more likely to run your releases and give you more space for photos and news features. Large papers may use your story as a "lead" for a larger story. 3. Weekly newspapers - again your initial contact may be the city editor, who, depending upon the size of the enterprise, may be the primary contact. Radio stations - like newspapers, radio stations vary in size in relation to the community they serve; from the large city stations like CKNW in Vancouver, to medium stations like CHNS in Halifax to small community stations such as CJAV in Port Alberni or CFSX in Stephenville. A radio station's staff is divided in three areas of activity: programming, news, and sales. It may be necessary for you to have more than one contact person at a radio station. The people you should be aware of are the manager, and the program manager or program director, and the news director. Large and medium stations might have public service directors or public affairs managers, and perhaps a promotion manager. Television - generally the same as for radio. Cable Television - The community program manager.
4.
5. 6.
Your materials may be delivered in person, by mail, courier, "fax" machine or E-mail. The most efficient manner is by "fax" machine followed very closely now with an e-mail to the assignment editor. With new digital media there are emerging ways when engaging the media to grab your story. Its more direct and instant. Talk to an RCSU PAO as they can help you.
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THE NEWS RELEASE

Read Chapter 5 of DND Public Affairs Handbook Basic Journalism
http://veritas.mil.ca/PADev/PA_Handbook/5-eng.asp
Why write news releases?

Writing a news release serves two primary purposes: To inform the media about a newsworthy event or to provide additional information about an ongoing case clearly and briefly. To notify a number of media outlets simultaneously about a newsworthy event. Writing a news release saves you having to phone everyone in person, puts out the same information to all recipients at the same time, and has the added benefit of providing you with an alibi about what you released.
1.
You need to seek advice and guidance from the Formation or RCSU prior to issuing a news release. Regardless, the DAOD requires that you inform the next level of the chain of command of all news releases and media contact. News releases should be typewritten on 8 " x 11" bond paper. You may use letterhead paper. Be sure to keep a copy of every release you send out. Leave larger than normal margins in each side of the paper, at least one inch on each side of the story. Indicate a specific release date only when there is cause to do so, otherwise all releases will be used when they are received. Write a heading for your story that will catch the editor's attention. Try to use present or future tense. Past tense should only be used if it is unavoidable. If your story runs more than a page write "MORE" at the bottom of the page. When writing your story make sure you have answered what news people call the five "Ws. Include it in your first paragraph as editors tend to chop from the bottom up. The five w's are: a. b. c. d. e. f. WHO is involved; WHAT is happening; WHERE is it happening; WHEN is it happening; WHY is it happening; and HOW if it applies or how much it costs.
2. 3. 4. 5.
6. 7. 8. 9.
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10. Each succeeding paragraph of your story should be of declining importance. 11. Use short words. Write short sentences and short paragraphs. 12. Be brief. Try to do your story on one page.
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13. Include the name and telephone number of your contact person or names of persons who can give further information at the bottom of the page. 14. Your news release does not need to be a work of art. It should be neat, concise, precise and legible. If you are uncomfortable writing prose, provide the story in point form, allowing the reporter to ask questions that will flesh out the story. 15. Regardless how elaborate or simple your news release is, make a follow up telephone call; ask if the release has been received; determine if further information is required. 16. Theres a real possibility the media would use the entire content of your news release if its well written!
Summary
Cadet events often have an exciting story to tell and people want to hear that story especially in tightly knit communities. The media shows up for these events. Even in Iqaluit!. However, there will be times you will want to tell your story to the media without them contacting you first. Remember, to do this effectively, you must speak their language. News stories that arent presented to the media in a format and style they can understand and use might be passed up in favor of stories that are.
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THE MEDIA
Read Chapter 6 of DND Public Affairs Handbook Media Relations
Radio News Broadcasts

All radio stations have newscasts. The newsroom should be on your media list for news releases. Get to know the news director (at least by telephone) at each radio station you are interested in. News in its simplest form is an occurrence of interest to the general community. Of course there are varying degrees of importance among news events. The announcement of an event to come may not be considered news until the day it is happening, but the result of the event should be followed up for coverage in addition to issuing the initial news release.
Advertising
Private radio stations in Canada make their income from selling advertising. How a radio station meets its public service commitment varies from station to station. Stations are not obligated to give away free advertising. The only authorized purchaser of advertising within the CF is ADM (PA). If you wish to purchase advertising, utilize your league partner to support the initiative. Our partners can do so- DND cannot.
Community Calendar
Many radio stations have some kind of community calendar or "bulletin" board. As the name implies this feature is designed to promote events that are to take place in the community. Announcements are usually 2030 seconds in length. Items are usually broadcast throughout the day and used in rotation with all items. In addition, these messages may be used by the announcers between recorded music as "ad-lib" material. There is usually no charge. It is a good method to bring attention to special projects such as community service or open house or open ship. Some stations would like their public service announcements to be voiced by people involved in the activity. Do not be reluctant to pre-record your message. Station personnel will be most patient in giving you an opportunity to make the best presentation. Consistency is the key to maintaining good relationships with your media contacts. If your unit is actively involved in the community, keep all its news in front of the community. Do not just report when someone feels like calling. Media will occasionally seek information from the CCO; it's quite easy to draw their attention.
Interviews
Radio stations offer interview programs. Interviews may be anywhere from one to 15 minutes long and occasionally 30 minutes or an hour on an open-line show. Take the opportunity to be interviewed. An interview on radio is like most other conversations. Just answer the questions and tell your story. You should of course be well prepared and know your material before you arrive at the station. While no one expects you to be a professional broadcaster, you should be a good source of information. And, "smile" it will make your voice warmer and more interesting. Respect the privacy of staff and Cadets, he/she may not wish to be interviewed, and in accordance with the DAOD, individuals are under no obligation to be interviewed.
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Television
When you distribute a news release to newspapers and radio stations, always include the television station that serves your community. Your involvement with television will likely involve an interview, or short news item. Be prepared, and be yourself. Don't forget the cable television system. It can be very useful in telling the CCO story. The television station may wish to videotape some activities that can be used as part of an interview program.
Photographs
An interesting photograph will add immeasurably to a story's impact. Newspaper photo space is at a premium, so submit only clear and simple photos. Chapter 3 of the UPAR handbook covers creative photography in greater detail. Some suggestions: a. Move in close, focus on the subject, compose the picture in the smallest space without clutter or distraction, use the entire field of view; b. Action shots, where people are doing things are best. Ingenuity is necessary to produce something other than another "grip and grin" photo. It is possible to "pose" good action shots; c. Film is inexpensive and digital photographs are now commonly used. Shoot a number of pictures so you have some choice; d. Don't waste money on large prints, a well-composed 4 x 5 print is adequate. High quality "jpeg" digital photos may be submitted as well. Digital photographs should generally be 5 x 7 and 200 dpi or better, however, lesser quality may be accepted; e. Photographs should be well-focused and contain lots of contrast; and f. Don't forget, photographs may be sent to television stations.
The Caption or Caption Story

The caption gives the reader additional information about the story told by the picture. Identify all persons from left to right who are pertinent to the picture. If your photograph is supported by a news release, the "lead" of the release should caption the picture answering the five "W"s and continue with the detail of the story. Do not expect it to be returned. If you are mailing photographs, do not use paper clips or staples, and provide protection with a good cardboard stiffener.
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Interview Tips and Tactics

Read Chapter 6 of DND Public Affairs Handbook Media Relations
DO:
your homework: Know your topic. ensure that you are the right person for the interview and stay within your expertise! negotiate for time, tell the reporter you will get the facts and call him back, you need to check with experts, get your notes together etc... (then get ready). Keep in mind time is a factor. If they don't get the facts, they will likely publish their interpretation of what they believe the facts to be and go with what they have. find out who will do the interview and where it will be done (their studio or your place of work.) decide on one or two messages and make sure you know them well. use colourful language, simple words and easy to understand comparisons, describe budget process in terms of mortgage payments and house maintenance, or sizes "bigger than a bread box or three football fields long". Emphasize the positive. correct any false premise, seize the moral high ground. think of an interview as an opportunity to get your message across. ask yourself, "What if they did this story without me?"
DON'T:
use jargon or patronizing language. use one word answers. repeat a reporter's question. ever use NO COMMENT. If you don't know, say, "I don't know," and offer to find the information. EVER LIE.
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REMEMBER:
H O W S Give HONEST answers and be direct. Use this as an OPPORTUNITY to pass your message, expand your answer. Use colourful language to prove or illustrate your WHOLE POINT. SELL IT, make the reporter/audience feel good, stop talking.
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MANAGING A CRISIS
Read Chapter 7 of DND Public Affairs Handbook Issues Management
and DAOD 2008-3, Issue and Crisis Management

http://www.admfincs.forces.gc.ca/dao-doa/2000/2008-3-eng.asp If a Cadet or CIC Officer is seriously injured or killed there is usually no choice about whether or not someone speaks to the media. In the vast majority of these cases, the public affairs response will be coordinated through the Formation or RCSU. However, if you are in a situation where these events affect your unit and you are unable to gain immediate access to public affairs support, you will need to take positive control of the situation as journalists will get the story with or without your help. It is preferable to give it to them yourself, correctly. The following are points to remember: a. Designate one spokesperson to deal with media. In serious situations the Commanding Officer may take personal charge; b. Inform your higher headquarters immediately and update them regularly;
c. Inform the RCSU. You may manage a minor issue. The RCSU would manage a significant issue or crisis; d. Prepare Media Release Lines (MRLs); include only factual information, never speculate as to the cause or the details; e. Do not release the names or any identifying information of victims. This is generally done by Commanders or Commanding Officers once confirmation that the next of kin have been informed. Respect personal privacy. Do not release personal information like home addresses or phone numbers; f. Keep a log of information that has been released;
g. Never speculate about the cause of the crisis, the amount of damage or the effect on your unit. These facts will be established by a summary investigation, the police and/or other officials and will be released by the relevant authorities after the investigations are complete; h. The media will check all their own sources, hospitals, fire, police, witnesses, neighbours, and any others who can give impressions. You can stop hearsay from being reported as fact by providing clearly accurate and adequate information as quickly as possible; and i. Provide regular updates and follow-up coverage.
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MEDIA VISITING YOUR UNIT

Read DAOD 2008-4, Public Affairs, Military Doctrine and CF Operations
One of the most successful methods of spreading the story of the CCO is to invite members of the media to accompany your unit during activities or exercises. Guidelines are outlined at Annex B. It is important to know in advance what the purpose of the visit is; what particular story you want reported. Before embarking media: a. b. Gain concurrence of higher authority; Be sure you have accommodations (be sure of the gender of all media representatives);
c. Inform the media of the nature of the exercise or activity including the need for safety, the details of embarkation or departure, the time of return and clothing requirements; and d. Ensure media have completed Personal Emergency Notification forms. If time permits, give them a tour of the ship/unit with emphasis on accommodations and where to go for assistance. Explain any security instructions such as photographs or access in sensitive areas. Be sure you introduce them to your CO.
OTHER ACTIVITIES THAT HAVE AN IMPACT ON PUBLIC AFFAIRS Pride in Uniform

Uniforms should be worn when giving public presentations on behalf of the CCO or when attending community club meetings, public ceremonies and special events in your capacity as a member of the CCO. It is recommended that uniforms be worn when travelling on behalf of the military in Canada. Whenever possible, attend military ceremonies and Remembrance Day and Battle of the Atlantic parades in uniform. Appearing in public in uniform helps raise the visibility of the military and CCO across the country. When in uniform deportment should be exemplary.
Community Relations
Public awareness of the CCO and its role in the community is something that must be carefully nurtured at the local level. Improved public awareness is one of the expected results of a well organized unit community relations program. Planning and preparation are key components to a successful event Guidelines are outlined in annex C. The following community relations activities are suggested: a. Unit community charity- Through participation in the United Way/Healthpartners campaign, or by adopting any community group, a unit can raise its profile and importance to the community at large;
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b. Mess memberships - Associate mess memberships may be extended to selected community leaders; c. Unit tours - Make it better known through the media that units are open for tours, either individually or as part of a larger Unit tour; d. Exercises - Invite community leaders and media to attend and report on the event;
e. Community/business clubs - UPARs are encouraged to join local service organizations and clubs. Cadets should address these groups and explain the unit's work; f. Speaking engagements - Unit commanders should actively pursue speaking engagements in the community, and g. Specialty items - Items like unit pins, t-shirts, caps, etc. should be made available to your guests. You don't have to give them away, people know they have a value and are prepared to buy such items at a fair price.
Hometown News Program

The raison dtre of the unit public affairs representative is the "Hometown News program." Units should be active in producing "hometown" stories and photographs about their personnel. "Hometowners" put a face to the CCO and encourage community interest. In many instances hometown news releases represent the major source of information about CCO activities. This is particularly true in areas remote from Armouries and installations. Hometown releases are especially useful in bolstering morale of service personnel and their families. (See Annex F) Hometown news releases are "soft" stories about the accomplishments and activities of individual Cadets or CIC Officers including promotions, reassignments, basic and advanced training graduations, decorations, awards, competitions, sports events, and doing their job on a day to day basis. Generally speaking, they are not time sensitive. Any news release that contains a Cadet or CIC Officers name is of interest to the media in that person's hometown. If the person is a reservist, mention his civilian employment and employer. Include a "hometown tie" to strengthen the connection with the audience. A hometown tie is a living relative such as parent, other blood relative or in-law who lives in a community in Canada. While it is acceptable to mention spouses and children, they are not generally used for hometown ties. The simplest way to determine a hometown tie is to ask the person concerned. Photographs enhance acceptance of hometown stories by the news media. Follow the suggestions about photographs mentioned earlier. Feature the individual. Be sure all facial features are visible and recognizable. Avoid profile views. The best photographs are those that show the service member on the job or in the activity described in the news release. Civilian clothes are not acceptable unless they are pertinent to the story. Pay particular attention to any safety requirements involved in an activity.
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Send hometown releases directly to the news media in the town or city concerned by email with an electronic photograph in jpeg format. Do not hesitate to request a copy of the published product for your records. Names and addresses of newspapers and radio and television stations are contained in various lists, and are available from the RCSU Office. Provide info copies of all your "hometowners" to your RCSU. Finally, consider security when sending your photos. Review the photos and if youre not sure, talk to the expert or public affairs officer.
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THE INTERNET
Read DAOD 2008-6, Internet Publishing
The Canadian Cadet Organization maintains an "official" website on the Internet. http://cadets.ca/ As Internet OPI, RCSU has final say over content and design. The same considerations that apply to any publication apply to the Internet. Web pages must conform to all DND regulations and standards. The page will reside as content associated with one of the official websites. Links to other sites including other ships/units and the ship's namesake city website are encouraged. Other external links should be considered carefully and are generally discouraged. All pages should be available in English and French as determined by the language designation. Pages may be submitted on disk to Air Force Public Affairs for review. Once approved it is the unit's responsibility to arrange translation as necessary. A squadron directory will be created and the web-page will be added to the main table of contents of the official web site. The squadron/unit commanding officer must approve all material on the web page and be kept aware of all changes and revisions. Material should be kept current and up to date. Updates and/or additions may be sent on disk or by e-mail to Air Force Public Affairs. Squadron/unit web pages not maintained or kept up to date will be removed from official web sites.
New Media
Facebook, blogs, Wiki pages and many other venues are a great way to connect with your various audiences. However, there are still certain regulations and guidelines in place to ensure that you are using these outlets within DND/CF policy. Chapter 6 will help you understand how to effectively use social media to your advantage, and also outline certain policies that you need to be aware of as a UPAR.
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LETTERS
Read DAOD 2008-1, Accountability and Responsibility
to The Editor
The best use you can make of the "letters to the editor" section in a newspaper is to thank the media or community at large for coverage or support of CCO activities. Opinions on the usefulness or effectiveness of letters to the editor vary, and one should be prudent before putting pen to paper. So far as DND/CF is concerned, letters to the editor from members of the Forces fall into two broad categories: Those which deal with the Forces, Department and Government policies and matters concerning or affecting DND/CF; and Those which deal with topics not related to the military or the Government and express individual opinions, attitudes or philosophies but are identified as emanating from a military or departmental source through use of rank or position. If, as a member of the Canadian Forces, you are contemplating writing a letter to the editor on a subject that touches Forces, Department or Government policy or activity, you should be cognizant of the relevant QR&O's (19.36, 19.37, 19.375). The Formation or Base Public Affairs Office can provide guidance. If the subject matter you wish to comment on is outside the realm of Forces or general government interest, the regulations do not apply. All personnel should take into account the following when considering going public officially or unofficially: a. b. c. Letters and their contents are the responsibility of their authors; There is no guarantee the letter will be published; The editorial page editor has the right to edit letters;
d. Through the editing process statements may be taken out of context. What you write may not be what you eventually see in print; e. An author should have all the facts and be aware of any sensitivities to avoid subsequent criticism or embarrassment; f. Use of rank or position title is the prerogative of the individual; he/she has earned that right. However, its use may add or detract from the credibility of the item or the source. If the author uses rank or position in a letter, he/she should clearly indicate that the content is an expression of personal opinion and does not imply endorsement by the Crown, Government, Department or Canadian Forces;
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Letters may initiate debate but quite often prolong discussion of a subject better laid to rest;
h. Except where there are obvious errors of fact, the importance of seeking corrections in the media is highly overrated; i. Once misquoted in a major article, the damage is done. The original item may not have been read by those who see a letter or vice-versa and a letter may have an adverse effect by reopening debate; j. A letter from a person claiming to have been misquoted is normally published only if it is rational; k. l. The use of common sense and judgment should be the bottom line; and There is value in seeking comments from peers, colleagues and supervisors.
The foregoing is not meant to discourage your continued interest in the ongoing defence debate or your involvement in community and related affairs. In fact, such participation is encouraged. Since personal and professional accountability and credibility could be at stake through the process of letters to the editor, these observations are offered as guidelines.
to Your Member of Parliament

Many of the same cautions apply to letters written to Members of Parliament if the correspondence is related to the Government, DND, or CF and the author is identified by rank or title. There are adequate and proven methods of expressing concern about conditions of service built into the CF system. As a member of the Canadian Forces you are a servant of the Crown and are obliged to act within the "chain of command." Like your superiors you do not defend or make Government policy. You may, if you are authorized or have direct knowledge, explain policy; but more than anything else it is your professional duty to respond in a manner that supports policy and causes it to be effected. The common sense rule when speaking or writing as a member of the CF, is stay within you own area of expertise, do not comment on Government policy, and never speculate. That practice applies equally to all airmen, including senior officers. In other words, unless you are authorized, don't speak or write above your pay grade.
CONCLUSION
Every member of the Canadian Forces has a stake in insuring that Canadians remain well informed and interested in their military and in our service to the nation. As stakeholders we must collectively be able to demonstrate and communicate to Canadians that we do indeed fulfill the mandate given to us and meet the expectations that Canadians have of the CF. We must take the initiative. We cannot and should not rely on the media to sustain knowledgeable and balanced understanding by the public of the roles and relevancy their Canadian Forces
Commented [z1]: Rewrite? Not sure what applies here.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK ANNEX A Unit Public Affairs Representative Handbook November 2008 GUIDELINES FOR DEALING WITH MEDIA VISITING CF UNITS
June 2013
Commented [z2]: Policy different?
1. Security at source is the policy respecting the release of information. Within the scope of operational security, media will be accorded assistance in the preparation and filing of their reports. 2. While censorship is never invoked, there will be occasions when media must understand the necessity to comply voluntarily with security guidelines -- for example, there might be an embargo on identifying personnel or the specific location of the unit. Ensure that you inform media representatives of this before they deploy with your unit. It may be necessary to consult with other government departments. 3. Media visiting CF units may be authorized the use communications resources when appropriate and available to file material. Broadcasts shall be under the control of the Communications Officer at all times and media will not reveal any codes, telephone numbers, or call signs. COs may limit the use of personal cellular telephones for operational or security reasons. 4. The CF can provide protective clothing and equipment as required and when available to media when they are deployed with CF units. 5. 6. All interviews with news media representatives will be "on the record". Media representatives will be assisted by on-site public affairs officers or the UPAR.
7. Media who are not prepared to work within these guidelines will not be provided access to Canadian Forces operations, activities and units.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK ANNEX B Unit Public Affairs Representative Handbook November 2008 PLANNING POINTS FOR SIGNIFICANT EVENTS
June 2013
Significant events such as high profile deployments, aircraft acquisitions, displays, open houses, paying off etc. require a large amount of preparation. Contact should be made with the appropriate public affairs office as soon as possible after notification of an event. Ensure unit holds sufficient copies of backgrounder pamphlets. Translation services are provided by another government department and may take several months. Once translations have been completed sufficient copies should be printed. Does unit have appropriate signage? Units should have directional signs as well as signs explaining the function of equipment. Again, translation and printing must be considered. Is it appropriate to take a display system? The Public Affairs OfficeRCSU (?) may have access to several display wall systems which are available on loan. These are collapsible walls covered in a carpet-like material and contained in a wheeled canister, accompanied by a combination TV/VCR unit. Do you have appropriate photographs or other informational material available and mounted for use with display walls? The Public Affairs OfficeRCSU will either loan or provide units with some of this material. UPARs should be constantly reviewing information/photos etc. that may be appropriate. Does your unit/squadron have sufficient copies of official pamphlets? Copies are available from the Wing Public Affairs office. Do you have a sufficient supply of unit photos and badges? It is prudent to keep a supply of 4" x 5" prints available at all times for media and other miscellaneous requests. An additional supply of 8"x10" prints of your unit and unit badge should be obtained for significant events which can be used as framed presentations. All public affairs photo requests are to be completed by UPARs then forwarded to Public Affairs for approval and onward transmission. This avoids duplication. The Photographic Work Order form number is 7530-21-908-1449. Do you have up-to-date videos relative to your unit? If in doubt, check with the RCSU. Are the biography and photo of the commanding officer up to date and available in sufficient copies? Units are to ensure on a routine basis that the public affairs office has current material. Does your unit have a digital camera and software to process and transmit pictures of staff and Cadets for "hometowners" and news articles to community and/or CCO publications?
Commented [z3]: Delete?
Commented [z4]: Where?
Commented [z5]: Relevant?
B-1
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Is there a video camera available to record any significant events (especially during exercises)? You may think that it is not worthwhile to record events if it is impossible to transmit them to your local public affairs office immediately. However, television stations are appreciative of any video. Media may use it for a follow-up story or hold it as file footage. Any footage that may be of interest can be mailed to the RCSU for review and then provided to the media. Has a team of personnel been assembled to help with the event? As was indicated at the beginning of this handbook it is desirable, and in fact often necessary, to have a team assembled to assist the UPAR for large events. Not only does this decrease the UPARs workload but personnel can be recruited who have specific interests and talents; i.e. photography, videography, writing, organizing etc. Are you in possession of an up-to-date list of local media? The RCSU can provide this information as well as the name and address of "hometown" media
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Chapter 3
Creative Writing and Photography
Introduction......................................................................... The Story.............................................................. Journalism........................................................................... Story Telling............................................................... Writing Tips................................................ Structure.................................................................................. Writing the Feature Story.................................................... Exercises.. Creative Photography... 3-3 3-3 3-4 3-4 3-8 3-10 3-12 3-15 3-16
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It's all storytelling, you know. That's what journalism is all about. Tom Brokaw
Introduction to Creative Writing and Photography

Creativity comes in all forms- from strategic planning, solving problems and even decorating during Christmas. If done well it provides a true sense of accomplishment that yourself and others can enjoy. This section of the UPAR handbook provides a basis of creativity so that you can do your job better and with flair. Bring out your creative side with writing and photography!
Creative Writing the Story

Storytelling is fundamental to human nature. Its part of our makeup to ponder how life affects others, to wonder at their struggles, observe their successes, learn their lessons and in so doing measure our own position in the human condition. Thats why journalism is such a recognizable and prominent part of our lives its really just storytelling. When we think of the five ws of journalism the Who? What? Where? When? and Why? its the Who? that invariably first comes to mind. Thats because, fundamentally, its people we are most interested in. The other questions are secondary. Stories without people, without characters, just do not compel us. In the field of journalism, storytelling takes two distinct forms. There is the hard news story and the feature story. News stories are, by their nature, new stories. They are fresh and immediate. This immediacy is sufficient to attract the interest of a reader. With news to convey, a news writer need only be technically proficient to render his or her story interesting to the reader. A feature story is another matter entirely. There is often little immediate about it. There may be nothing fresh or new about the technician on base who won an award a month ago, or about the firefighter training for a marathon that hasnt happened yet. But though feature stories often appear to propose the slimmest of rationales for their existence, they can nevertheless be hugely interesting. To generate that interest, a feature story is written much differently than a news story. Feature writing allows a little license you must use your imagination, the power of description, a little colour, some emotion, character development and, of course, drama. In a news story you stick to the facts. In a feature story, you give depth to the facts. You still want to communicate to your reader some important or interesting information youre just doing it in a more interesting way, a way that will make up for its lack of immediacy. The feature story does not suffer the same restrictions as pure news, so you can be much more inventive. While it still requires structure and clarity, there is no right answer to a feature story. Its a perfect vehicle for those of you who like to write and who also want to promote the good deeds of your co-workers. If composed well and written with a little imagination, a good feature story will stay in the readers mind long after the news of the day has made its daily journey into oblivion.
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Journalism
Before embarking on your story, there are a few things youll need to appreciate about the practice of journalism. After all, youll want your story published. That will be easier if it looks and feels like every other story out there. Be mindful of the following when you don your Press hat: Curiosity. This is the single most important trait characterizing a journalist, and its what youll need to exercise by the bucketful if you want to write a good story. However, as members of the CCO/DND team it can be tough to un-mute our curiosity. Youll need to highlight the value of the CCO through your creativity and show the rest of the population that what Cadets do is some pretty exciting work. To write well you must ask well. It may not always be in our job description, but asking questions is the only way to get the information and the quotes that will make your story an interesting one. Impartiality. Journalism is defined as writing characterized by a direct presentation of facts or description of events without an attempt at interpretation. When we interpret something we are filtering it through our own set of values and experiences. Its an inevitable part of being human, but when we interpret we are really making judgments. As a writer you must be aware of this process and strive to remain impartial. Seek balance. When you are gathering information, interviewing your subjects and crafting your story, resist the impulse to judge. Be as open-minded as possible. Present only the facts. Dont weigh your narrative down with bias. Let the story speak for itself. Let the readers judge for themselves based on the information you provide. If you take sides, the credibility of the story, along with its readability, is destroyed. Finally, try to avoid single-source journalism. If its appropriate, get another opinion (it doesnt have to be a contrary one for a feature story!) A story is improved if you can add a second or even a third voice (three at a maximum). Speak to a members co-workers, supervisor or civilian colleagues to add substance to your story. Invisibility. When you exercise impartiality you are remaining invisible to the story. This is good. The byline should be the only thing the readers see of you. After all its the subject, not you, theyre interested in. Refrain from editorializing or inserting your opinion into your story. Just stick to the facts. Accuracy. Accuracy in journalism is vital. Journalists who cant be accurate arent journalists for very long. Readers have a strong desire to believe what they read, and look to the author to provide that surety. Be accurate in all you do be it information gathering, interviewing, spelling, editing, etc. Your credibility, and that of the paper for which you write, are at stake.
Storytelling
A story serves that most basic function of communication to relate to another human being. Think of it as a conversation. For instance, a news story is just a conversation between the journalist and the reader. The journalist informs the reader of an event, anticipating the readers questions (those five ws and two hs) before answering them in an order appropriate to their significance. In the end, stories, like conversations, are personal; theyre all about people. Watch any newscast on any event, no matter how large or complex, and the story will feature a person before it begins to deliver information. A story on the budget, for instance, will begin and end with Mr. and Mrs. Jones in their living room, talking about how it will affect them.
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Just like conversations, stories are clear and to the point. Its human nature to get a little antsy when listening to a poorly crafted story, one that goes on and on, seemingly without a point. So its no surprise that we unconsciously frame our conversations in ways that are palatable to others. We generally get to the point immediately, then later add colour and extra detail. We keep a good grip on our imagination unless the context of the conversation allows otherwise while we get the facts out. When we do use our imagination, its to add some personal touches that we hope will resonate with our listener. Its no different when we write a story. To breathe life into a story, writers employ figurative language. That means plenty of metaphors, similes, some personification, alliteration or maybe even a little hyperbole. Writers are also always looking for insight, trying to make connections between specific events and the wider world. Ask yourself if the event or subject matter on which youre writing is representative of something bigger, or symbolic of something else. Eliciting hidden connections reveals the ties that bind all of us, encouraging understanding and comprehension. Well look at this in depth later. Finally, remember that stories are about people. Like an interesting conversation, they are specific; they get to the point immediately; they are clear, concise, organized. They are factual, but they can be told imaginatively. Common storytelling pitfalls There are a few things you should avoid when telling a story. The most important is telling it without using your imagination. Well cover that part later in the chapter. Another common pitfall is not exercising your curiosity. Remember, as a writer you have to ask questions. Its the only way to get the information and the context needed for a complete story. The more you ask, the more you will know. The more you know, the better your story will be. Of course youre asking questions on behalf of the reader. So dont forget to answer them. Theres nothing more frustrating than a story that leaves questions unanswered. Try to anticipate the questions your reader will have, then answer them fully and unequivocally. Finally, dont ignore your readers interests. The military profession has a high cool factor. What may seem commonplace to us can be fascinating to an outside observer; so dont gloss over the details of our job. Remember, if your story isnt interesting, your time spent writing is wasted.
Interviewing
To be interesting a story needs people, characters. That means talking to them. The interview is the best way to get your information on your subject and the only way to observe the interesting aspects of that persons environment. These aspects may well merit inclusion in your story. Here are some things to remember: Be prepared. Preparation is the key to a successful interview. Learn as much as you can about your subject. Read any pertinent background info in order to learn what questions to ask. Ideally, you should have most of your information collected before the interview. The interview is really a chance to obtain a couple good quotes.
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Be observant. Look around during the interview for anything unusual or interesting. There may be a photo of a zillion grand-kids on the subjects desk, an impressive award, an unimpressive award, a view of the mountains, a view of a dumpster ask about it, remember it. It may be important to your story or simply something to add a little colour. Be dumb. Ask as many questions and get as much clarification as you can. Dont assume youll figure things out later. After all, youre going to have to write about this. Be silent. Dont try to end your subjects sentences. If an awkward pause occurs, leave it be. Its human nature to want to fill the void when we fall silent. So wait a few seconds and allow your subject to exercise his or her human nature. It may lead to something unintended but interesting, touching, or brutally honest. A pause will also give your subject a chance to better articulate his or her thoughts. Before you leave, ask if theres anything you missed! Maybe there was something your subject wanted to say, but none of your questions drew it out. This is their chance to say whats on their mind, or point out something theyd like your story to reflect. Theres no obligation to print it, but it may prove useful. Finally, make sure he or she wont mind being contacted again you may have forgotten something important. Good interview questions Good questions are the key to a good interview. Interviews dont need to be long, annoying or uncomfortable if your questions are to the point and designed to elicit the maximum amount of detail. Dont ask questions that require yes or no answers. Ask open-ended questions that draw from your subject strong quotes. Make your subject stop and think. Questions like What sort of advice would you give establish a direct link between your subject and the reader. Here are a few more: How did you feel when you heard? (A great question that leads to a real internal search. However, its also considered extremely insensitive if directed at recent grief/trauma. Use wisely). What went through your mind when? Whats most important about this to you? When you look back on this time, what will you remember the most? If you werent doing this job, what do you think you would be doing? Tell me about your relationship with/experience with Why? Quotes If a story is a conversation, then a quote actual speech lies at the very heart of a story. Quotes are essential, providing voice, colour and credibility to a story. When relayed accurately and honestly, they impart an unmistakable human tone to a story.
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Quotes, whether direct or paraphrased, also fulfill the vital need of attribution. The writer/reporter is not responsible for what the subject has said, but without attributing a quote or statement the writer risks both inserting his or her own voice into the story and, worse, possibly assuming undeserved liability for what was said. Journalists need to be accurate and invisible, so they let the experts speak for themselves. The word said or says should be used almost exclusively when attributing. They are so well used that they have become almost invisible to readers. Few other words or phrases are as neutral. According to implies doubt. Suggested implies a lack of conviction. Use laughed if it fits, but stick with said or says. Just dont over-use them. Too many wreck the flow of your story. Remember that secondary attribution can often be inferred. Quotes some guidelines Try to be as accurate as possible recording quotes. Consider using a recording device, bearing in mind that it may intimidate your interviewee. Its still best to become proficient with a notepad and pen. You are allowed to clean up someones grammar, and you are not bound to preserve the chronological timing of different sentences i.e. you can rearrange them if required. However, any such changes must never alter the meaning of the speakers words. And if the quotes poor grammar is germane to your story, or if it ads colour without harming your subject, keep it. If you cant remember an exact quote, paraphrase it, but still attribute it. The reader understands the lack of quotation marks to mean the quote is not verbatim, but that it still accurately reflects the gist of what the subject said. Quotes Telling it like it is Youll know a good quote when you hear it. It will have the ring of truth about it. Youll know instinctively that it couldnt have been fabricated. Here are two examples: That was the most beautiful sight, that Buffalo; it just glided over me so slowly. I thought to myself, man these are good pilots, theres no way I could fly something so big that slow. I believe that angels wear orange! Murray said. I couldnt believe theyd found me and were now ploughing through the trees to get to me. It is impossible to describe the feelings of seeing and hearing them, knowing I was going to be saved.
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Writing Tips
As mentioned previously, the writing style required of a feature is substantially different than that of a news story. Features are less rigid. They allow for greater expression, the use of figurative language, even a little panache. Panache, however, doesnt go well with poor spelling. Never, ever get a name wrong. You have no real chance to fix it, and it makes your subject feel like you werent really paying attention. Here are a few other tips: Use the active voice: The active voice links subject with verb in a direct way and allows for fewer words. It identifies who or what performed the action and encourages you to choose powerful, descriptive verbs: Not: At first light there was no sign of the ship. But: The ship vanished in the night Not: The fuel leak was fixed by the technician. But: The technician repaired the fuel leak. Or, since this is a feature, why not try something like this? Sweating from the effort, the technician maneuvered his wrench into the narrow opening. His hands moved with the skill of a surgeon. Deftly he tightened the nut, sealing the leak for good. Write economically: Dont waste words. Tight, concise writing packs the most information into the smallest size. Cut out the fat. Use simple, strong, declarative sentences. It will give your writing more impact. Hey, it worked for Hemingway Not: He said that the cutbacks in the health care field have put hospitals in a crisis situation. But: He said the cutbacks in health care have put hospitals in a crisis. Crisis situation is an example of overweight writing. The word situation is meaningless it offers nothing that crisis doesnt already address. Here are few other examples: armed gunmen totally destroyed absolutely necessary exactly identical at a later day carbon copy consensus of opinion friend of mine necessary requirements shout out temporarily suspended plain and simple serious crisis successfully docked each and every gathered together cancelled out close proximity fall/descend down honest truth refer back still remain patently obvious cool beret
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In a similar vein, some writers incline themselves to wordiness. More words are not always better. We dont speak that way, so theres no reason to write that way: Not: at this time despite the fact that consequently in the majority of cases residual initiative placed under arrest vow not to buy doesnt trust But: now although so usually remaining plan arrested boycott distrusts
In addition to overweight phrases and wordiness, there are other words that are simply too light to bother using. Words like fairly, really, pretty, few, quite, and very add nothing to your writing. Pretty much you should really avoid them. Still with the economical writing, try to avoid jargon and clichs. Every specialty has its own jargon theres no reason to expect others to know the code. Use the grandmother test would your grandmother know what a ticket ride is? How about an ASPL buoy? Write in a way she would understand. Clichs are similarly unhelpful. Theyre too vague. Their meaning has long since leached away. So avoid court of public opinion, hammer things out, challenges or any of the thousands of other expressions youve heard countless times before. Good writing is characterized by trying to say things in a new way. Use figurative language: Figurative language is all about making comparisons. Its used to go beyond the literal meaning of a word or phrase to suggest something new, to reveal a connection, to broaden understanding. Some examples are: Simile: A stated comparison using like or as. As fast as a bullet Metaphor: An implied comparison between two unlike things. A metaphor is a bridge from one idea to another. All the worlds a stage Alliteration: Repeated consonant sounds at the beginning or within words. Used to establish mood, create melody or call attention to important ideas. Solitary, silent, the vessel slipped slowly southward Personification: To attribute lifelike characteristics to inanimate things. The rotors screamed in protest Hyperbole: An exaggeration used to heighten effect. Used to emphasize, not mislead. Hed encountered that reaction a million times before
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Paint word pictures: Radio does this best vividly describing an activity, a person or an environment such that listeners create their own images in their minds eye. Its an important skill for the writer to master as well. Write in such a way that you faithfully record the sights and sounds. Leave your reader with a sense theyve met your subject, or were there when an event happened. Not: The reunited couple was overjoyed. But: Reunited, the couple kissed and hugged. or Not: It was freezing in the wrecked aircraft. But: The shivering survivors huddled together, sharing what little body heat remained. Their breath hung about them in a thick fog. Ice clotted the beards of the men. They sat silent, unmoving, as though time itself had been frozen. Show, dont tell. If you remember nothing else about writing, remember this. Show your readers what happened, dont hit them over the head with the message you want to convey. Readers dont want to be told what to think. Theyll form their own opinions. Just describe the action objectively and accurately. If you do it right, the right message will come out without any intrusion on your part. Not: The pilot bravely kept the helicopter over the sinking ship. But: Despite powerful gusts of wind and spray that at any moment threatened to pitch his helicopter into the rigging, the pilot held his position, allowing the men below a last chance at survival.
Structure
Good quotes and good writing wont be of much use if you dont structure your story correctly. An organized story is a readable story. The structure of a story is much like that of the formal essay, which you may remember from school. It opens with a theme or thesis in a feature story what you might call your angle. The angle is an idea or perspective upon which your story will hang. Its the reason youre writing it the thing you want your reader to take away with them. All the succeeding ideas in the story relate flow smoothly one to another while relating to, reinforcing and supporting your main point. The similarity to an essay ends with the conclusion news stories generally dont have one, whereas feature stories do. But just like an essay, stories should exist as individual things. They are about one thing, one idea. Different ideas should be presented in different stories. For instance, in a story about a staff Cadet working at a CSTC , focus on his or her achievements, not those of the CSTC. There is an important distinction here between a news story and a feature story. In writing we talk about the inverted pyramid the format in which most news stories are written. The inverted pyramid style puts the most important information at the top of a story, enabling an editor pressed as they are to make room for advertisements to cut it anywhere lower. News stories work like this as they are seldom written with an ending or to any set length. The information simply continues to flow, becoming less and less important, until it runs out or is cut off.
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A feature story, on the other hand, has a beginning, middle and end. Cutting it somewhere will likely kill it. Feature stories seldom begin with the most important information. Rather, they begin with a hook an interesting piece of information, an anecdote, an incongruous statement, even a quote (although this is rare, as there is often insufficient context at the beginning of a story to make sense of a quote). There is no need to immediately answer the five ws and two hs. The storys thesis the reason the story is being written might appear in the first paragraph or it might wait until the fifth. (Generally, however, the closer to the top the reason appears the greater your chances of keeping your readers interest). The story is then fleshed out and generally comes to its own natural conclusion. Simply slicing a chunk off the bottom will render it incomplete or nonsensical. Feature stories are therefore often written to a prescribed length in order to preserve the storys wholeness.
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Writing the Feature Story

The Theme. The first step when contemplating writing a story is to identify a central theme. What, exactly, are you writing about? Its imperative you focus your theme as narrowly as possible or your story will lack cohesiveness. With too vague a theme, your narrative will simply meander around every aimless distraction. Focus is essential: it will keep you on track. Heres an example of how to zero in on your subject: Broad focus: A story about fitness in the CCO. Narrower focus, but still too vague: A story about a Cadet who runs. Narrower still, but uninteresting: A story about a Cadet who won a marathon. Narrow, fresh focus: A story about a Cadet who won a marathon, detailing her unique training regimen. She runs 25 km every day, barefoot, while carrying her three ill-tempered cats. (Now thats something youll want to read about) Sadly, not every person youll write about carries cats while jogging. A good number of them sit at their desks, working so hard theyve won an award for hard work. How do you make that interesting? The key is to be observant. Un-mute your curiosity and look for the incongruous, the unusual, the humourous. Open your senses to the new part of this news that youre profiling. Maybe your award winner raises rabbits when hes not parading. Maybe the CO your writing about paints gnomes on the weekend. Perhaps your subject is an Air Cadet who loves sailing, or a civilian who speaks five languages. Your ears should perk up when you hear these things. Of course your story will have to mention the award they won or the distinction theyve garnered, but unless its the Nobel Peace Prize write instead about this unusual, interesting side. That will guarantee your story will actually be read. Once youve alighted on a theme, ask yourself how best to represent it. Can you discover any interesting connections? Are there other details/quotes/information that can support this theme? Take, for instance, your rabbit-raiser. Hes won an award for hard work. So hes energetic. Granted its a little lame, but you could certainly start your story referencing the Energizer Bunny Cpl Bloggins just keeps going and going and going How about the gnome-painting commanding officer? Gnome painting, for those of you who dont regularly practice it, takes passion, precision and attention to detail. If the CO exercises similar traits in the workplace, then youve made a connection, one you could easily hang your story on. Not only will you be able to convey his exemplary conduct at work, but in telling his story youll demonstrate the strength of a CCO members professional values. Thats good news. As for your sailing Cadet, heres someone who cant be pigeon-holed. Imagine her alone at sea, trimming the mainsail on a port tack, as free as the wind. Then think of her in step with her squadron, performing drill with her fellow Cadets on a parade square. Theres a significant gap in expectation there, and your reader will thank you for bridging it for them.
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The stretch wont be so great for the civilian with five languages to her credit. Where did she learn them? Where is she from? What sort of experiences has she amassed along the way? How does she keep current? Given her world-view, what does she think of the CCO/DND? There are any number of questions you could ask yourself, but the answer to each one of them will likely make for a fascinating story. The Lead. The lead is the hardest part of any story. Coming up with a lead can be an agonizing, frustrating process. There will be much gnashing of teeth, a lot of idle doodling and severe doubt regarding your choice of career. Fight through it. Aim for something interesting, unique or compelling. Your opening should, in some reasonably obvious way, relate to your focus. It can be a newsy lead, but you can do better than that. Unless absolutely impossible to avoid, dont stick in dates or titles and never, ever use acronyms. Your lead should be easy to read, easy to understand and beckon like an open door. The good news is that feature leads dont suffer the same constraints as news leads. Generally, the latter must be 32 words or less and answer as many of the five ws and two hs as possible. Like these: Three men escaped with only minor injuries after their light aircraft crashed into a wooded area east of Chilliwack early this morning.
or Military officials pushing for the purchase of new Search and Rescue aircraft put their plans on hold today as politicians ended Parliaments latest session to prepare for a Christmas election.
Remember that your feature story wont have the same claim to immediacy that makes the news story interesting. Fortunately, that means you dont have to be so immediate with the news. You can take a little time coming to the point. You can focus on writing an interesting lead, one that will hook the reader into discovering what youre really on about. Feature leads can be short: Robert Dunsire was a 23-year-old who would never live to be 24. or they can be long: Sandwiched between two busy roads, the small white guardhouse at the 7 Hangar gate barely fits a couple of chairs, a desk and a metal lunchbox. But on this day, his last before retirement, Commissionaire John McKee has managed to find room for a lifetime of friends. While you can take a little time getting to the point, dont wear out your welcome, as it were. People have short attention spans these days. So, while your reader is likely to grant you a little leeway before learning why this story is being written, and why theyre reading it, get to your main point, i.e. your theme, in short order.
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The Body. Once youve nailed your lead, the rest of your story wont be far behind. The process of determining how to start a story, of choosing which elements to prioritize, lays the blueprint of the story in your head. Youve figured out what information should go first, and what could stand to come last. The next step is to look at your quotes. Do you have any that directly relate to the lead you chose? If so, pick the best one and bridge or transition from your lead into that quote. Doing so quickly puts your characters voice high in the story, which enhances its interest and readability. With the lead, bridge and first quote tied together, the hardest part is over. Now its time for the body of the story, which should flow logically from the order you should now have in mind. The create the body of your story, employ all the skills weve talked about: Report whats newsworthy this helps explain why your story should be read! Employ colourful, expressive quotes Use plenty of detail and colour in your writing. Is there a scene you can include? An activity? An incident? An intense description of something relevant? Use figurative writing Paint word pictures Show dont tell Ensure all your ideas relate to your theme The Conclusion. When you were looking over your quotes, you chose the best one to go first. That makes sense you want to impress your reader, after all. When you look them over again, however, ask yourself which one would or should go last. That doesnt mean choosing the worst quote, just choosing one that will end your story well. Features dont have to end on a quote, of course, but if youre familiar with the format you know its a common strategy. Why not leave the voice of your subject in your readers ears? When youre looking for a closing quote, search out those that are optimistic, those that look to the future, or those that drip with realization. Optimistic quotes are a little touchy-feely, sure, but so are many features. Theres no shortage of bad news in the news section to more than make up for your little ray of sunshine. Quotes that look ahead tend to imply continuity, the sense that your story continues, thats its still fresh. And those that suggest something has been learned are inherently satisfying thats what we want stories to convey. Heres a quote that belongs at the end of a story: Had I been 20, I dont know if I would have gotten the same out of it. It means so much more. Of course there are other ways to end a feature story. As a general rule you dont want to introduce new facts in any conclusion, but sometimes it isnt the distraction it ought to be: Waldner says this, too, will be a family affair. Daughter Rachel is to be tested for her junior black belt at the same time. Appealing directly to the reader is another useful mechanism for ending a story. If youve written about a fellow member organizing a fundraiser, put the most useful information where the readers going to need it at the end: For more information on how you can help with the cancer drive, call Dixon at (250) 339-8211 A Second Look. Thank God thats over with! nice use of quotes but youre not done yet. Look over your story once youve finished. Check your spelling, your grammar, look for wordiness, overweight writing, redundancies or run-on sentences. A good practice is to read your story aloud to yourself. That brings your conversation senses into action. Youll hear if youve repeated words or phrases, youll be jarred by bad
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grammar and, most importantly, youll know if your organization is wanting, just the way you would if someone was telling you a story that didnt make much sense. Finally, have someone else read it over. Everyone, EVERYONE, needs an editor. Photos. Teaching you how to take good photos is beyond the scope of this chapter, but dont overlook the importance of a good picture to your story. In the real world some stories simply dont get published if theyre not accompanied by a good photo. Avoid grip n grins. No tiny heads! If your subject works behind a desk, stage a photo that relates to your theme somewhere else. Please! Maybe theyre an avid jogger have your Imaging Tech chase them around during their noontime run. Maybe they coach T-ball catch them teaching the team. Maybe they paint rabbits on the weekends, er, you get the idea There will be more in the Creative Photography section of this chapter!
Exercises
Editing. Eliminate heft, redundancies, editorializing and jargon from the following: 1. They attempted to expedite what they perceived as a viable initiative.
They tried to speed up what they saw as a workable plan. 2. The aircraft descended down to 25,000 feet. Heroically, the pilot commenced the approach in the vicinity of severe cumulus nimbus. We are descending, he told the crew. It was now or never. The aircraft descended to 8,000 metres. The pilot began the approach near a severe thunderstorm. 3. Despite the fact that he said he was not guilty, the man was charged by police in connection with the murder of his friend. The victim, who had died, was among a group of strikers who gathered together to condemn the company. 3. Although he proclaimed his innocence, police charged the man with the murder of his friend. The victim had been among a group of strikers who had gathered to condemn the company. 4. Ah, a sound policy is, umm, absolutely necessary, said Jones. The minister added that the policy would revert back to its previous form, he said. 4. A sound policy is absolutely necessary, said Jones. The minister added that the policy would revert to its previous form. 5. The company said they would do its best. Its our promise to our workers, said a relieved manager. However, a happy ending is unlikely as this company never fulfills its promises. 5. The company declared it would do its best. Its our promise to our workers, said a relieved-looking manager. However, one disgruntled worker suggested the dispute was far from over, claiming the company had yet to fulfill promises made following an earlier strike.
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Creative Photography the Picture

Pictures sell stories.
A good picture can carry a story on to page 1; lack of a picture can take a good story off the front page and right out of the paper. CP aims to illustrate every worthwhile story with colour or black-and-white photos, maps or graphics. Having that happen depends on awareness. Professional news photographers need to be alert to illustrating the story, whether it is a rewrite or the germ of an idea for a staff-written series. The story without pictures and graphics wont get the play it deserves.
31 August 2008 New Orleans, Louisiana An Aero-Medical technician helps evacuees of Hurricane Gustav to board a Canadian Forces CC-177 Globemaster. U.S. Air Force photo by Staff Sgt. Shawn Weismiller
Effective creative photography involves developing an understanding of what makes a good illustration and the mechanics of getting it from the photographer or artist to the network
of receiving newspapers.
Good Illustrations
Good photos have similarities to good stories. They: 1. Are new and in some way unusual. 2. Show action the instant it happens. 3. Portray people and appeal to the emotions. 4. Relate to some important person, event or place. 5. Wrap up a story or provide an overall view of it. 6. Tie in with a current story, the season, the weather, a fad. A good illustration will be marked by attention to content, quality and composition.
Content
1. 2. 3. 4. Does the photo tell a story? Is its subject important? Is it appealing? Is there outstanding human interest or some other quality that overrides minor news value?
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Any news break that is visually either important or interesting makes the good-quality photo worth distributing. A window cleaner suspended in mid-air by his braces makes a good shot: a minor auto wreck usually doesnt because all wrecks tend to look much the same. A 20-car pileup, multiple deaths or trapped passengers can give an accident photo the news value needed to get it published.
Picture judgment is partly personal and partly a matter of experience. A photo is almost certainly worthwhile if an editor experienced in handling news finds it eye-catching. A newspaper photo editors recommendation is always a valid reason for selecting a picture.
Quality
1. 2. 3. The main subject has clear, sharp details. There are bright colours or a gradual range of grey tones between black and white. Skin tones for light-skinned people are a natural colour or light grey against a white shirt. There must be definition in the facial shading of people with darker skins.
A poor-quality picture might be slightly out of focus look at the eyes. It might have heavy blacks and brilliant whites, or have an overall grey cast with no blacks and whites. Colours may be washed out or too dark. The sole exception to these demands for quality is a shot of such outstanding news value it will get into print despite poor quality.
Composition
1. Are the main subject and its surroundings arranged so as to be attractive and cohesive? Is the picture cropped to make the subject stand out clearly?
2.
Afghanistan February 2,2002 Canadian Military Policeman Cpl Eric Belanger stands guard with a C7A1 assault rifle while humanitarian aid is unloaded from a CC-130 Hercules in Afghanistan. Cpl Belanger is a member of a TAL DET (Tactical Airlift Detachment) and is part of OP APOLLO, Canada's military contribution to the international war on terrorism.
Standup group shots are not wanted, although sometimes the personalities involved create exceptions. The Queen with Commonwealth prime ministers or a new cabinet are usually newsworthy. In the best such photos, the groups attention is not centred on the camera.
Be careful that the arranged photo does not turn into a picture that is contrived or set up by the photographer. There is no CF Photo by Cpl Henry Wall objection to cleaning up a cluttered background or moving the company president from behind his or her desk to stand in front of the widgetstamping machine, for example. The photo becomes contrived when elements or interpretations are added or subtracted to make a point that would not normally be there.
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Photo manipulation
A CCO publication does not alter the content of photos. Our pictures must always tell the truth tell what the photographer saw happen. Nothing can damage our credibility more quickly than deliberate untruthfulness. The integrity of our photo report is our highest priority.
Captions
Some reminders to make caption-writing easier: 1. Does the caption say when and where? 2. Does it identify, fully and clearly? 3. Are the names in the right order? List people in a group shot from the left, and specify position (left or front row, second from right). 4. Use at least two short, snappy sentences. One long, involved sentence is boring. 5. Stick primarily to explaining the action in the picture, but dont speculate. The prime ministers grin may be teeth-gritting anger. The dozing legislator may be reading a paper on his desk. Be sure or leave it out. 6. Watch attribution and dont let libel creep in. 7. Read what youve written. Are all the questions answered? Count the people in the picture and number of names. Are the left-to-right designations correct? Is the action mentioned in the caption really shown? Credit the photographer in the body of the caption if the picture has exceptional merit or the circumstances in which it was shot were very unusual. Say so when abnormal techniques such as multiple exposures or time exposures were used. Say in the caption what day the picture was taken. Avoid today. Bracket the date after the day when needed for clarity. Captions on stock or library photos must always say when the photo was taken. Stating the year is usually enough.
Caption position
Place the caption on the top or left of long pictures with the type facing towards the image on short captions and away from the image on long captions. Do not cover a vital part of the photo with the caption. Instead, make space for the caption by adding paper to one side of the print after removing unnecessary picture from the opposite side. Leave half an inch of white border on unneeded picture material between the caption and edge of the print. This space will be eliminated in transmission and you dont want to lose the first line of the caption.
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Chapter 4
PUBLIC AFFAIRS RESOURCES, TOOLS AND TEMPLATES
Introduction. PA Templates Public Service Announcement (PSA) ... PSA Templates Media Advisory .... .... 4-5 4-6 4-8 4-9 4-11 4-13 4-15 4-16 4-17 4-18 4-19 4-20 4-28 4-3
Media Advisory Templates .... News Release . News Release Template Backgrounders
.... ....
Backgrounder Template
Hometowner .. .... Hometowner Template . ........
Great Resource Links ..
CF Public Affairs Policy DAOD 2008 Series . Sample Public Affairs Plan
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Introduction
This chapter will assist you in your UPAR duties by providing you with detailed explanations and useful templates of various resources. Its important that you understand how to draft these resources, as you will most likely have little time to create and distribute them, while striving to maintain accuracy and proper format. The media is much more likely to mention your story and key messages if your document(s) is formatted correctly and are easy for the reporter/media outlet to read.
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Public Service Announcement

Public Service Announcements are used for a variety of reasons: Promoting an event Inviting the public to an open house and/or demonstration Advising possible road closures or temporary delays caused by a parade.
Typically PSAs are created for radio, when written they should have a conversational tone. Ensure that they include who, what, why, when and where. When a PSA is read aloud it should last no more than 30 seconds and no less than 15 seconds. Alternatively PSAs are also used in a print format which may be included in a community news section of a paper or broadcast through a community calendar on television. You can take some creative approaches when writing a PSA, create a draw or a hook. Tell your audience why they should listen to this and why they should attend and how they could benefit from the experience. Again keeping the tone conversational and using common language are essential to communicating your desired message. As well make sure your PSA has a font that does not exceed 12 point and that it is double spaced. As with many Public Affairs resources, PSAs end with -30-, signalling the end of your message. Anything after the -30- is usually contact and/or extra information.
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Public Service Announcement

(centre, all caps, bold, 22 point Times New Roman font)
PSA-12.123 YYYY (product abbreviation YY.XXX)

Roman font from here on)
Month DD,
(12 point Times New
HEADLINE (centre, bold, all caps, focus on the WHO and WHAT) PETAWAWA, Ont.(where the info is being released from in caps with provincial abbreviation)One sentence of no more than 30 words that covers the WHO, WHAT, WHEN and WHERE of the event/issue that will impact the public. A 1-2 sentence bridge that expands on the lead, giving more specific details about HOW the event will impact the public Para 3 Less important information goes here. Provide additional details and more specifics (like timings, safety, etc.). Para 4 Even less important information goes here. Explain WHY the event/issue is happening and/or provide a key message. The PSA doesnt have to have four paragraphs. It ends when youve covered everything.
- 30 For more information: Rank First Name Last Name, Title, Tel: (XXX) XXX-XXXX, Cell: (XXX) XXX-XXXX, Email: firstname.lastname@forces.gc.ca Visit XXXXXXXX at www.XXXXXX.gc.ca for
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PUBLIC SERVICE ANNOUNCEMENT

Date
2701 PPCLI CADET CORPS ANNUAL CADET REVIEW OPEN TO PUBLIC

Winnipeg, Man. -- The 2701 PPCLI Cadet Corp are inviting the local community to their Annual Cadet Review (ACR) on Saturday, 25 May, starting at 1:00 p.m. The cadets have worked hard throughout the year in music, drill, expeditions and citizenship in an effort to grow in their own leadership and skills. This opportunity to showcase their learning provides an insight into the value of a great youth program. Many cadets have also been selected to attend various summer centres across Canada this coming summer, such as Rocky Mountain or Vernon Summer Training Centres. The ACR will be held: Saturday, May 25th, starting at 1:00 pm. until 3:00 p.m. Ecole Romeo DAllaire, 131 Stenson Road, Winnipeg, Manitoba For people attending they are asked to be seated by 12:45 p.m. The Cadet Program is a national youth development program which aims to grow in youth the attributes of good citizenship and leadership, promote physical fitness, and stimulate the interest of youth in the sea, land and air activities of the Canadian Forces. For more information on the Cadets, go to:
www.cadets.ca
-30For further information: Name, Address, Telephone
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Media Advisory
A Media Advisory (MA) is a very brief invitation sent to the media to invite them to cover an upcoming event. In simple terms, its similar to that of a party invitation; you are inviting them to an activity/event. You want them to come! A Media Advisory is not a News Release. A Media Advisory invites the media to your event/activity and a News Release is a newsworthy story that is produced for the media. MAs are used to inform news agencies (television, radio, and newspapers in your area) of an upcoming event of media interest in your cadet corps/squadron (CC/Sqn). For example, MAs may be used to announce and invite to the following: A special activity in your CC/Sqn such as a visit from a dignitary to present an award or grant (i.e. mayor, representative from a community organization, senior Canadian Forces officer, etc.) Your annual review and an invitation to the public to attend An open house day for registration of new cadets or to highlight some of the cool activities your CC/Sqn is involved in
MAs must never exceed one page and must have a minimum of three paragraphs (lead, body, and conclusion). The lead and body paragraphs must include who, what, when, where, why, and how (if applicable).
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MEDIA ADVISORY
(centre, all caps, bold, 22 point Times New Roman font)
MA-11.123 YYYY (product abbreviation YY.XXX)

font from here on)
Month DD,
(12 point Times New Roman
NEWS CONFERENCE TO LAUNCH NEW TEMPLATE

(centre, bold, all caps, focus on the event)
PETAWAWA, Ont.(where the info is being released from in caps with provincial abbreviation)One sentence of no more than 30 words that covers the WHO (media), WHAT, WHEN and WHERE of the event to which you are inviting the media (Media are invited to). When: More specific details about the timing of the event. Where: More specific details about the location of the event. What: More specific information about what media can expect to see, hear, do, etc. (speakers, photo opportunities, etc.) - 30 Notes to editor: Information about parking, timings, requirement to RSVP, security, etc. Some of this information may be included in the When and/or Where. For more information: Rank First Name Last Name, Title, Tel: (XXX) XXX-XXXX, Cell: (XXX) XXX-XXXX, Email: firstname.lastname@forces.gc.ca
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Visit XXXXXXXX www.XXXXXX.gc.ca
at for
ROYAL CANADIAN SEA, ARMY AND AIR CADETS ARE A NATIONAL YOUTH PROGRAM SPONSORED BY THE CANADIAN FORCES IN PARTNERSHIP WITH THE ARMY CADET LEAGUE, AIR CADET LEAGUE AND NAVY LEAGUES OF CANADA.
MEDIA ADVISORY
MINISTER OF NATIONAL DEFENSE TO PRESENT AWARD TO TOP CADET
MA 12-001 November 28, 2012
Winnipeg, MB Peter MacKay will present an award to the most outstanding army cadet in Canada to a member of The Fort Garry Horse tomorrow evening at 8:00 p.m. at McGregor Armouries. The Lieutenant-General Walsh Memorial Sword is the highest national prize for Army Cadets. The Minister is on his way back to Ottawa after presenting medals to CF members in British Columbia who participated in Operation MOBILE an operation that enforced an arms embargo and a no-fly zone to protect the people of Libya. The award was created in 2004 by the Army Cadet League of Canada in partnership with Royal Canadian Legion, and named in honour of Lieutenant General Geoffrey Walsh CBE DSO CD, who dedicated much of his time to the Army Cadet Program. Recipients of the award are chosen based on their performance as Army cadets, community involvement and academic standings. -30NOTE TO EDITORS: 1. McGregor Armouries is located at 551 Machray Avenue in the North End of Winnipeg. 2. For further information, please contact: Captain Tom Bloggins - UPAR Fort Garry Horse Cadets Phone: (123) 456-7890, Cell: (098) 765-4321 Email: tom.bloggins@forces.gc.ca Visit www.cadets.ca to learn more
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News Release
A News Release is a newsworthy story produced for the media. Writing a News Release serves two primary purposes: To inform the media about a newsworthy event or to provide additional information about an ongoing activity clearly and briefly. To notify a number of media outlets simultaneously about a newsworthy event. Writing a News Release saves you having to phone everyone in person, provides the same information to all recipients at the same time and has the added benefit of providing you with proof of what you released.
A News Release may be used by the media in several ways: As is As a source of information (a reporter uses facts, quotes, etc.) As the basis for an interview
Think of the News Release as an inverted pyramid: The most important info goes at the beginning, and as the reporter reads your News Release, the information becomes less and less crucial to your story. (INVERTED PYRAMID PICTURE) Here are some tips to get you started: NRs have the following format: the lead, bridge, body, quotes, and conclusion You need to seek advice and guidance from your Regional Public Affairs Officer prior to issuing a News Release. CATO 13-33 requires that you inform the next level of the chain of command of all News Releases and media contact News Releases should be drafted on 8.5x11 bond paper. You may use letterhead paper Be sure to keep a copy of every News Release you send out Leave larger than normal margins on each side of the paper at least one inch on each side of the story Indicate a specific release date only when there is cause to do so, otherwise all releases will be used when they are received Give your story a heading that will catch an editors attention Try to use present or future tense When writing your story, make sure you have answered what the media call the five Ws. Include them in your first paragraph, as editors tend to chop from the bottom up. The five Ws are: Who is involved, what is happening, where is it happening, when is it happening, why is it happening, and how (if it applies) Each succeeding paragraph of your story should be of declining importance Use short words. Write short sentences and short paragraphs Be brief. Try to write your NR in one page
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Your News Release does not have to be a work of art. It should be neat, concise, precise, and legible. Theres a real possibility that the media will use the entire content of your release if its well written! To help get you started, here are a few leads that you could use and modify: Standard Lead CFB ESQUIMALT, B.C. Captain Steve Rogers assumed the duties of Commanding Officer of 1234 Canadian Air Cadet Squadron from Captain Nick Fury on 23 September 2012 in Victoria, B.C. Quotation Lead HALIFAX, N.S. This attraction campaign will be a great relief for us, said Command Officer Steve Rogers, following the recent announcement that the Cadet Program has embarked on the Cadet Population Growth Initiative (CPGI). Picture Lead OTTAWA, Ont. Rain pelted the fall bleakness of the Ottawa Valley for more than an hour a day, drenching hundreds and flooding out a cadet field exercise at Connaught Ranges. Question Lead WINNIPEG, Man. How does it feel to be on top of the world? Cadet Jane Doe can speak on the subject, after returning from Mount Everest, Nepal on the 2011 International Army Cadet Expedition. Punch/ Novelty Lead SEPT-ILES, Que. Several 2-person sailboats containing Sea Cadets on board were repeatedly tipped over today as cadets from 177 Royal Canadian Sea Cadet Corps were conducting capsize training. Before sending out a News Release, ensure that you have your Commanding Officers approval.
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NEWS RELEASE
(centre, bold, all caps, 22 point Times New Roman font)
NR-12-123
abbreviation YY.XXX)
Month DD, YYYY (product

(12 point Times New Roman font from here on)
HEADLINE (centre, bold, all caps, focus on the WHO and WHAT) PETAWAWA, Ont.(where the info is being released from in caps with provincial abbreviation)One sentence of no more than 30 words that covers the WHO, WHAT, WHEN and WHERE (emphasis should be on the WHO and WHAT). A 1-2 sentence bridge that covers the WHY and/or HOW and/or expands on the Ws in the lead. Aim for max 70 words for lead and bridge combined. The bridge can be a quote that covers the WHY and/or HOW. Para 3... Usually a quote. Para 4 Less important information or quote goes here. Para 5 Even less important information or quote goes here. Para 6 Still less important information, boilerplate statement and/or key message. The NR doesnt have to have six paragraphs. It ends when youve covered everything.
- 30 For more information: Rank First Name Last Name, Title, Tel: (XXX) XXX-XXXX, Cell: (XXX) XXX-XXXX, Email: firstname.lastname@forces.gc.ca Visit XXXXXXXX at www.XXXXXX.gc.ca for
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NEWS RELEASE
NR-12-123 November 28, 2012 CADET ATTEMPTS RUN ACROSS CANADA
VICTORIA, B.C. Cadet Sergeant Major John Doe, 17, is beginning his run across Canada today to raise money for cancer research after his mother was diagnosed with cancer last month. Over the past thirty days, Doe has created several social media pages, went door to door, and canvassed his Cadet Corps (123 Sea Cadet Squadron) for donations and sponsorships for his run. Doe hopes to follow in the footsteps of Terry Fox and plans to finish his run in Newfoundland. Its just not fair, said Doe. Shes the most important person in the world to me. I have to do something to help. Doe learned of his mothers illness last year, and was inspired to run across the country after his school participated in the annual Terry Fox run. He has been training for the past six months and has enlisted the help of his father during his massive undertaking. I run almost fifteen kilometres a day sometimes more, explains Doe. Im just lucky that my dad is self-employed and can take time off work to help me, hes been so supportive. About the Cadet Program The Cadet Program is a national youth development program which aims to grow in youth the attributes of good citizenship and leadership, promote physical fitness, and stimulate the interest of youth in the sea, land and air activities of the Canadian Forces. -30For more information, contact: Captain Tom Bloggins UPAR 123 Sea Cadet Squadron Tel: (012) 345-6789, Cell: (987) 654-3210 Email: tom.bloggins@forces.gc.ca Visit www.cadets.ca to learn more
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Backgrounders
Typically, you will not need to produce a Backgrounder; however, you may mind it useful in some instances. Backgrounders provide more information, in much greater detail, than is practical to write in a News Release, Media Advisory, or Hometowner. It gives the background on the subject or topic. They are useful to provide context, especially when dealing with complex issues or information that you only understand because you are in the Cadet Program. For example, field exercise, is not understood by everyone, a Backgrounder would inform people outside the organization as to what a field exercise actually is. Adding a key message within your Backgrounder is also a great way to sneak in information on the Cadet Program that you want the reader to remember. Backgrounders serve to educate the public or media on an issue or activity in greater detail, and therefore, also serve to prepare the media for interviews on a subject. As an example, if you were to write a Backgrounder on the history of your CC/Sqn and were inviting media to one of your events, the media would now be aware ahead of time, how your CC/Sqn was formed, traditions, and key highlights over the years. They could then tier this history and background information into the coverage of your event, making for a well-rounded story.
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BACKGROUNDER
(centered, all caps, 22 point Times New Roman font)
BG-11-123
(product abbreviation YY.XXX) font from here on)
Month DD, YYYY

(12 point Times New Roman
TOPIC
(centered, all caps)
A readable and easy to grasp narrative for the non-expert that provides information, background and context on a topic or issue. It is written in logical blocks of text with subheadings, but in full sentences, not point-form. It is as long as required (1-4 pages) with depth and complexity of the topic dictating the length. It should say more than what would be found in a news release. It does not need a conclusion, but can conclude with a boilerplate/mission statement. - 30 For more information: Rank First Name Last Name, Title, Tel: (XXX) XXX-XXXX, Cell: (XXX) XXX-XXXX, Email: firstname.lastname@forces.gc.ca Visit XXXXXXXX at www.XXXXXX.gc.ca for
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Hometowners
A Hometowner is a short news release that is always accompanied by a photo announcing a special event involving one or more people. This is the news release that is used and written the most often by CC/Sqn members, and that is usually the most effective! Hometowners are a useful tool to target a regional audience and are prepared for local newspapers. It should be no more than one page (two paragraphs) and have 250 words at most. It is an excellent way to disseminate information about CC/Sqn activities by showcasing cadets, personnel, and volunteers. The Hometowner is most effective when it depicts a CC/Sqn member at an activity or event. For example: a cadet receiving an award a cadet participating/graduating at a Cadet Summer Training Centre a community member volunteering with a cadet corps or squadron a community member being a Cadet Instructors Cadre officer with a cadet corps or squadron
Presentation guidelines must be followed. The document must include: the release date a title that includes the name of the person involved, the activity and the cadet corps or squadron (e.g. Cadet Doe from 1234 Beau-Joli Cadet Corps Takes Part in his First Cadet Summer Camp at Valcartier) a photo of the individual in action, if possible (a photo must always accompany a Hometowner) the -30- to indicate the end of the message the title, name, and phone number/email address of a resource person to contact should the local media outlet require more information
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HOMETOWNER
(centre, all caps, 22 point Times New Roman font)
(Title for your article) (MONTH DD, YYYY) Cold Lake, AB Its been anything but a walk in the park for (cadet name, age) of (hometown) and her fellow cadets at the Cold Lake Air Cadet Summer Training Centre. Located at 4 Wing Cold Lake, 300 km northeast of Edmonton, the main focuses for the summer program is fitness and survival. From July 9 to August 17, Cadets like (cadet name) will participate in training scenarios that provide valuable survival skills from trapping and cleaning small game, to sustaining oneself in the harsh wilderness. Its a tough but rewarding experience for all involved, especially the senior cadets learning valuable leadership skills while providing guidance for the fresh cadets experiencing the summer adventures perhaps for the first time. (Quote from one of the coordinators at the base about the camp/programs value, in regards to developing a well-rounded cadet/citizen with important survival skills, or the history of the program, or the real-life application for the skills that the cadets are learning) (Quote from the cadet about how unique/fun/interesting/challenging the experience has been, with some more information about their history with the cadets) You can find images of (Cadets name) taking part in cadet activities: (THE SMUGMUG LINK TO THAT PARTICULAR CADETS PHOTOS) Other imagery from the Cold Lake Cadet Summer Training Centre 2013: (SMUGMUG LINK TO THE FULL GALLERY) The Cadet Program is a national youth development program which aims to grow in youth the attributes of good citizenship and leadership, promote physical fitness, and stimulate the interest of youth in the sea, land and air activities of the Canadian Forces. For more information on the Cadets, go to: www.cadets.ca
- 30 -
For more information, contact: (Your name, title and contact information) Unit Public Affairs Officer Cold Lake Cadet Summer Training Centre Cell- XXX-XXX-XXXX e-mail- youremail@website.ca
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Great Resource Links

The Public Affairs Handbook
http://veritas.mil.ca/PADev/PA_Handbook/1-eng.asp This handbook provides basic general guidance to help you understand the public affairs function with the Department of National Defence/CF/CCO.
Public Affairs DAOD 2008 series

http://www.admfincs.forces.gc.ca/dao-doa/2000/tc-tm-2008-eng.asp \ This series of DAODs was developed to provide a comprehensive understanding and directive for the PA process for the DND and CF. It informs, empowers, and protects you when you fill a PA function.
File Repository
http://www.cadets.ca/repository-repertoire/ The File Repository is an excellent source for PA materials. Simply click on your regions file and browse through various items available to you. NOTE: You need a username and password to access the File Repository. Access can be gained by using the username cadets with the password cadets.
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CF Public Affairs Policy DAOD 2008 Series

Policy Direction Introduction
Together, the CF and the DND is a unique Canadian institution. They bring together Canadians from all regions of the country and all ethnic backgrounds, through military and public service, in pursuit of the common mission of defending Canada and Canadian interests and values while contributing to international peace and security. In fulfilling this mission, the role of Public Affairs (PA) is to promote understanding and awareness among Canadians of the role, mandate and activities of the CF and DND, and of the contributions that the CF and DND make to Canadian society and the international community. Canadians expect and deserve to know what the men and women of the CF and DND do on their behalf. Public support for the CF and DND follows from public understanding of how the CF and DND make a difference at home and abroad. Public confidence, in turn, is enhanced by the ability of the CF and DND to achieve its mandate in a manner that is open, transparent, and consistent with Canadian values and expectations. In short, public support and confidence follow from the ability of the CF and DND to both deliver and inform. The intent of the PA policy is to ensure that Canadians are well-informed and aware of the role, mandate, operations and contributions of the CF and DND. The policy is designed to establish and articulate PA operating principles, authorities, accountabilities, responsibilities, requirements and guidelines for CF members and DND employees at all levels to help them build, nurture and maintain a strong relationship with the public. The policy seeks to achieve these objectives by establishing a modern, progressive and professional approach to PA that actively encourages openness and transparency, integrates PA into CF and DND operations at all levels, delegates authority and empowers CF members and DND employees to speak more openly to Canadians about what they do and how they make a difference to Canada and the international community.
Policy Statement
It is DND and CF policy to:
inform the public of its policies, programs, services, activities, operations and initiatives in a manner that is accurate, complete, objective, timely, relevant, understandable, and open and transparent within the law; take into account the views and concerns of the public when planning, developing and implementing policies, programs, services and operations; fully integrate PA into the decision-making process for policy development, program design, service delivery and military operations; and, coordinate PA planning and program delivery, including internal communications, within a planned, corporate framework based on a partnership among commanding officers (COs), DND managers and professional PA practitioners.
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Requirements
The CF and DND shall:
embed the principles of openness, transparency and accessibility into the day-to-day operations of the CF and DND, while respecting the constraints to openness imposed by legislation and regulation; embed into the CF and DND chains of command responsibility for fully integrating PA, including internal communications, into the decision-making process for policy development, program design, service delivery, and military doctrine and operations; articulate and communicate accountability and responsibility for PA across all levels to ensure the PA roles and responsibilities of all CF members and DND employees are clearly defined and understood; establish procedures for the proactive management of issues and crises placing priority on identifying problems, promptly implementing solutions, and promptly informing the public in a complete and accurate manner of what the CF and/or DND are doing to address the issues or problems and why; integrate PA operating principles and requirements into military doctrine, military planning, decision-making, and the achievement of CF operations; incorporate PA components into pre-deployment training and major training programs for new recruits, officer candidates, leadership and management candidates; establish requirements, procedures and standards for advertising, audio-visual and multi-media production; corporate internal communications; PA research; publishing; Internet publishing; and, PA training and education to ensure that PA programs and activities are planned, resourced and executed in a manner that is cost-effective and consistent with modern PA practices and in accordance with federal identity standards; and review and update the PA policy and its related orders and directives every five years.
Operating Principles
Legislation, Regulation, and Policy DND employees and CF members at all levels must manage their PA programs and activities, as appropriate, in accordance with the principles and requirements of federal laws and policies, including the:

National Defence Act; Official Languages Act; Access to Information Act; Privacy Act; Copyright Act; Official Secrets Act; Canada Evidence Act; Financial Administration Act; Government Communications Policy; and DND and CF Security Orders and Directives.
CF members must also adhere to the principles and requirements of Queen's Regulations and Orders, including:
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QR&O 19.14, Improper Comments; QR&O 19.36, Disclosure of Information or Opinion; and QR&O 24.02, Press Releases Regarding Casualties.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK Openness and Transparency
June 2013
CF members and DND employees face significant challenges in their efforts to inform the public and ensure the public's right to know, while being fully aware and respectful of legal restrictions on releasing detailed information about:

individuals (restricted by the Privacy Act); sensitive elements of military operations (restricted by the National Defence Act and the Official Secrets Act); and issues before the courts (which is restricted by the Canada Evidence Act and the Charter of Rights and Freedoms).
While these restrictions place legal limits on the ability of the CF and DND to live up to demands for complete openness, every effort should be made to be as open and transparent as possible within the law. To this end, CF members and DND employees at all levels shall manage their programs and activities in a manner that:

maximizes public and media accessibility to information regarding DND and CF policies, programs, services, operations and initiatives in a timely manner and within the law; minimizes the need for the public or media to resort to the Access to Information Act as a means of obtaining information from DND or the CF; and conforms to both the letter and the spirit of the Access to Information Act.
Accountability Regardless of rank or level, CF members and DND employees are accountable to their chain of command for the accuracy and currency of the information they make available to the public. Responsibility PA is a responsibility of the CF and DND chain of command, and must be adequately resourced and fully integrated into the decision-making process for policy development, program design, service delivery, and military operations. To this end, Group Principals and Environmental Chiefs of Staff (ECS) shall:

familiarize themselves with PA policies, orders, directives and strategic priorities; and ensure that the PA components of their programs, operations or activities are adequately resourced to support operations and/or policy, program and service delivery.
Group Principals shall:

ensure that their PA account managers are members of group or branch management committees; and provide their PA account managers access to the information required to participate effectively in decision-making and provide PA advice on the impacts of decisions taken.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK ECS shall:
June 2013
ensure that the most senior Public Affairs Officer (PAO) assigned to a command, area, division, wing, base or unit reports directly to their CO and is included in all key decision-making fora, committees, and/or work groups; provide their senior PAO access to the information required to participate effectively in decisionmaking and provide PA advice on the impact of decisions; and integrate the principles, requirements and objectives of the DND and CF PA policy and its related orders into military doctrine.
Flexible, but Corporate With support from public affairs officers or account managers, COs and DND managers shall ensure that the PA components of their programs, operations and/or activities reflect the needs of their intended audiences and:

advance the priorities of their Command or Group; contribute to the achievement of CF and DND priorities; contribute to public understanding and awareness of the CF and DND as a whole; and
are evaluated in accordance with CF and DND performance measurement practices.
Internal Communications
Perhaps more than any other function, internal communications is a collective responsibility that cuts across all levels of the DND and the CF. CF members and DND employees have a responsibility to keep their colleagues informed of how their activities impact on their unit, base or section. COs and DND managers, in turn, have a responsibility to inform CF members and DND employees of corporate policies, programs and services that have a broad impact on the CF and DND. In this corporate context, internal communications is a vital element of PA. CF members and DND employees contribute to public understanding of what the CF and DND do on behalf of Canadians. To communicate effectively with the public, however, CF members and DND employees must be wellinformed. To this end, internal communications shall be a responsibility of the DND and CF chain of command and shall be fully integrated into PA planning and program delivery. In fulfilling their responsibilities for internal communications, COs and DND managers shall:

incorporate internal communications into their PA plans; ensure that the internal communications components of their programs, operations or activities are adequately resourced to achieve planned objectives; and include internal communications when implementing PA programs.
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Modern Values and Practices

COs and DND managers shall ensure that:
their PA materials and activities reflect modern Canadian values, including the elimination of sexual stereotyping and the fair, representative depiction of people in terms of age, gender, and ethnicity; a proportion of annual PA expenditures are directed toward PA materials for use by the blind or visually impaired and/or others who are unable to read print or use alternate media; they make information available to the public as clearly and concisely as possible, in both the form the public needs and the official language of its choice.
COs and DND managers shall ensure that PA materials are made available:

simultaneously, with equal prominence and linguistic quality, in English and French in accordance with DAOD 5039-0, Official Languages; simultaneously, in all regions of Canada, when they contain information of a national scope or nature (information of a regional or local scope or nature should be made available, as appropriate); and, in a manner responsive to Canada's multicultural character (this may involve producing PA materials in languages other than the official languages).
Training
COs and DND managers shall ensure that CF members and DND employees receive the training required to complete assigned tasks in accordance with PA policies, orders and directives.
Federal and Corporate Identity

All DND and CF PA materials shall meet the requirements of the Federal Identity Program and the requirements of the DND and CF Corporate Communications Standards (to be developed).
National Linkages
DND and the CF, like all federal departments, agencies and institutions, has a responsibility to support the overall efforts of the Government of Canada to explain the decisions of Parliament to the public. For this reason, all DND and CF public affairs plans, materials and/or activities shall, as appropriate:

take into account the over-arching priorities and objectives of the Government; take advantage of opportunities to explain to the public how DND and CF initiatives support Government priorities and objectives, and/or how DND and CF programs and activities relate to or support other government programs, such as foreign policy and international development assistance; and, take advantage of opportunities to work in partnership with other departments and agencies when communicating with the public in order to reduce duplication and costs.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK References Source References

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Government Communications Policy, Treasury Board Secretariat Framework for Managing Public Affairs in National Defence and the Canadian Forces, Defence Management Committee, August, 1996. DND and CF Corporate Communications Standards (to be developed)
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Related References National Defence Act Official Languages Act Access to Information Act Privacy Act Copyright Act Canada Evidence Act Financial Administration Act QR&O 19.14, Improper Comments
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http://laws.justice.gc.ca/en/n-5/ http://laws.justice.gc.ca/en/showtdm/cs/O-3.01 http://laws.justice.gc.ca/en/showtdm/cs/A-1 http://laws.justice.gc.ca/en/showtdm/cs/P-21 http://laws.justice.gc.ca/en/showtdm/cs/C-42 http://laws.justice.gc.ca/en/showtdm/cs/C-5 http://laws.justice.gc.ca/en/showtdm/cs/F-11 http://admfincs.mil.ca/qr_o/vol1/ch019_e.asp
QR&O 19.36, Disclosure of Information or Opinion http://admfincs.mil.ca/qr_o/vol1/ch019_e.asp QR&O 24.02, Press Releases Regarding Casualties http://admfincs.mil.ca/qr_o/vol1/ch024_e.asp DAOD 2008-1, Public Affairs Accountabilities and Responsibilities http://admfincs.mil.ca/admfincs/subjects/daod/2008/1_e.asp DAOD 2008-2, Media Relations and Public Announcements http://admfincs.mil.ca/admfincs/subjects/daod/2008/2_e.asp DAOD 2008-3, Issue and Crisis Management http://admfincs.mil.ca/admfincs/subjects/daod/2008/3_e.asp DAOD 2008-4, Public Affairs, Military Doctrine, and CF Operations http://admfincs.mil.ca/admfincs/subjects/daod/2008/4_e.asp DAOD 2008-5, Public Affairs Planning and Program Delivery http://admfincs.mil.ca/admfincs/subjects/daod/2008/5_e.asp DAOD 2008-6, Internet Publishing. http://admfincs.mil.ca/admfincs/subjects/daod/2008/6_e.asp DAOD 5039-0, Official Languages http://admfincs.mil.ca/admfincs/subjects/daod/5039/0_e.asp
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Sample Public Affairs Plan

1350-1 (PAO) Jan 12 Distribution List PUBLIC AFFAIRS PLAN CF FUN SNOWSHOE WALK
Ref: Conv with Commander 15 Jan 13 SITUATION 1. The Canadian Forces (CF) at Canadian Forces Base (CFB) Meritville will hold the "CF Fun Snow Shoe Walk" to be held on the base 25 Feb2012. 2. The walk will showcase the CF as a leader in health and wellness, show support for the troops and raise awareness about the new 5 km walking path open to the community. 3. The purpose of this plan is to provide direction and guidance for the successful promotion of the event. PLANNING ENVIRONMENT 4. The population of Meritville is 150,000 and despite the presence of 2 television stations, 3 radio stations and 2 daily newspapers-similar events in the past have garnered little participation by both CF members and the civilian community. OBJECTIVES 5. 6. PA Posture. The PA posture for this event is active. The objectives are: a. Secure media coverage during all phases of the event (total 2 TV, 6 radio and 4 newspaper stories); Generate interest and participation in the event (50 per cent more individuals than previous years event); and Raise awareness of the new 5 km walking path (conduct and informal survey during the event).
b.
c.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK AUDIENCES 7. The following audiences will be the focus of communication activities; a. Internal. (1)
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CF personnel. Provides an opportunity to boost morale and strengthen a sense of belonging to the families on the base.
b.
External. (1) General Public. By having the local community engage in this activity, they are likely to be more informed and supportive of the Canadian Forces; and Clean, Free & Beautiful Meritville. The community group that highly supports the initiative will have 10 members participate. The community group in turn will promote the new 5 km path within the community through their information network, before, during, and after the event.
(2)
THEMES AND MESSAGES 8. Physical Fitness. (1) The CF is committed to maintaining high levels of effectiveness and readiness and is therefore required to by physically fit to perform their duties. The CF Fun Snowshoe Walk, is an opportunity for members of the community to participate with CF members in a fun, family friendly environment to show support of the members and appreciation for the soldiers dedication and commitment. The 5 km path was developed as a result of the CFs commitment to health and wellness not only for CF personnel but to all members of the community. Running along the east side of the base, it can further serve mountain biking and cross-country skiing.
(2)
(3)
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK ACTIVITIES, PRODUCTS AND TOOLS
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9. The following PA Activities will be conducted with the identified supporting products and tools: a. Information campaign. (1) Posters. Low-budget posters detailing how to register, to be produced inhouse (Cost $20 for ink and paper) and distributed by 01 Feb 2013 follows. (a) (b) (c) (d) Bulletin Board of Meritville Base Sports Centre. All Meritvilles Tim Hortons facilities. Local CF recruiting centre. All common areas throughout the Meritville Base.
(2)
Advertisements. (a) Feature article to be produced for inclusion in the base paper, featuring the local folk band, the Smilies and their participation at the starting point.
(3) b.
(b) Develop a sign-on message for base computer network. Media Advisory. Issued NLT 23 Feb 13.
c.
Media Interviews. The 2013 Honour Walker, MCpl Shane Goodman (Star of Courage recipient) offered to represent the event, and will be available for media interviews two weeks leading up to the event. Photo opportunity. Still imagery will be collected, used for feature article and promotional purposes. The imagery must be ready by 27 Feb 2013. The imagery is to be captured on the day of the event: (1) (2) (3) (4) (5) (6) The Smilies singing the National anthem at the starting point; MCpl Shane Goodman participating in the walk; Event sponsor, Canex handing out socks and water bottles; Group shot of Clean, Free & Beautiful Meritville members; General photographs of the pancake breakfast; and Overall photographs of participants in the walk event.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK RESPONSIBILITIES AND COORDINATION 10. 11. Lead. The PAO has lead for implementing this plan. Spokespersons. a. b. c.
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The primary spokesperson for this event is the Base Commander. MCpl Shane Goodman - Star of Courage recipient and the 2013 Honour Walker. Event OPI.
12.
Points of Contact. a. CF Fun Snowshoe Walk OPI Major Mike Lagace (1) (2) b. Office: (204) 833-2500 Extension 4937; and Cell: (204) 510-2782.
Clean, Free & Beautiful Meritville Mr. Jack Daniels (1) Cell: (204) 555-6666
c.
Canex Manager Mr. Glen Fiddich (1) Cell: (204) 777-8888
13.
Coordination Meeting. All action addressees will participate in an initial coordination meeting 0800 hrs, 01 Feb 13.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK 14. Taskings. a. Wing Imaging. (1) (2)
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Produce promotional poster, in coordination with PAO; and Capture all imagery requirements.
b.
PAO (1) Oversee the development and dissemination of all products required for the information campaign; Liaise with MCpl Shane Goodman and media requests; Coordinate with Wing Imaging about imagery requirements; and Produce After Action Report NLT one week after the event.
(2) (3) (4) EVALUATION 15.
The PA objectives will be evaluated as follows; (a) (b) (c) (d) Assess production output, quality and publication; Track queries, and pre-registration: Observe attendance and feedback; and Conduct informal survey of candidates throughout the Walk event.
J. Frawley LCol Commander CFB Meritville Distribution List Action Info
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Chapter 5
RCSU Strategic Communications Plan
Introduction Background Planning and Environment The.. Cadet Population Growth Initiative Communication Themes Messages.. Audiences. Products and Activities........................ Responsibilities and Coordination... Evaluation PA Contact List... 5-3 5-4 5-4
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Annex A Public Affairs Activities Implementation Plan...... Annex B PA Tools and Templates Annex C - Talking Points about the Cadet Program Annex D Stakeholder Analysis. Annex E SWOT Analysis
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK 1085-10-24 (SPAO) April 2011 Distribution List RCSU (PRAIRIE) STRATEGIC COMMUNICATIONS PLAN 2011-2014 FIND THE STORY/ GET THE STORY/ TELL THE STORY References: A. DAOD 2008-0 Public Affairs Policy B. DAOD 2008-1 Accountability and Responsibility for Public Affairs C. DAOD 2008-2 Media Relations and Public Announcements D. DAOD 2008-5 Public Affairs Planning and Program Delivery E. CATO 13-33 Public Affairs Cadet Corps/Squadrons F. MOU between DND and Leagues December 2006 G. Cadet Population Growth Initiative, VCDS, August 2010
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INTRODUCTION
1. Regional Cadet Support Unit (Prairie) recently emerged from its first year of transformation - changing the way we do business - with the centralization of staffing and the devolution of provincial responsibilities to the Area Cadet Officers (ACOs). A commitment was made to reduce redundant administration at the local cadet headquarters (Corps and Squadrons) so they could focus on engaging their cadets into experiencing robust training and exciting activities. 2. One of the exciting successes that came forward was the public affairs capability of our region. The new full-time department, consisting of two public affairs practitioners to support the region, established a base-line during 2010 where we can now plan strategically, operationally and tactically in telling one of the best kept secrets to our internal and external audiences- that we are Building Great Canadians- One Cadet at a Time. 3. With this exciting development we are positioned to provide exceptional communications and promotions support to all elements of RCSU (Pra). 4. This strategic communications plan will be the holistic roadmap towards enhancing the image of the regions cadet program, providing the way ahead in critical communications issues in stakeholder relations, internal and external communications and when a significant incident occurs where we manage the issue to protect our youth programs excellent reputation. 5. This plan considers all our current assets - capabilities within the public affairs department, initiatives developing at the corps and squadron level and our partnership work with all our eleven provincial leagues. Our valued partners represent the civilian support needed to keep our cadets active and excited about being cadets.
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BACKGROUND
6. The Cadet Program is the largest federally-sponsored youth development program in Canada. The program provides interested communities with leadership, solid program organization and worthwhile activities that help prepare young people for the transition to adulthood. The purpose of the RCSU (Pra) Strategic Communications Plan is to outline the Public Affairs (PA) products and activities that the Canadian Cadet Organizations (CCO) will utilize in raising the public profile of the Cadet Program in Prairie Region, emphasizing the many fun, challenging, and meaningful experiences available to youth through participation in the program. 7. The continued success and sustainability of the Cadet Program depends heavily on the support and commitment of community members who would like to offer their young people an exciting and rewarding program. The ability of the CCO to reach all levels of communities across the region will depend heavily on the partnership between the Department of National Defence (DND) and the Navy League, Army and Air Cadet Leagues of Canada. 8. While this strategy is primarily focused on the DND partnership, our League partners are a critical link to the community, and it is expected that the Leagues will be engaged/involved in the implementation of all products and activities outlined in this plan.
PLANNING ENVIRONMENT- THE CADET POPULATION GROWTH INITIATIVE

9. The Cadet Population Growth Initiative (CPGI). Introduced in Summer, 2010 the CPGI, Ref G, is described as a holistic strategic approach to stop the decline of cadet membership, shore up the interesting activities to keep the cadets in the program, and attract prospective cadets into the CCM. As such, the VCDS has given very clear direction that the declines must cease in order to protect and sustain this excellent youth program. The CPGI provides an action plan involving the enhancement of cadet and CIC training as well as significant communication strategies to engage the CIC officers, cadets and league partners. As such, this strategic plan bases much of the techniques, tactics and procedures from the CPGI inputs. 10. Public opinion. According to recent research (Ipsos-Reid 2006), the Canadian public has a positive opinion of the Cadet Program, and it is extremely well-supported and wellreceived by participant youth (cadets) and their parents. This positive positioning represents an extremely strong basis for the implementation of this plan. 11. In addition to this overall positive public opinion, the Ipsos-Reid Baseline Survey of Cadets and General Public indicated the following findings: a. Cadets within the program are overwhelmingly positive toward the program overall (ability to develop leadership skills/experiences and friends). However conflicts with schoolwork and time-management issues are two distinct drawbacks mentioned in the survey;
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b. Parents of cadets tend to rate the program highly and respect most aspects of the program. The survey revealed that the Cadet Program, as a whole, enjoys an extraordinary amount of goodwill among its participants and their parents, as well as among members of the general public, despite their low familiarity with the program. Cadet parents and guardians point out self-discipline and confidence as two key benefits; indicating that the program has had a positive influence; c. Parents are more likely to become more positive once their child is enrolled;
d. While most general public youth are not familiar with the Cadet Program, 60% who have some knowledge express positive views towards the outdoor skills and technical skills that are learned; e. General public parents are more likely than youth to be familiar with the program and express somewhat more positive views (cool, dynamic, self-discipline, confidence); and f. Most Canadians know that the Cadet Program exists, but they are not familiar with what it is all about. Among adults 18 and over, familiarity is quite low with 51% saying they are not at all familiar with the program. However, adults familiar with it are very positive with over four in five expressing positive views. 12. Cadet Attraction. Notwithstanding the overall positive public opinion, the number of young people enrolled in the Cadet Program has declined significantly over the last three years (Ref G). Across the nation, the cadet population had dropped from roughly 58,000 to 50,000. During this same period, the cadet population decreased from roughly 9,000 to 7,000 (or 22.3%) in the Prairie Region. 13. Statistics show that the number of young people joining cadets in the Prairie Region has steadily decreased over the past several years. While the number of cadets leaving the program in the region each year has also decreased, the proportion of cadets leaving continues to exceed those joining. In fact, most young people stay in the program for an average of two years; the average age of young people joining cadets in Prairie Region is 13 years, while the average age of young people leaving the program is 15. 14. Over the past several years, more than half of the youth who joined cadets in Prairie Region did so because of friends, with adventure and curiosity as the next most popular reasons for joining. More than half of the young people who left the program in the region during the same period did so because of loss of interest, with being too busy and school work as the next most popular reasons for leaving. 15. From December 2008 to December 2009, while most regions recognized a stable cadet population, Prairie Region recognized the most significant decline, along with the most significant decrease in the number of youth joining cadets.
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16. Finally, it is important to note that the declining numbers of cadets across the country, and within the Prairie Region, is related not only to a decline in the number of young people participating in the program, but also to increased capacity to maintain relevant statistical data through Fortress V2, the computerized national administrative system of the CCO. 17. Very recently, however, due to awareness of the negative trend, in 2010 there has been a significant increase of cadets within the prairie region. The organization and its partners are implementing tactics, such as more advertising and encouragement upon all members to heighten recruiting. Its too early to tell if these initiatives will support the growth but this is very encouraging. 18. CIC enrolment and retention. Adult leadership is the key enabler towards making an effective and viable cadet corps/squadron within Prairie region. The CPGI identifies clearly the need for adult leadership to be in place and where their support from National and the Regions are essential when building a high quality positive youth development program. This strategic PA plan highlights communicative and recruiting activities based on reaching out to prospective CIC and adult corps volunteers. 19. Strategic considerations. The following strategic areas of opportunity are applicable to this plan: a. Youth 12-18 years old. There is strong competition for the 12 to 18 year age group through youth sports, music programs and clubs. Based on the statistics indicated above, our efforts to reach youth in this age bracket must focus on the 11 to 13 age bracket for attraction and 13 to 18 age bracket for retention; b. There is also internal competition in communities that have several cadet Corps and Squadrons, with some rivalry between elements. There are clear examples of cadet corps advertising independently into the same forums, such as boulevard signs, trade shows and career days. Moving forward, we must focus on cooperation across elements, with an overarching goal of effectively reaching the community with the common goal of better positioning the Cadet Program in the as being the program of choice for youth aged 1218; c. Parents of cadets. Research shows that parents of cadets are extremely supportive of the Cadet Program. A better understanding of the program and its benefits right from joining, as well as parental commitment and support are, therefore, essential to keeping children in the cadet corps. Parents of cadets must also be seen as leading ambassadors for promoting the Cadet Program and its benefits to youth within their own social networks; hence the importance of giving them access to top-quality adapted information tools, such as the social networks and relevant websites; d. Parents of cadets indicate that the Cadet Program has a positive influence on their children and listed self-discipline and self-confidence as the two primary advantages acquired through the program (Ipsos-Reid 2006);
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e. Community support. This is crucial to the smooth running and survival of a cadet corps or squadron. Among adults 18 and over, the Cadet Program is relatively unknown. The 2006 Ipsos-Reid poll indicates that 51% of this group of respondents say that they are unaware of the Cadet Program. f. The strategic importance of community outreach cannot be understated. The communitys commitment to the cadet corps/squadron and commitment of cadet corps/squadron to their community is a crucial relationship. Good community relations and visibility improves the public's understanding of the program, as well as its added values and benefits as a personal development program for youth. g. Changing demographics. There is a disconnect within the region between the current location of some cadet Corps and Squadrons, and the population base required to sustain the program. This has resulted in several corps/squadrons closing and/or struggling to maintain viability. The closing and/or struggling of other cadet corps/squadrons has had to do with their being too close to another cadet corps/squadron, often within less than 5 km and with a more limited and/or declining pool of cadet-aged youth. h. To curb this trend, we must focus on adjusting corps/squadron locations to come in line with current population trends, with a comprehensive approach and vision of development and expansion. In addition, cooperative engagement across cadet corps/squadrons located in close proximity can assist with increased enrolment and retention. i. Retention. In Prairie Region, retention is as critical an issue as attracting. The Cadet Program Update (CPU) has often been regarded as one of the key elements that will help to improve cadet retention. The other key element must be the flexibility given to each cadet corps and squadron to encourage and preserve creativity in the delivery of the Cadet Program, and innovation to make cadet activities fun, stimulating, wellorganized, safe and rewarding. j. Social medias. Todays youth rarely, if ever, consult traditional media (printed newspapers, magazines, radio, television) as their first source for information and/or research. New online technologies such as the Internet, social media, etc. are preferred by young people, and increasingly by the general public. Recently the internet has overtaken the television for youth hours spent on a medium outside of school. In order to effectively communicate with youth, we must coordinate and increase our presence and visibility on social media sites and, in short, anywhere where young people communicate.
k. While government resources may not permit the use of social media by the DND/CF, we can explore opportunities to cooperate with our civilian partners in the Leagues, including corps sponsors, to take advantage of these emerging communication options (an excellent example is the league sponsored photo sitewww.prairiecadets.smugmug.com;
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l. Public perceptions and concerns. The Cadet Program is perceived by some Canadians to be too militaristic and, in the past several years, some critics have claimed that the program is a recruiting vehicle for the CF. This is a challenge that must be addressed in changing the perception of the general public by demonstrating that the program is a positive youth development program and not about recruiting for the military.
COMMUNICATION THEMES
20. Building a strategic plan requires a clear vision on what we wish to achieve. Communications is always based upon four distinct principles (or tenants)-inform, persuade, influence and engage. From these principles evolves our themes and then the plan. Understanding our sphere of influence (stakeholder analysis- Annex D) allows the strategic planning to identify key themes. From the analysis these key themes emerged: a. Enable the key stakeholders to find the story, get the story and tell the great cadet story. b. Engage influential stakeholders to promote the cadet experience within their own circles. c. Ensure the internal stakeholders have healthy and robust communications identifying the good work within the RCSU (Pra). STRATEGIC GOALS/OBJECTIVES/TACTICS 21. This plan outlines the strategic communications products and activities to be implemented in promoting a positive public image for the Cadet Program and raising the public profile of the Cadets in Prairie Region (Annex A). Annex A also identified roles and responsibilities when working towards the stated goals. This aim is to strengthen community support for the program, resulting in increased cadet attraction and improved cadet retention. 22. Key goals include: a. Enhance the communications within the region by using all available capabilities within the CF and by utilizing our relationships with all league partners (social media). b. Ensure cadets are able to communicate their cadet experience with friends and family. c. Establish stronger stakeholder relations where it enables them to communicate our mission. This could include: (1) Establishing their commitment to the program (2) Providing the information to the stakeholders so as to have them connected to ensure their efforts assist in promoting the cadet mission. This could be in the form of newsletters, promotional materials with easy and available access. (3) Ensuring adults understand they are a vital part of the program as their leadership provides continuation of the growth of the cadet corps.
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UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK 23. The objectives that will support the strategic plan include: a.
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Position the Cadet Program as the program of choice for Canadas youth by: (1) Educating parents and family members of youth that the Cadet Program provides an advantage for their children; prepares them for success; gives them an edge in life and in their social development. Young men and women who are cadets are better prepared and therefore are given stronger consideration when applying for jobs in any career. The transferable skills, such as leadership, succeeding during challenging activities, and confidence, are attractive for employers; (2) Ensuring that new cadets are brought into the group right away by providing cadet Corps and Squadrons with the tools to properly welcome new cadets on first contact and make them part of the action (orientation of cadets/parents, pairing with senior cadets); and (3) Having current cadets address the concern of schoolwork and time management by coming up with their own key messages on how they cope and manage the expectations. This positions the cadet program as not only being attainable but can help with school work and time management. Youth do not want to hear this from adults, but hearing it from their peers will help with the positioning.
b. Engage the community as a partner in preparing its young people as good citizens and leaders by: (1) Demonstrating to community leaders that the Cadet Program belongs to their community and benefits their youth by providing tools to instil the quality of citizenship, self-discipline, and work ethic; (2) Increasing awareness and encouraging more communities to formally consider the benefits of establishing a new Cadet Program for their youth and/or support existing programs; and (3) Encouraging and supporting each cadet corps/squadron to heighten the awareness of their Cadet Program within their community. c. Strengthen and leverage partnerships to promote cadets by: (1) Partnering with community contacts i.e. local media, youth centres, police and fire chiefs to promote the Cadet Program as a clear lifestyle choice for Canadian youth; (2) Providing communications support for parents of current cadets acting as ambassadors of the Cadet Program when promoting the many benefits and rewarding opportunities that are available; (3) Enhancing cooperation and coordination with other community groups/leaders, during community events/activities and information initiatives i.e. Duke of Edinburghs Award Programme; (4) Providing Cadet Program communications products and materials to identified partners and stakeholders; (5) Utilizing present and former cadets (alumni), including parents of former and current cadets, as ambassadors of the program; and
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(6) Enabling stakeholders to tell the cadet story through various communication products, by promoting the sharing of our communication products such as e-newsletters (InSight), websites and photo sites. 24. Potential constraints that may affect the implementation of this plan are as follows: a. Availability of personnel. Implementation of a community-based approach will required extensive involvement from local cadet Corps and Squadrons. Staff and cadets are very busy and difficulty may be encountered in seeking volunteers to assist promotional activities; b. Resource constraints. There is currently a strategic review taking place within DND aimed at reducing expenditures. As such, financial constraints may impact this activity e.g. availability of pay, O&M funding, etc. c. Media environment. Although the Internet has opened the social media, it also has affected the mainstream media. Todays generation are more interested in reading about the news moments after, not the day after, it occurs. News rooms throughout the country are suffering financial distress and losing staff through lay-offs and journalist migration. The print news industry in Canada has been seriously affected. 25. On the opportunity side, we have well over 10,000 potential spokespeople, cadets and cadet instructors, who are living and breathing the Cadet Program everyday. They are deeply rooted as members of their communities and are very clearly our best resource for getting the message out about cadets. With strategic thought and creativity on the part of local Corps and Squadrons as well as RCSU(Pra), we will endeavour to incorporate a public affairs component as an essential element of already existing programs, and creating new opportunities where possible and practical.
MESSAGES
26. The overall theme for this plan is, Find the Story/Get the Story/Tell the Story. Its an activity-based capability that showcases cadets and CIC officers engaged in robust and exciting adventures. Whenever providing media products many of the key messages are placed within the context of Telling the Story. Annex C provides a wider range of relevant messaging however core messages need to be highlighted within this plan. 27. The following overarching key messages apply to this plan: a. The Cadet Program is a national youth development program which aims to grow in youth the attributes of good citizenship and leadership, promote physical fitness, and stimulate the interest of youth in the sea, land and air activities of the Canadian Forces; b. In Cadets, you have the opportunity to meet new friends, participate in challenging activities and have fun in a safe environment; c. Along with the Cadet Program offering positive developmental activities for youth, it also offers concrete benefits to the community by channelling youth energies into worthwhile community projects;
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d. The Canadian Forces, along with its league partners, have historically provided the support and sponsorship for the Cadet Program and, as such, is the only federallysponsored youth program. The program has evolved into an activity-based program where the Canadian Forces proudly supports Canadian youth in developing leadership, physical fitness and citizenship. There are no expectations on recruitment or military service. Cadets is all about having fun, being challenged and developing transferrable life skills that will benefit young people in whatever career path they choose; and e. Cadets are supervised by full and part-time officers of the Cadets Organization Administrations and Training Services (COATS), a branch of the Canadian Forces Reserves dedicated to the administration, supervision and training of youth. COATS officers come to the Cadet Program from all walks of life teachers, police officers, farmers, salespersons, retired and former Canadian Forces members, etc. and share a common dedication to their communities through their involvement in this important youth program. 28. Messages directed specifically to youth (need to be delivered with personal experiences): a. b. The Cadet Program is fun and challenging; Experience your next adventure. There are opportunities to travel;
c. What is your ultimate challenge? Sailing, glacial climbing or flying an aircraft? Find it in cadets; d. e. f. Fun. Challenge. Friends. Are you getting the benefits? ; What do you want to do next summer? Cadets offers unique summer programs; The Cadet Program gives you friends for life;
g. As a Cadet, you participate in stimulating activities and exciting challenges that are specifically geared to youth who have a taste for adventure; and h. You are part of an extraordinary team that thrives on challenging activities. 29. Messages directed specifically to adults (need to be delivered with personal experiences): a. Give your children structure, goals and a safe environment for them to learn and achieve. Give them an edge in the future. Consider the Cadets; b. Cadets can help your son or daughter make a positive transition from adolescence to adulthood; c. As a Cadet, your children can enjoy advanced-training opportunities that emphasize teamwork, leadership, citizenship, time-management, fun, challenge and friends; d. Todays cadets learn transferable life skills, opportunities and challenges that help develop strong work ethic and introduce otherwise unknown career paths; e. Participation in the Cadet Program improves marketability. Cadets learn skills and develop leadership ability makes them more attractive to employers; f. The Leagues work with business to help former cadets become more attractive for employment sectors like the aerospace and maritime industries; g. Young people who participate in the Cadet Program learn how to live a healthy and active lifestyle, to be a member of a team, to exercise sound judgement, to communicate effectively, to solve problems and to think critically and creatively; 5-11
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h. Cadets learn the value of community, leadership and the contributions of the Canadian Forces to Canada. Cadets are not in the military and do not learn military skills. There is no expectation for them to join the Canadian Forces; and i. As parents, you can become a cadet instructor today and have a hand in the development of the leaders of tomorrow. 30. In all cases, the general messages outlined above should be supplemented by personal experiences. Detailed talking points about the Cadet Program can be found at Annex C.
AUDIENCES
31. Three primary audiences are targeted in this plan as follows: a. Youth ages 12-18. The goal of targeting this audience is to generate interest amongst local youth in joining cadets, specifically the 11 to 13 age bracket for entering the program and 13 to 18 age bracket for retention; b. Influencers of youth ages 12-18. The goal of targeting this audience is to generate support from those in a position to influence youth ages 12-18 such as parents/guardians, other family members, teachers, guidance counsellors, etc; and c. Community leaders. The goal of targeting this audience is to generate support for the Cadet Program from community leaders such as mayors, town councillors, police chiefs, etc. 32. Potential partners in the implementation of this plan are all Cadet Program stakeholders, and other persons who are supportive of the Cadet Program and willing to proactively promote the program. Examples as follows: a. Internal: (1) (2) (3) (4) b. (1) (2) (3) (4) (5) (6) Cadets; Parents of cadets; Cadet instructors; and Leagues and sponsoring committees. Former cadets, parents of former cadets, and former cadet instructors; Youth service providers; Charitable/community organizations and associations; Youth employers and the business community at large; Political and community leaders; and The media.
External:
PRODUCTS AND ACTIVITIES

33. Overview. This plan focuses on working closely with and supporting the tri-element activities, including common training, establishing close relationships with the league sponsors and moving forward with the various established working groups designed to promote emerging communications that enhances the ability to tell the cadet story. The most effective activities and tactics are ones that are locally driven and community-based.
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34. Concept of Public Affairs Operations. The basis of the RSCU (Pra) PA success is its ability to deploy to the regional activities within Canada. This also includes Corps and Squadrons activities that are beyond ordinary and routine. RCSU (Pra) understands the limitations of corps to tell the story effectively. As such we expect this deployability to continue in support of prairie cadet activities. Additionally access to the RCSU (Pra) PAOs is vital for Corps and Squadrons. PA availability to support and advise the Corps and Squadrons is paramount to successful local promotions. 35. Community Based. The local cadet program is not only based in the community, it belongs to the community. As a good community citizen, sponsors and the cadet Corps and Squadrons that they support, need to be aware and part of local community councils and committees that are involved and concerned with youth issues and activities. Corps and Squadrons need to demonstrate to community leaders that the Cadet Program belongs to their community, invests in their community, and benefits their youth by providing life skills that instil citizenship, self-discipline, and strong work ethic qualities. 36. Keeping the Experienced Cadet Leadership. When addressing retention concerns, the quality of the cadet experience is paramount. Implications of the Cadet Program Update (CPU) are only beginning to show very favourable results. Additional choice and an increase in handson activities are being very well received. 37. Increased advancement and further opportunities for cadets as they progress through the program are also proving favourable. Retention will remain as a key focal point and effort needs to be directed there. The effectiveness of the CPU in addressing retention will be fully evident in a few years, although, early signs and feedback are proving positive. 38. There are three principal spheres of influence or channels of communication through which we can effectively promote the program and attract youth 12 to 13 years of age. These channels are: a. Youth talking to youth. This is the most direct and powerful means of attracting the prime market segment; b. Primary influencers. These are the people who have a direct influence/authority over youth. The Corps and Squadrons, as well as the league sponsors, need to talk to the people who talk to youth including parents, teachers, coaches, youth centre leaders, etc. These individuals should be used as ambassadors whenever possible; c. Community leaders. While this group has no direct access to the 12 to 13 year old recruit target, they have a strong impact within the community, and they represent the broader community support for the Cadet Program, including mayors, city councillors, police, fire fighters, etc). 39. External communications. This plan is comprised of a menu of activities and initiatives designed to raise the profile of the Cadet Program in Prairie Region through proactive external communications. Some will be pursued at the regional/provincial level and others are available for implementation at the local level according to local circumstances, dynamics and preferences. Where local initiatives for retention or attraction are developed, cadet Corps and Squadrons are to ensure they are reported to RCSU (Pra) for promulgation, tracking and best practise sharing across the CCO.
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40. The key external communications products and activities that will be utilized in support of the implementation of this plan are outlined in the activities implementation plan at Annex A. RCSU(Pra) PAO will develop event specific PA plans for the regional/provincial events with direct PA support. RCSU(Pra) PA will provide PA templates, tools and resources to stakeholders at all levels for use in planning local events and initiatives (Annex B). 41. Media relations. Stakeholders at all levels are encouraged to engage the media to highlight the positive impact that the Cadet Program makes within the community. In accordance with reference C, members are authorized to engage the media on positive subjects that fall within their area of experience or expertise. Members are not authorized to speak with the media on matters that are outside their area of experience or expertise, and this includes significant incidents, issues and crisis scenarios. 42. Websites and Social Media/Web 2.0. Canadas youth are interested in new technology. In order to effectively communicate with this segment of the population, we must have a robust presence on the Internet and in social media forums. 43. The Prairie Region website has gone through a facelift and revamping to make it more interactive and appealing to youth. In addition, the RCSU(Pra) PAO will engage in cooperative relationships with the Leagues to facilitate the use of social media in promoting the Cadet Program through events/activities of regional/provincial interest i.e. expedition. Social media tools (i.e. Facebook, Twitter, Flickr, etc.). as well as podcasting, online interactive Q&As, chat rooms and videos provide exceptional access to the youth audiences. 44. CSTCs and premier events/activities. It is recognized that the Cadet Summer Training Centres (CSTCs), and premier events and activities, such as sailing, expedition, flying/gliding, exchanges, etc., offer prime opportunities to showcase the many unique experiences available to young people through participation in the Cadet Program. These experiences are often regarded by the participants as once in a lifetime experiences. 45. PA activities associated with CSTCs and premier events/activities will have a cadet telling the cadet story focus. In other words, the PA objective will be to enable the cadets to share in their experience back to their hometowns, to highlight the travel and opportunities available to youth in local communities through participation in the Cadet Program. Promoting the CSTCs and premier events/activities in the immediate geographical area is considered a secondary objective. 46. CSTC COs and organizations responsible for premier events/activities are tasked with implementing a PA component to their operations plans. RCSU(Pra) PA will provide direct guidance/assistance as appropriate, identify and train the PAO placement into the CSTC. A regional PA plan will be implemented each summer, with a holistic strategy across all four Prairie Region CSTCs. 47. Internal communications. Historically, internal communications efforts within the Prairie Region have been through routine channels, such as ROs and websites. Recently it has been enhanced with an internal e-newsletter, InSight, that identifies the great accomplishments by cadets and their CIC officers. This plan will aim to grow this superior capability with the goal of developing a most efficient and effective framework of internal communications within the organization.
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48. The following key products and activities will be utilized in support of efforts to improve internal communications: a. Utilize existing external website as well as internal publications such as The InSight, Xperience (new D Cdts e-newsletter), The Maple Leaf, and other CF publications to keep stakeholders up-to-date regarding Cadet Program activities. RCSU(Pra) PA is tasked to coordinate article solicitation from stakeholders at all levels of the organization. Corps and Squadrons are expected to contribute stories and imagery for publication; b. Develop a single dedicated folder within CadetNet (electronic repository) to post communiqus detailing new/current policy related decisions. This would be a single source one stop shop for the latest information, direct from the Command Team; c. Promote a healthy flow of information between unit leadership and stakeholders though town halls, COs coffees, podcasts, and various other formal/informal meetings; d. Capture high quality imagery and post up the exciting cadet imagery onto the wildly successful Prairie Cadets photo site www.prairiecadets.smugmug.com; and e. Develop issue-specific internal communications plans and associated products (i.e. Q&As, Talking Points) that assist members with prepared messages when discussing the cadet program with the cadet corps, public and the media (examplereconstitution of the biathlon rifles during 2010). 49. Issues and crisis management. In 2010 RCSU (Pra) PA staff managed over 50 issues that impacted our PA posture. Although most were minor in nature there were still many that implied possible criminal and court actions. Crises are a reality of doing business in any organization. In order to promote public confidence and minimize damage to an organization, every effort must be made to identify issues proactively and manage crisis scenarios in an efficient and effective manner. 50. While a crisis is essentially an event or series of events that undermines public confidence and causes damage to an organization, an issue is an actual event or potential incident that may lead to public concern and/or cause damage to an organization. Every issue has the potential to develop into a crisis and it is paramount that they be dealt with proactively to ensure that potential impacts are minimized. 51. All issues and crisis communications situations are coordinated at the regional level. The RCSU(Pra) SPAO is the PA lead for all issues and crisis situations within the Cadet Program in Prairie Region. Personnel within the RCSU(Pra) and subordinate units are not authorized to engage the public and/or media in relation to issues/crisis without approval from the RCSU(Pra) CO and advice and assistance from the RCSU(Pra) SPAO. 52. The RCSU(Pra) SPAO shall be informed of all potential issues and included in all significant incident reports. 53. Mobilization and motivation. Support from leaders at all levels of the organization is critical in order to implement this plan. Through this strategy, the Command Team is challenging all stakeholders to raise the bar, and explore any/all opportunities to profile the Cadet Program in the community. To this end, leaders at all levels will actively promote opportunities to engage local communities and media.
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RESPONSIBILITIES AND COORDINATION

54. Primary responsibility for the implementation of this plan rests with the RCSU(Pra) CO. Sub-responsibilities are detailed as follows: a. RCSU(Pra) CO. The RCSU(Pra) CO is responsible for overall coordination of this plan, with the support of the RCSU(Pra) SPAO. Commanders of subordinate organizations such as cadet Corps and Squadrons, CTSCs, etc., are responsible to coordinate implementation. b. ACICOs. All ACICOs shall liaise closely with the RCSU(Pra) SPAO to support and provide guidance to local cadet corps and squadron during Corps and Squadrons promotional activities. ACICOs are also expected to be directly involved in various outreach initiatives each year, at the regional, provincial or local level. c. CSTCs. (1) CSTC COs are responsible for the implementation of the annual regional CSTC PA plan, utilizing the resources of their assigned PAO and the RCSU(Pra) SPAO; (2) CSTC COs shall liaise with the RCSU(Pra) SPAO to ensure that emerging social communications capabilities are enhanced so their cadets can tell the CSTC cadet story; and (3) CSTC PAOs are responsible to provide PA inputs required in support of the annual regional CSTC PA plan, primarily through provision of web content (copy and imagery), and hometown news releases. The CSTC PAOs greatest challenge will be finding the means for their cadets to communicate their summer experience to their friends and families. d. Cadet Corps and Squadrons. (1) CO. In accordance with reference E, cadet corps and squadron COs are responsible for implementation of a local PA program. Further to the guidance provided at this reference, local Corps and Squadrons are expected to participate in regional and provincial PA initiatives where possible/practical, and conduct a minimum of two local outreach activities each year (at least one targeted specifically at youth and one targeted specifically at adults); and (2) Unit Public Affairs Representative (UPAR). Cadet corps and squadron COs should appoint a UPAR to coordinate local PA efforts i.e. outreach, submissions to local media, etc. The UPAR should plan and execute local PA initiatives as directed by the CO and in cooperation with local League, corps/squadron staff, cadets, and parents. Support and guidance is available from RCSU(Pra) SPAO. The UPAR could be an officer, league sponsor or adult volunteer.
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e. Service support. Event specific communications plans shall be developed by organizations, CSTCs, etc. as required. These plans can take the form of a standalone plan or an annex to a larger operations order. They will detail all public affairs activities associated with a given event/activity and will coordinate all service support requirements including transportation and vehicle requirements, rations, general stores/materials, administration/pay requirements, etc. A sample plan will be included in the PA toolbox to be distributed in 2011. f. Financial and resource requirements. The allocation of financial resources to effectively implement this plan will be zero-based annually and controlled by the RCSU(Pra) CO. Budgets will be allocated based on corps and squadron, regional plans/requests in applicable operating plans. g. RCSU(Pra) DCO will review controls on plans, policies and budget annually. Due to contingencies, RCSU(Pra) DCO may find it necessary to change or reassign financial resources on a more frequent basis than annually. h. As it pertains to RCSU(Pra) PA financial requirements, the RCSU(Pra) SPAO will submit a budget plan to RCSU(Pra) CO on an annual basis. It is recognized that the RCSU(Pra) PA section requires a notional amount of funding to facilitate PA support to the region through travel, personnel training/augmentation, promotional material, etc. i. Reporting. All organizations are expected to monitor and track PA initiatives, including stats on number of events, After Action Reports (AARs), etc. RCSU(Pra) PA will provide appropriate tracker templates for use by applicable organizations. This data is considered essential for evaluation purposes. 55. Designated Spokesperson. The RCSU (Pra) CO, in consultation with the RCSU(Pra) SPAO is designated primary spokesperson for the Cadet Program in Prairie Region. It is recognized that the cadets themselves are our best spokespeople. Maximum effort will be made to use cadet spokespeople, along with their instructors where appropriate, as much as possible throughout the implementation of this plan. 56. Public Affairs Contacts. PAO support for the implementation of this plan will be coordinated by the RCSU (Pra) SPAO, Major Mike Lagace, (204) 833-2500 ext 4939 (office), (204) 232-8579 (Cell), and Michael.lagace@forces.gc.ca (email). 57. Authority and Coordination: a. Command coordination. PA is a command responsibility and the RCSU(Pra) CO has overall command authority for this plan. Commanding Officers of subordinate organizations such as cadet Corps and Squadrons, CSTCs, etc., are responsible to coordinate implementation; b. RCSU(Pra) SPAO. The RCSU(Pra) SPAO reports directly to the RCSU(Pra) CO on all PA matters in relation to this initiative, and will maintain a close liaison with the internal organizations and personnel responsible for implementation of this plan. In addition, the RCSU(Pra) SPAO will maintain an active liaison with PA Technet to include C Res & Cdts PA Coord and 2 Cdn Air Div PA;
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c. Communications Committee. The RCSU(Pra) PAO will chair a Regional Communications Committee which will include the representatives from all eleven League branches in the Prairie Region. The committee will convene quarterly to discuss communications issues and emerging opportunities to cooperate across the DND/League partnership, as is pertains specifically to raising the profile of the Cadet Program in Prairie Region; d. CPGI Working Group. The RCSU(Pra) CO ordered a WG to stand up in Nov/10. The RCSU (Pra) SPAO will serve on the WG to provide communications council and advice to the members on the WG, which includes various members from the RCSU (Pra) and league sponsors; e. Development of PA products. PA products will be developed by the RCSU(Pra) PAO and/or applicable UPAR and forwarded to the next level in the chain of command for final approval. All stakeholders should liaise directly with the RCSU(Pra) SPAO in relation to all requirements for PA support and assistance with the development of PA products e.g. media advisories, news releases, talking points, media kits, etc.; f. Liaison with external organizations. Liaison with external organizations shall be coordinated by the OPIs assigned to individual events/activities. The RCSU(Pra) SPAO shall be included in all meetings and related correspondence for initiatives of regional/provincial significance. Assistance with local initiatives may also be available, if time permits; and g. Service support. The OPIs shall be responsible to coordinate all personnel and logistical support requirements such as vehicles, meals, administration, etc. The RCSU(Pra) SPAO shall be responsible to coordinate all PA support requirements such as display units, promotional materials, etc.
EVALUATION
58. This plan will be evaluated as follows: a. Statistical data. Number and scope of outreach initiatives, measuring frequency and quantity of direct audience contact. RCSU(Pra) PA will maintain a PA planner for events involving direct PAO support, as well as an outreach tracker to capture statistics of provincial and local outreach events; b. Anecdotal feedback. Lessons learned will be collected from those program stakeholders involved in implementing the products and activities outlined in this plan. Where possible/practical, stakeholders organizing outreach events will complete an After Action Report (AAR) for submission through the applicable chain of command. RCSU(Pra) PA will maintain a file of AARs and will coordinate sharing of lessons learned with the appropriate audiences; c. Enrolment impact. Through Fortress V2, enrolment and membership termination statistics will be analysed on the completion of each cadet year and captured by the Region CPGI WG; and d. Media monitoring. RCSU(Pra) PA will obtain media clips of all events with direct PAO support, and other regional/provincial/local initiatives as required. Type and tone of media coverage will be considered in evaluating the impact of this plan. 59. This plan forms the basis of an overarching strategy which will remain in effect for a period of three years following the date of signature. It will be evaluated on an ongoing basis and, depending on the situation, products and activities can be adjusted if required.
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60. The CPGI WG will regularly discuss data obtained through the evaluation methods outlined above, and will make recommendations on type, frequency, implementation, of ongoing products and activities. 61. Adjustments to the plan shall only be made with the approval of the undersigned and in discussions with the RCSU(Pra) SPAO. Questions regarding this plan shall be directed to the RCSU(Pra) SPAO.
LL Brodeur Lieutenant-Colonel Commanding Officer Annexes: Annex A Public Affairs Activities Implementation Plan Annex B PA Tools and Templates Annex C - Talking Points about the Cadet Program Annex D Stakeholder Analysis Annex E SWOT Analysis Distribution List Action All Cadet Corps and Squadrons All RCSU(Pra) Pers All ACICOs Information NDHQ Ottawa/D Cdts & JCR 2 Cdn Air Div/COS All Cadet League Presidents/Chair
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PA Contact List RCSU (NW)

Major Mike Lagace Department Head Public Affairs RCSU (NW) PO Box 17000 Stn Forces Winnipeg, MB R3J 3Y5 Phone: (204) 833-2500 Ext 4939 Fax: (204) 833-2583 1-800-842-1851 (Option 1) Michael.lagace@forces.gc.ca Cell: (204) 232-8579 Captain Kerry Walker Region Public Affairs Officer RCSU (NW) PO Box 17000 Stn Forces Winnipeg, MB R3J 3Y5 Phone: (204) 833-2500 Ext 4937 Fax: (204) 833-2583 Kerry.Walker@forces.gc.ca
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Public Affairs Activities Implementation Plan

Introduction
Action planning typically includes deciding who is going to do what, by when and in what order, so that an organization can reach its strategic goals. The design and implementation of action planning depends on the nature and needs of RCSU (Pra). The regions commitment to strategic planning is important to the extent that: 1. the organization completes action plans to reach each strategic goal; and 2. the plan includes numerous methods for verifying and evaluating the actual extent of implementation of the action plan.
THEMES/GOALS/OBJECTIVES/ACTIVITIES
The three identified themes within the strategic communications plan provides the base to implement associated activities that meet the strategic goals. As identified in the communications plan (Para 20), RCSU (Pra) staff efforts need to focus on three emerging themes: d. Enable the key stakeholders to find the story, get the story and tell the great cadet story. e. Engage influential stakeholders to promote the cadet experience within their own circles. f. Ensure the internal stakeholders have healthy and robust communications identifying the good work within the RCSU (Pra).
Regional Cadet Support Unit (Prairie) Activities Action Plan Matrix

The following Activities Action Plan matrix specifies actions needed to address each of these strategic goals. In this action plan, communicators must consider strategic goals of the RCSU (Pra) communications mission, in order to be effective and efficient to support the regions overall mission. The format of this action plan was written to address critical needs of the organization. The plan for the organization specifies: 1. The goals that are to be accomplished; 2. How each goal contributes to the regions overall strategic mission; 3. What specific results (objectives) must be accomplished in order to achieve the goals of the region; 4. How those results will be achieved; 5. Who is responsible to implement the objectives; and 6. When the results will be achieved (or timelines for each objective).
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Developing Objectives and Timelines
Strategic Goal #1
Strategy 1.1 Leadership in Region Communications: Region PAOs and Provincial League PA Reps form as a quarterly working group.
Enhance the communications within the region by using all available capabilities within the CF and by utilizing our relationships with all league partners (social media). Objective Responsibility Timeline 1.1.1 PA Working Group continues to meet, RCSU (Pra) SPAO Immediate discuss current and future issues and find is to ensure solutions for communications to the cadet workgroups take corps and league partners. place. 1.1.2 Opens PA training opportunities and discussions with league partners. 1.1.3 This strategic relationship enhances the trusted relationship between the partners and contributes to better promotion of the cadet program by all parties.
1.2 Region PA continue to support the National Cadet activities as a valued member of the team (biathlon/marksmanship/ expeditions, etc).
1.2.1 Best practices are established and brought back to the Region to support the implementation of other initiatives. 1.2.2 As other regional activities expand across Canada (ex: Wintersail/ Expeditions), other regions could provide surge support when deployed outside region. 1.3.1 As the social mediums expand within the communications environment, a coordinated effort to ensure cadets are able to tell their great story enables their experience to be told though twitter/facebook, websites. 1.3.2 With a focussed approach to establishing professional PA support, the guidance and mentoring of the assigned members to the centres will continue before during an after the CSTC period. This will ensure the initiatives and experience continue to grow and develop to its full potential.
Region SPAO ensures their dept is available for the annual activities, including the PA planning process. Region SPAO ensures the PA dept identifies the employment of the qualified PAOs for the CSTCs early. This includes ensuring training begins early for the selected members to stand up the social media sites, such as the CSTC website and photo site.
Immediate
Objectives are specific, measurable results produced while implementing strategies. While identifying objectives, keep asking Are you sure you can do this? It is important to note that objectives and their timelines are only guidelines, not rules that are set in stone. Some deviation can occur; but deviations should be understood and explained. 1.3
RCSU (Pra) establish the centre of excellence and positive control on all PA capabilities within the CSTCs to support the summer training mission.
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1.4 RCSU (Pra), in partnership with the various league sponsors, continue the development of the Regional and CSTC league-sponsored photo sites: www.Prairiecadets.smug mug.com www.Coldlakecadets.sm ugmug.com www.Penholdcadets.sm ugmug.com www.Rockymountaincad ets.smugmug.com www.Gimliglidingaircade ts.smugmug.com 1.5 RCSU (Pra) establish Facebook site capabilities at the Region and CSTCs by using available resources. 1.4.1 The photo sites have been a tremendous hit with the youth, their families and friends sharing the experiences. Over 1 million hits have been recorded during 2010. This will increase exponentially as the capability emerges.
June 2013
SPAO to continue with the lead on this capability. Each CSTC PAO must continue with the development, using their reticent capabilities. Summer 2011
1.5.1 In partnership with the leagues, this medium provides instant information to all internet-based communities. It will link in cadets, adults, friends and families on the activities of the cadets and staff.
RCSU (Pra) SPAO to lead this change with the CSTC PAOs.
Summer 2011
1.6 RCSU (Pra) continue posting onto the Region website with interesting and telling activities.
1.6.1 Websites can become dormant if there are no changing articles and activities. Although considered a static repository for common messages, the website provides another venue for all Canadians to see the great cadet activities. 1.6.2 The websites provides access to the other social mediums, such as the InSight newsletter and the league-sponsored photo site. Stakeholders easily find the great imagery and stories where they can share it within their sphere of influence.
RCSU (Pra) PAO to continue to enhance the web site.
Immediate
1.7 RCSU (Pra) prepare three regional e-copy newsletters/year (Spring Fall/Winter) as well as lead the development of the CSTC newsletters per centre (summer).
1.7.1 The e-newsletter is an internet-based publication that can easily shared with all stakeholders, including leagues and nongovernment sponsors. It provides a great view on our cadet activities, including showcasing the cadet and officers within the program. 1.7.2 Key influential stakeholders, such as the LGov per province, will receive their own copy of the newsletter thus influencing their support for the program.
RCSU (Pra) SPAO to take lead in ensuring the access to the stories, through coordination with OICs and Corps and Squadrons.
Immediate
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1.8 RCSU (Pra) provides the PA tools to the Corps and Squadrons, including training, to enable Corps and Squadrons leadership to promote their program. Tools include pamphlets, PA toolboxes, manuals. This also includes reestablishing the Prairie regions Internet PA Resource section. 1.9 As needed, coordinate and facilitate local meetings with Corps and Squadron leadership to assist with PA operations at the local level. 1.10 Develop RCSU (Pra) region specific presentation packages for use by all members of the RCSU (Pra) 1.8.1 These products will provide Corps and Squadrons the groundwork to promote within their communities in an effective and efficient manner.
June 2013
RCSU (Pra) SPAO to provide the products for distribution. Corps and Squadrons staff to utilize the products that will be in place. Fall 2011
1.9.1 This provides additional training and understanding for Corps and Squadron officers that cannot be given during the year at other conferences. This enables them to understand better the capability to promote their cadet program within their community. 1.10.1 This ensured a common message on the Canadian Cadet Organizations. Presentations can be used for attraction and information on the CCO.
RCSU (Pra) SPAO in coordination with the requesting ACO/Corps and Squadrons
Immediate
1.11 Develop better email group distribution lists to league reps and sponsors of cadets corps
1.11.1 Upon discussions and agreement from the various league leadership, this ensures better communications to the corps sponsors with relevant information on the cadet program (ie. Newsletters/ general information)
RCSU (Pra) SPAO to coordinate the packages, to be included into the web site as a resource (part of the PA toolkit). RCSU (Pra) SPAO to coordinate with the league reps.
January 2012
Spring 2011
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Strategic Goal #2 Strategy 2.1 Invite cadets to participate in speaking opportunities during core training functions for members of the RCSU (Pra). 2.2 Identify and coordinate the opportunities where cadets and officers participate in outreach and attraction initiatives. For example, in 2011 RCSU (Pra) have cadets in the Calgary parade as well as standing up a display at the Calgary Stampede with cadets to tell the cadet story. 2.3 Open the social communications within the CSTCs. Enhance the access to the computer labs and allow time for the cadets to access their communication devices, such as their i-phones, etc. 2.4 RCSU (Pra) PA deploy to regional and national cadet activities to find the story/get the story/tell the story.
Ensure cadets are able to communicate their cadet experience with friends and family. Objective Responsibility Timeline 2.1.1 All RCSU (Pra) staff hear the cadet RCSU (Pra) Trg Svcs April 2011 story first hand and understand the O. and ongoing impact of their own jobs within RCSU (Pra). Builds morale and inspiration.
2.2.1 Cadets and officers engage the various venues with their displays thus enabling interested persons to look at the youth programs, either as potential instructors or youths recruited. 2.2.2. Cadets experience another side of the cadet program with the opportunity to become part of a great show, thus supporting retention of cadets.
RCSU (Pra) SPAO continue to identify and initiate opportunities, in coordination with RCSU (Pra) Trg Svcs O. Corps and Squadron COs initiate in the opportunities to engage into their community events/parades. RCSU (Pra) CSTC PAOs to assess access to communications and enhance their capabilities. An analysis of this initiative will be conducted at end-summer for effectiveness and capability. RCSU (Pra) SPAO, in coordination with RCSU (Pra) Trg Svcs O, to identify activities involving the four OICs on the cadet activities (Sea/Army/Air/Common Trg) Corps and Squadrons COs to recognise extraordinary events and coord with RCSU (Pra) PA office.
April 2011
2.3.1 Stories about their great adventures and training will be promulgated immediately to their circle of friends while away during the summers. This raises interest in the program, thus raising opportunity for attraction back at their home Corps and Squadrons.
Summer 2011
2.5 RCSU (Pra) PA to coordinate with various Corps and Squadrons when exciting and interesting events/training occur.
2.4.1 Professionally covering off the events provides material (photos/videos/writing) for the cadets and other stakeholders to share the stories in all venues of communications, including mainstream media and internet-based platforms (website/photosite/enewsletter). 2.5.1 Corps and Squadrons need opportunities for attraction and retention events to occur. PA support to their functions enhances that possibility. 2.5.2 Corps and Squadrons will be come familiar with communication techniques as they engage the PA practitioners. 2.5.3 Cadets become involved in the process and attraction. They become part of the attraction solutions.
April 2011
April 2011
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Strategic Goal #3
Strategy 3.1 Corps and Squadrons establish closer ties to the community social and political leadership by inviting them to an interesting corps activity (beyond the usual ACRs).
Establish stronger stakeholder relations where it enables them to communicate our mission. This could include their commitment to the program and enabling them to tell the cadet story. Objective Responsibility Timeline 3.1.1 Key community influencers will Corps and September experience an excellent cadet activity Squadrons COs 2011 where the cadets engage in opportunities in leadership, physical fitness, citizenship and CF awareness. 3.1.2 Inviting the various leadership provides a venue to recruit for potential CIC Officers and Adult volunteers. For example, small communities have teachers/police, and others interested in youth welfare and development. Promote your event to these key stakeholders with an invitation. 3.2.1 A hard copy of a good-looking and interesting cadet activity product provides another key form of information that can be retained at their level. The opportunity for these key influential stakeholders to share the information provides another venue to identify a great cadet program. RCSU (Pra) PAO to establish a key mailer distribution list for our regional products. November 2011
3.2 Develop a mailer list to key stakeholders who would not be in regular contact with our social medium sites. Products, such as the enewsletter, InSight, would be printed out and mailed to this distribution group. This stakeholder group do not generally have time to access the e-newsletter. 3.3 Define key opportunities to invite key influential stakeholders to participate in exciting cadet activities, such as the National Expedition (June 2011). Biathlons, Sailing and Air Ops.
3.3.1. Stakeholders experiencing what cadets experience allows the key influencer to tell the cadet story in a more robust and enduring manner.
RCSU (Pra) SPAO to establish an Executrek form of activity where a coordinated event allows a number of stakeholders the opportunity to see and feel the great event . RCSU (Pra) SPAO to coordinate all request for support.
April 2012
3.4 Maintain a graphics capability that enhances RCSU (Pra) products and promotions. (ex- developing a new pamphlets on attraction teachers/professionals into CIC occupation). 3.5 ACICOs assist in promoting the attraction campaigns and public relations at assigned corps in cooperation with the League and corps sponsoring bodies.
3.4.1 Internal and external stakeholders will come to rely upon the PA capability held within the RCSU (Pra). It will build trust and respect, as well as build recognition on the professionalism and support the PA staff hold.
Completed
3.5.1 This tactic shows a deep commitment for all assets of the RCSU (Pra) to support the recruitment and retention of cadets. League sponsors, parents councils and Corps and Squadrons will see and respect the support provided by RCSU (Pra)
RCSU (Pra) Trg Svcs O to coord with ACICOs and RCSU (Pra) PA
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3.6 Establish new approach to Corps and Squadrons and others to obtain promotional materials and items for their use during attraction and retention activities. 3.7 Establish a Prairie Cadet alumni program. 3.6.1 Corps and Squadrons have easier access to the items so there is no waiting or shipping issues. Their ability to promote the cadet program within their local area becomes enhanced. 3.7.1 Former alumni can inspire and motivate cadets and CIC officers, thus enhancing retention and growth. 3.6.2 Many former alumni are engaged in strategic and influential positions of authority. They can utilize their sphere of influence to support other cadet corps or assist in attraction opportunities. 3.8.1 Providing the expertise is essential for many league sponsors as we have the capability within the various communication platforms to easily mentor and assist leagues during their approaches. 3.9.1 Training the staff into inviting media and other stakeholders at the centres allows for promotion of the cadet activities, specifically when the red corps experience the activity.
June 2013
RCSU (Pra) PAO and Sp Svs O to coordinate the transition of stores to the CSGs. RCSU (Pra) Trg Svcs O to coordinate with RCSU (Pra) SPAO to establish communication links. This initiative requires a separate PA plan. Sept 2011
April 2012
3.8 Provide expertise and, when possible and available, products to support the sponsoring leagues during attraction initiatives within the communities. 3.9 Train staff at the regional centres (Sailing/Expedition/Gliding) on inviting key stakeholders (media/town reeves, etc) when the cadet corps/sqns attend the centre during their corps activity 3.10 RCSU (Pra) establish a working relationship with the various provincial LGovs and their staff. This includes the encouragement of having CIC Aide-de-camps positioned to support the LGov.
3.11 RCSU (Pra) commit to supporting a premier CF Op Connection activity- The Calgary Stampede. This includes the parade and exhibition grounds. (also covered in Strategic Goal #1)
3.10.1 LGovs have a great sphere of influence with all communities within their provinces. Part of their mandate is to promote the development of youth and education. Keeping the cadet program at the forefront of their discussions provides opportunity for cadet population growth. 3.10.2 Educators are looking for options for youth to engage in positive environments. The LGovs are invited to many functions where educators, at all levels, have opportunity to discuss social issues. The Cadet program can be offered as a solution. 3.10.3 CIC Aide-de-camps provide insight for the LGov during profile events and this enables dialogue amongst the communities where the LGov may wish to promote the youth program choices. 3.11.1 One of the most high-profile activities in Canada, there will be over 350,000 viewers on the parade (2009 estimates) route and 1.2 million visitors to the exhibition grounds (2006 estimates).
RCSU (Pra) SPAO to coordinate with the various provincial and Corps and Squadrons leagues sponsors upon request. RCSU (Pra) SPAO conduct training of the centres staff on media invites. ACICOs and ACOs highlight the red corps and assist in the invite during that corps activity. RPAO in consultation with the Trg Svcs O to promote the opportunities with the various provincial LGovs.
Immediate
Fall 2011
January 2012
RPAO to coord with 41 CBG. Alberta League reps to assist with production and manning
July 2011 and onward.
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Conclusion
Available assets (equipment/locations) and resources (cadets/instructors) that easily showcase the program need to be in place and accessible when implementing the plan. This plan involves taking what we already do, such as weekend activities, and expanding it to include key stakeholders who can provide visibility to the cadet experience. Even with financial restraints there are many opportunities to tell the cadet story without expending valuable time and funds. Its just a smarter way of conducting business using what is already in place and making it work for us when telling the cadet story.
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PA Toolbox and Templates

Introduction
PA practitioners and others who enter the PA realm of activities have a number of promotional tactics and templates for their use. Such things, such as Media Release Lines and Backgrounders are key products that need to be utilized during an issue when the media become interested in a specific occurrence or even an enduring complicated issue. Templates and products provide the practitioner with the ABCs of product development. This annex will provide locations and access to some of the more common tools within the RCSU (Pra). This includes the toolboxes that our league partners are also working on. RCSU (Prairie) Public Affairs There is a section within our website that provides resources for cadet corps and squadrons. It can be found under: http://www.cadets.ca/repository-repertoire/ and accessed with the username cadets and password cadets.
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Future Planning for RCSU (Pra) Presently working on a comprehensive Unit Public Affairs Handbook that will augment the National PA toolkit. It had been developed a few years ago under another capacity. Will be making it cadet-friendly. D Cdts Developing a PA toolbox for the corps and squadrons. This will include a box with aide-dememoires, electronic digital templates and easy instructions. Anticipated date of releaseSummer 2011. Printer Ready Promotional ItemsA variety of promotional items can be found at http://www.cadets.ca/repository-repertoire/ in their appropriate folders. Access can be granted with the username cadets and password cadets.
Booklet - Cadet Experience Sea Cadet Brochure Army Cadet Brochure Air Cadet Brochure Cadet Posters Cadet Program Fact Sheets Cadet Program Kit Folder Distribution Box Front Panel Cadet Program Info Cards Cadet Pamphlet Distribution Box Assembly Instructions Bookmark - Front Bookmark - Back
Public Affairs Resource Centres (PARC) The PA Resource centres are DND-based portal sites where CF DNDS practitioners can enter the portal and obtain many templates and public affairs plans. This access is only open to CF PAOs. LFWA Collaboration Site Collection- (access has to be granted) http://lfwa.kingston.mil.ca/LFWAPAO/default.aspx ADM PA Websites Master Template for Media Liaison Office- media advisories/ News Releases/ Backgrounders/ Public Service Announcements/ Statements http://dgpa-dgap.mil.ca/mlo-slm/index-eng.asp Public Affairs Handbook- a practitioners guide to internal communications http://veritas.mil.ca/int_comm/index-eng.asp
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League Partners The Navy League of Canada

The Navy league has an excellent website. Within the website they established a very comprehensive on-line library http://www.navyleague.ca/en/members/pr-tools/
There are useful files available for cadet Corps, Branches, Divisions and other members of the Navy League. If there is something missing and it could be useful for you or for another member of the Navy League, please contact the National office at national@navyleague.ca.
Guide on how to organize an activity Organize your own Communications workshop Logos of the Navy League Public Relations Brochures Advertising Templates (including posters)
Contact for the Navy League of Canada- Public Affairs Andrew Warden Maritime Affairs & Communications Coordinator
By E-mail: awarden@navyleague.ca By Phone- toll-free at 1 - 800 - 375 - 6289.
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Army Cadet League of Canada

The ACLC has an excellent website. Within the website they established a toolbox.
http://www.armycadetleague.ca/toolbox/
The national Head Office is developing this on-line "Toolbox" to provide a one-stop shop for useful and practical reference material, speeches, PowerPoint presentations, recruiting materials, links to policies and other sources of information for communication and training needs within the Army Cadet Program.
Recruiting Materials Recruiting Poster Mission Cadets Canada Army Cadets Brochure Army Cadets.ca Poster
Customized Recruiting Posters: The National Office of the Army Cadet League of Canada offers, for free, customized recruiting posters. In order for ACLC to design these posters, ACLC requests that the cadet corps provide up to a dozen HIGH quality photos (300dpi/1MB or more) representing their cadets in action, camping, on course, on parade, in or out of uniform, affiliated unit badge or corps badge etc. ACLC will use any photos the cadets corps wishes. ACLC also requires the exact text the cadet corps wish to see printed as well. Once the layout and design of the poster is completed ACLC would send it back to corps for approval. The National Office will provide the cadet corps the first 50 copies at no cost, printed on 11X17 paper. Additional copies can be produced with a cost of $0.60/per copy.
Contact for the Army League of Canada:

Maxime Corneau, Communications Officer at the National Office of the Army Cadet League of Canada: by e-mail : commsofficer@armycadetlegue.ca by phone (613)-990-6766 Toll Free 1-877-276-9223
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Air Cadet League of Canada

The Air Cadet League of Canada provides an excellent website with significant public affairs support. There is a PR Toolkit developed by the league and was distributed via CD to corps. Now listed on the National websitehttp://www.aircadetleague.com/en/infoforcadetsandsquadron/formsanddocuments/
A CD can also be obtained from the Air Cadet League of Canada (Alberta) through its website. Contact Darlene Laroche- Air League (Alberta) Air Cadet Public Relations Handbook- found on the main site also under Forms and Documentshttp://www.aircadetleague.com/en/documents/pr_handbook.pdf
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Air Cadet Custom Posters

The National Office of the Air Cadet League of Canada provides customized recruiting posters for Air Cadet Squadrons. In order for the league to provide these posters they require a dozen HIGH quality photos (300dpi/1MB of more) representing cadets in action, on course, on parade, in or out of uniform, etc. They use any photos the squadron wishes. They also require the exact text they wish to see printed as well. Once the layout and the design of the poster is completed we would send it back to your for approval. The National Office will provide you the first 25 copies at no cost, printed on 11x17 paper. Additional copies can be produced however you will be charged approximately $0.60/per copy.
Contact for the Air League of Canada:

Candace Denison, Communications Sample Air Cadet Poster 66 Lisgar Street, Ottawa By E-mail: cdenison@aircadetleague.com By Phone :(613) -991-4352/ Toll Free: 1-877-422-6359 (I-CAN-FLY)
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TALKING POINTS
Subject: About the Cadet Program Date: 25 January 2011 TP 11.001 ABOUT THE CADET PROGRAM The Cadet Program Key Messages (evergreen) The Cadet Program is a long-standing national initiative for youth aged 12 to 18. It is sponsored by the Department of National Defence (DND) and delivered in partnership with three civilian organizations: The Navy League of Canada, The Army Cadet League of Canada and The Air Cadet League of Canada. The Cadet Program is community based. The program succeeds through strong community support and involvement. Cadets in turn make valuable contributions to their communities. Cadets are not members of the Canadian Forces, nor are they expected to join the military. The aim of the Cadet Program is to: develop in youth the attributes of good citizenship and leadership; promote physical fitness; and, stimulate an interest in the sea, land and air activities of the Canadian Forces. The mission of the Cadet Program is to contribute to the development and preparation of youth for the transition to adulthood, enabling them to meet the challenges of modern society, through a dynamic, community-based program. The vision of the Cadet Program is: to be a relevant, credible and proactive youth development organization, offering the program of choice for youth, preparing them to become the leaders of tomorrow through a set of fun, challenging, well-organized and safe activities.
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These are the messages that we want you to focus on when speaking about the Cadet Program. Choose 2 -3 of these messages to use. For greater impact, relay these messages using your own words and experiences! The Cadet Program is open to all youth from 12 to 18 years old; The Cadet Program offers a safe and secure environment; Cadets have fun and build lasting friendships; Cadets and adult leaders develop transferable, career-enhancing skills that last a lifetime; Cadets make valuable contributions to their communities and become active, responsible citizens; Through the Cadet Program, the Government of Canada is investing in todays youth and Canadas future; Summer training is offered at 24 Cadet Summer Training Centres (CSTCs); and Some CSTCs are located in unique settings such as the Rocky Mountains of Alberta, north of 60 in Whitehorse, Yukon and the Atlantic coast in Greenwood, Nova Scotia. TRAINING AND ACTIVITIES Sea Cadets, Army Cadets and Air Cadets each have their own programs designed to offer fun, challenging, and safe activities, while allowing cadets to benefit from increased self confidence, self-esteem and teamwork. Local training is offered during the school year and makes up the core of the Cadet Program. Summer training is offered to selected cadets based on merit and allows them to further their skills and knowledge. Weekly training forms the basis of local training. Cadets attend practical and theoretic lessons in various subjects such as leadership, first aid, drill, public speaking, biathlon and marksmanship. Sports is also an important part of their training. Weekend field exercises throughout the year allow cadets to reinforce their skills and knowledge in an outdoor setting while developing camaraderie and teamwork. Other activities complement the core program, such as music, marksmanship and biathlon. Instructors also have the flexibility to take advantage of opportunities that may be unique to their community. Summer training is offered at 24 Cadet Summer Training Centres located across the country. Courses are two, three or six weeks long. Normally, a cadets first course is a basic course. Each year that cadets return to camp, they participate in more advanced training. Senior cadets may be employed to teach junior courses, similar to the system at the local level. Senior cadets may also be selected to travel overseas as participants in one of our many international exchanges.
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WHAT IS THE CCO AND THE CCM? The Canadian Cadet Organizations, marketed under the term Cadets Canada, are youth cadet programs known as the Royal Canadian Sea Cadets, Army Cadets, and Air Cadets. The program is sponsored by the Canadian Forces, funded through the Department of National Defence, with support from the civilian The Navy League, The Army Cadet League and the Air Cadet League, as well as local community sponsors that include service organizations and parents of cadets. The Canadian Cadet Organizations is part of a larger collective known as the Canadian Cadet Movement (CCM). The Canadian Cadet Movement consists of the following stakeholders: all cadets, CIC, Civilian Instructors, League Members, Regular Force and Reserve Force members in support of the CCO, Local Sponsors and interested parents. The Regional Cadet Support Unit Prairie (RCSU (Pra) is formed Unit designated by the Department of National Defence. Its mandate is to manage cadet operations in Northwest Ontario, Manitoba, Saskatchewan and Alberta. There are approximately 100 officers, NCOs and civilians who work full or part time for the headquarters. All cadet corps and squadrons come under the command of the Commanding Officer RCSU (Pra). There are over 8,300 Sea, Army, and Air Cadets in Prairie Region who participate in the program at one of 216 Cadet Corps and Squadrons located in communities across the region. Of the approx. 8,300 cadets in Prairie Region, there are over 1,220 Sea Cadets, 2250 Army Cadets, and 4,870 Air Cadets (as of Feb/2011). There are about 2 000 adult staff involved in the implementation of the Cadet Program in Prairie Region, most of whom are part-time members of the Cadet Instructors Cadre, Civilian Instructors and Civilian Volunteers who deliver the program in communities across the region. There are about 1,200 members of the Cadet Instructors Cadre in Prairie Region. There are four Cadet Summer Training Centres (CSTCs) in Prairie Region: Cold Lake Cadet Summer Training Centre Cold Lake, Alberta Penhold Cadet Summer Training Centre Penhold, Alberta. Regional Gliding School (Prairie) Gimli, Manitoba Rocky Mountain National Cadet Summer Training Centre, Cochrane, Alberta
CADETS IN PRAIRIE REGION
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Region Cadet Air Operations Full time Air Ops Staff are located in Winnipeg with aircraft maintenance personnel and facilities located in Gimli. They are responsible for all cadet flying operations in the region year round. Spring and fall glider familiarization flying is conducted on weekends in 10 gliding centres across the region. There are two regional schools that operate full-time in Prairie Region: Regional Cadet Instructors School (Prairie) school for training COATs officers, located in Winnipeg, Manitoba. It provides developmental instruction to Region officers. Regional Gliding School (Prairie) located in Gimli, Manitoba and is responsible to train air cadets to glider pilots wings standards and obtain their transport Canada glider pilots licence. They also train adult gliding instructors who provide the bulk of instruction to the cadets. Other school responsibilities are to train cadets attending the Basic Aviation, Basic Aerospace and technical and advanced Aviation course.
In addition to the programs conducted at the regional cadet schools, the Regional Cadet Support Unit (Prairie) conducts sail, expedition, music, biathlon, and marksmanship programs at various locations across Prairie Region.
PROGRAM IMPLEMENTATION AND SUPPORT The RCSU (Pra) Mission Statement: To develop the youth in Prairie Region by delivering an exciting and first-rate cadet training programme with dynamic leadership that communicates effectively and maximizes human, material and financial resources. The RCSU Vision Statement: Cadets developing to their maximum potential, led by highly motivated and qualified staff throughout the chain of command, unified in purpose, and accountable to the highest standard of ethics, conduct and performance. The Cadet Program is a partnership between the Canadian Forces and three civilian organizations called the Navy League, Army and Air Cadet Leagues of Canada. The Canadian Forces is charged primarily with implementation of the program and the Leagues provide support. On the Canadian Forces side of the partnership, the Regional Cadet Support Unit (Prairie) is charged with the support, protection, administration, supervision, and training of the young men and women who participate in the Cadet Program in the Prairie Region. The Regional Cadet Support Unit (Prairie) is an integral unit of 2 Canadian Air Division. It is located at 17 Wing, Winnipeg and dedicated people for administrative support in every other province within the region. The unit is responsible for over 10 000 people, which includes about 8,300 cadets and 2,000 full and part-time staff (Regular Force, Reserve Force, Civilian, etc), who are attached to one of 216 Cadet Corps and Squadrons, four Cadet Summer Training Centres, three schools, the Regional Cadet Support Unit and its provincial staff.
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IN PARTNERSHIP WITH THE COMMUNITY The Cadet Program is a community-based program. Cadets develop an appreciation for community membership and involvement within the local, provincial, regional, national and global communities. Through their active involvement, cadets will have a positive impact on local communities, contributing to community strength and vibrancy. Community support is an essential element of the success of the program. A community wishing to have a cadet corps or squadron must demonstrate the ability to provide support before the Canadian Forces will consider forming one. While there is significant financial support from the Canadian Forces and Cadet Leagues, community volunteers are essential to the success of the program. The Navy League of Canada, Army Cadet League of Canada and Air Cadet League of Canada supervise sponsoring committees within the community and promote the program locally. The leagues also liaise with the Canadian Forces concerning additional support, such as funding and volunteers, that ensures cadet training and activities continue. Sponsoring committees are organizations of volunteers that coordinate community support for Cadets. Their exact make-up varies and may include the sponsors, parents, community members, service clubs, town councils and businesses. They are responsible for providing suitable accommodations for cadet training and activities, promoting the Cadet Program to the community, fundraising, and managing funds for activities that the Canadian Forces does not financially support. In some provinces cadets are awarded high school credits for their participation and training.
NOTABLE FORMER CADETS For well over 100 years now, the Cadet Program has seen hundreds of thousands of teenagers pass through its ranks. Although it is very difficult to measure the impact cadet training has on every individual, we know that a great number of ex-cadets have taken full advantage of the positive experiences provided by our cadet units and have since gone on to become leaders in their fields of expertise. Some easily recognizable graduates of the Cadet Program: The Right Honourable Joe Clark - Former Prime Minister of Canada; General Walt Natynczyk - Chief of the Defence Staff; Major Maryse Carmichael First female Snowbird pilot; George Canyon - Canadian country music singer-songwriter; Marc Garneau and Chris Hadfield - Canadian Astronauts; and Rick Mercer - Actor and Comedian. Gordon L Barnhart, Lieutenant-Governor of Saskatchewan
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CADET INSTRUCTORS CADRE Cadets are supervised by members of the Canadian Forces, most of whom are among the 7,500 members of the Cadet Instructors Cadre. At the community level, responsibility for the Cadet Program is shared between the cadet corps/squadron staff (Canadian Forces) and the sponsoring committee (Leagues). On the Canadian Forces side, members of the Cadet Instructors Cadre, make up cadet corps/squadron staff. These instructors are normally individuals recruited from the community and trained by the Canadian Forces. The Cadet Instructors Cadre is a branch of the Canadian Forces Reserve. It is the largest officer branch in the Canadian Forces with members from the sea, army and air elements. The primary duty of the Cadet Instructors Cadre is the safety, supervision, administration and training of cadets. Its members are specially trained part-time members of the Canadian Forces who dedicate their spare time to the development of Canadas youth. Like all reservists, members of the Cadet Instructors Cadre come from all walks of life. The majority of them serve the Canadian Forces on a part-time basis while pursuing a civilian career or furthering their education. On average, they receive 25 days of pay annually with most of them volunteering many extra days. Many members of the Cadet Instructors Cadre are former cadets who wish to continue their involvement in the Cadet Program. Some are former Regular Force or Primary Reserve members. Others are interested parents or members of the local community who enrol to support the program. Cadet Instructors Cadre training gives officers the skills and knowledge required to implement training and activities within local cadet units and during summer training. As commissioned officers of the Canadian Forces, they also receive training in military principles, history and organization; leadership; and harassment and racism prevention. In 2009, the Cadet Instructors Cadre celebrated its centennial, marking 100 years of contributing to the development of Canadas youth. The Duke of Edinburghs Award Programme is a voluntary, non-competitive programme of practical, cultural and adventure activities, designed to support the personal and social development of young people aged 14-25, regardless of gender, background or ability. The program offers an individual challenge and encourages young people to undertake exciting, constructive, challenging and enjoyable activities in their free time. The programme started in 1956 and its founder and patron is HRH The Duke of Edinburgh. The Duke of Edinburghs Award Programme and the Cadet Programme have a partnership.
DUKE OF EDINBURGHS AWARD
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Many of the Duke of Edinburghs Award requirements are satisfied by activities that cadets complete as a part of their Mandatory, Directed Optional and Optional training. As the two programmes closely complement each other, an arrangement was made between the Cadet Program and the Duke of Edinburgh Award Programme divisions in Prairie Region. The partnership encourages cross-pollination between the two programs and provides an opportunity for cadets to receive recognition for their cadet activities through an internationally respected award programme.
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Stakeholder Analysis
Introduction My intention is for the cadet program to grow to 70,000 cadets across Canada within five years Major-General Dennis Tabbernor, Chief Reserves and Cadets, Winnipeg, May, 2010
To grow a volunteer organization by over 30% from todays numbers of just under 54,000 cadets theres a need to understand which person or organization has the ability or desire to meet this stated goal. For example, cadets themselves can easily impact the ability to pass on information that could either support recruiting or, indeed, impact a loss in membership. Parents and families of cadets, politicians, civic leaders, just to mention a few, have a keen interest in ensuring there are vibrant and healthy youth programs for Canadian children. If leaders at all levels (social and political) understand this perspective, growth within the RCSU (Prairie) could occur with support from all stakeholders. Today, business and government cannot ignore the surrounding stakeholder community. If they are overlooked, and there is no appreciation as to their influence, even the best planning could be scuttled. Strategic public affairs managers design communications for their organizations that meet stakeholder needs. This section analyses the stakeholder relationships. A growth-oriented organization requires a magnified view of the key influencers of change within the Canadian Cadet Movement (CCM). Not all stakeholders have a definitive or dominant position to affect growth. Yet there are still surrounding groups or stakeholders who could slow down, or even halt, the process for growth if their perspective is not understood.
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Definitions
For the purposes of this section, some technical terms are introduced and require a brief definition: Primary Stakeholder: A primary stakeholder group is one without whose continuing participation within, the corporation would not survive. Primary stakeholders are typically employees, shareholders, owners and suppliers. Cadets and CIC officers are clear examples within RCSU (Pra). If a primary stakeholder withdraws from the system, the organization could be seriously damaged or unable to continue. Secondary Stakeholder: Secondary stakeholder groups are defined as those who influence or affect, or are influenced or affected by the corporation, but they are not engaged in transactions with the organization and are not essential for its survival. Influential Stakeholder: Influential stakeholders can both be primary or secondary and each has a role in the success of growth of the Canadian Cadent Movement.
Stakeholder Identification and Salience

As Prairie Region prepares its organization for growth, the stakeholders should receive information about the need for the approaches to entice growth. The reaction by the stakeholders affect either the acceptance or rejection of proposals involving staffing and funding. Within most organizations, there can be a list of stakeholders ranging from only a few to hundreds. This strategic communications plan and its activities annex (A) mentions stakeholder relationships. For the purposes of this plan we list which stakeholders would bear influence and support to the growth of RCSU (Prairie). The RCSU (Pra) stakeholder list was developed from empirical data supplied during early research. Every stakeholder listed, either primary or secondary, had input into the enhanced growth and development of the region. Their influence must be considered when activating the communications products.
Key RCSU (Pra) Stakeholders

Primary Cadets CIC Officers/Civilian Inst (part time) RCSU (Pra) staff-(full time) League Sponsors Chief Res and Cdts and D Cdts formation Secondary Families and friends of Cadets Community Leaders (police, etc) Elected officials (Fed/Prov/Municipal) 2 Cdn Air Div Comd Alumni Cadets CF employees/military members
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An additional value of this stakeholder analysis will be the understanding of the relationships (stakeholders) for all the other RCSU (Pra) initiatives that are either underway or may be developed. For example, cadet corps in risk of being non-viable are placed in the Growth Management Model. Extra resources, beyond public affairs, are implemented to assist the cadet corps. Managers and stakeholders who are engaged into this process could use the stakeholder analysis approach to consider communication tactics to grow the cadet corps. Understanding their communication needs provides value to key messages when trying to recruit and stabilize the troubled corps. The most intriguing aspect of this stakeholder assessment will be the challenge when dealing with volunteers. Consultation, coalition building and trust are essential themes when redefining an organization. Clearly, the volunteers will leave if the trust is breached.
Influential Stakeholders- Gap Analysis

Definitive stakeholders influence direction for change. This stakeholder group can affect the actions or decisions when growth initiatives are activated. Communication approaches with respect to stakeholder relations will be analyzed in terms of past, present and future stakeholder communication needs, with emphasis on identifying the gap that exists between present and anticipated stakeholder communication requirements.
CADETS
Our organization exists because of this stakeholder group. Cadets volunteer to be part of their cadet corps. Between 1 April 2009 and 31 March 2010, 27,645 Canadian youth became members of the Cadet Program. The top five reasons for joining were as follows: 7,742 (28.0%) joined because of the adventure / opportunities; 7,284 (26.3%) joined because of friends; 3,634 (13.1%) joined because of other reasons; 3,124 (11.3%) joined because of their curiosity; and 1,752 (6.3%) joined because of their parents.
Current Gap
Current communication practices within RCSU (Pra) rely upon the usual lines of communications- Website/ Information from their corps and squadron command. Social media is only emerging and does not properly exist to provide information to the cadets who are so advanced in their own social circle of information.
Cadet Perspective
Past - Prior to the full-time stand up of the public affairs department there was a great lack of information within the corps and squadrons. Regional and corps activities provide a hands-on experience for the cadets however they were unable to communicate, visually and verbally, their experience to their friends and family. The need for information was present however the approach by corps and squadrons and cadets, themselves, was to find their own trusted source of information.
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Present With the advances in some of the Regional products (InSight newsletter and Smugmug photo gallery) this stakeholder group accesses the communication platforms and are expanding the audience reach through the sharing of the stories to their friends and families. Relevant and interesting stories and imagery was being provided to this stakeholder group. Statistics are able to quantify the active access to the imagery and storylines. They are very positive. For example, February 2011 statistics alone, due to the Regional Biathlon competitions across the Prairie region, showcase over 100,000 views of the imagery posted onto the photosite. Thus the adventures/opportunities as well as friends telling the cadet story creates credibility and excitement towards the promotion of the cadet program. Cadets are socially linked and are aggressive in telling the cadet story. Future- Cadets will demand more access to the social media. They exist in todays communications environment on two-way communications- discussing the issues and imparting their thoughts. Leadership will need to understand that the experience, good or bad, will be told by the cadets. RCSU (Pra) will need to use the social media in order to support the corps and squadrons and the cadets.
CIC OFFICERS/CIVILIAN INSTRUCTORS

Their influence on the success of their retention and recruitment efforts is identified in a number of ways: Cadet numbers are increased due to advertising and local promotions; Cadets are receiving great training and enjoying the team building; Cadets leave the organization due to poor leadership; and CIC/CI retention and recruitment is effected due to good or poor communications.
Current Gap Similar to the Cadet need for information, administratively the COs and staff reply on the CCO for their information. There is limited information on the website. Past corps and squadrons depended upon the usual lines of communications- routine orders, CCO, conferences and meetings. Present Recently the addition of the photosite and the InSight Newsletter provides opportunity to recognise the regional activities affecting their cadets and CIC officers. As transformation changes within the RCSU (Pra) establish normal operations with a better relationship with the ACO there is a better connectivity with the Region HQ. Additionally some corps/squadrons are using non-official websites and Facebook. They conform to appropriateness. A wonderful example it the squadron site - http://www.12air.ca/ designed and developed by a CIC officer who manages website development as her profession.
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Future The majority of CIC officers understands the need for the social media and how to inform their cadets. The PA challenge is to provide better guidance in their approaches to the social medias so that they do not conflict with CF policy. D Cdts and Res are developing a social media policy that better defines the CIC ability to support this communications platform. RCSU (PRA) STAFF-(FULL TIME) Perhaps the most influential to assist in informing the primary stakeholders, this stakeholder group has the greatest influence for the information to reach the cadets and CIC officers. Current Gap Benefactors of transformation, the RCSU (Pra) staff have not had the benefit of dedicated PA resources until late-2009. They are eager to promote their work as it builds support for cadets participating in the activities. Therese stakeholders are willing to support public affairs if the proof of effectiveness is seen. They will invest in PA efforts if the cadets and CIC corps and squadrons s communicate the great activities. Past Most departments functioned within minimal PA support so not much was expected insofar as promotional activities. One of the greater criticisms was the inability to provide or access great cadet imagery when they had conducted events (described as a black hole). Present Many staff have seen results from the stand-up of the PA capability. There was a strategic and concerted effort to conduct PA operations with the staff engaged in the process, show the results and educate influential staff on the value of PA operations- combined with the support of league and other sponsors seeing the great cadet activity. The photo site and InSight newsletter provides fast and relevant results, thus building the cre dibility of the PA program. Future The momentum needs to continue. Supporting and educating the staff on the PA successes, providing cool and interesting products, ensuring they are at the forefront of information, is critical in the build up of the PA capability for the Region. If the staff believe the PA efforts are worth the investment then the communications efforts flow down to the corps and squadrons. This momentum to ensuring the cadets can tell the story will result in better recruiting results as their friends and others within the sphere of influence will come to realize the value and excitement of cadet training. LEAGUE SPONSORS Every cadet corps/squadron relies on the enduring support by their sponsor. They provide the surge and manpower to assist corps development including attractions. Their relationship has to be recognised as an equal partner when defining the future of the cadet program. The leagues have access to assets and advertising whereas the CF are limited and confined due to policy concerns. Past League sponsors relied upon meetings and discussions with the CO RCSU (Pra) AGMs for example- when changes or other forms of critical information about the RCSU (Pra) were developing. They were unable to see the great activities or even the work that the RCSU (Pra) staffs were doing on behalf of DND.
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Present- Comprehensive e-mail lists were developed to provide releasable information on the RCSU (Pra) mission. Additionally a closer relationship was formed with the development of the communications working groups (2010) and the CPGI Working Group as well as having provincial ACOs attending monthly meetings with the sponsors. They have access to the same products as the cadets, such as the InSight Newsletter and Photo Gallery. Additionally the leagues were completely behind the development of the social media photo site- Smugmugwww.prairiecadets.smugmug.com. All photo sites within the region (CSTCs and Region site) are recognised as standing up due to their belief and sponsorship. Future- The leagues will continue to support effective communications to the cadets and all stakeholders. As a key proponent to open up social access for our photo sites, the leagues are responsive to any communication activity that promotes the great cadet activities. RCSU (Pra) must continue including them within the communications planning, build upon this emerging communications relationship, use the partnership for better media relations and build a great team relationship when promoting the cadet program.
Conclusion
Every stakeholder group requires some form of communications that informs on change and successes of the cadets within the RCSU (Pra). Whether it is the consultative process, websites or internal publications, RCSU (Pra) PA conducts various forms of communications for others. It certainly must identify its own key stakeholders and effectively communicate to them so that it does not fall victim to the stakeholders uncertainty or confusion as to the RCSU (Pra) mission.
SWOT Analysis (Strengths/Weaknesses/Opportunities/Threats)

Introduction
All businesses and organizations are under internal and external pressures. In a competitive environment, if an organization does not understand the threats or realize the opportunities, it risks being overtaken by its competitors. These dynamics surround profit and non-profit organizations. The best businesses continually monitor the emerging issues and prepare strategies to protect their strengths. They also need to see their weaknesses and design programs to mitigate the damage or it could engulf the business and stress the resources. At times, the external environment causes many of the changes affecting an organization. It is vitally important that management pays attention to the emerging trends in politics, the economy, society and technology. For example, the changing communications environment is clearly evidence to the way business has had to adapt. The changes can be best described as radical the world is now virtually connected. Information is instantaneous.
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

A SWOT analysis is generally used to size up an organizations internal strengths and weaknesses, and external opportunities and threats. As such, a SWOT is a good assessment tool for determining an organizations overall health. This particular SWOT is a communications health assessment on the Canadian Cadet Organization. As the RCSU (Pra) enters an enhanced ability to inform its key stakeholders, it is subject to expectations and well as external and internal pressures from the people within and outside the organization.
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Analysis
As the RCSU (Pra) undergoes transformation to become model of efficiency, it identifies change that is achievable today and for the next five to seven years. The organizations leadership is expert at defining the needs to make it work. It can be argued that, overall, the CFs core competency is to plan for change and implement an approach to meet the changing environment. If it couldnt effectively predict changes, it wouldnt win battles or wars. The RCSU (Pra) is entering new grounds with these rapid changes, and it does so with leaders who need ways to communicate with its key personnel. The need for transformation also affects the LHQ roles. The same leadership is willing to consider new or enhanced capabilities due to these pressures. The challenge inherent to succeeding in the period of intense change is the leaderships ability to administratively keep up with the changes, and to communicate change information to its key stakeholders CIC officers. CIC officers may be tired of the transformation rhetoric; in fact, much of society suffers from change fatigue. These stakeholders must see results or the leadership loses its credibility.
Training
A significant weakness exists where CIC officers may have difficulty with getting informed on how to manage the cadet corps changes. This could also mean they do not receive training in managing priorities. Additionally as the pressures to ensure cadets are managed properly at the LHQ level, the need to communicate is easily lost due to the other surrounding pressures of administration. This also impacts their ability to cover off routine activities such as reviewing the routine orders or ensuring the more exciting activities are being told to others. Certainly, other than a quick briefing on how to write a local media invitation to a parade during a Captain Qualification course, there is virtually no training CIC or other staffs receives on promotion of the cadet experience. They rely on their own interest and experience to get the word out.
Opportunity to Grow
VCDS made it clear that the CCO has to stop the losses and rebuild. One of its initiatives was establishing direct reporting of cadet strengths and numbers. C Res and Cdts has stated that he wishes to see the Canadian cadet numbers increase to 70,000 from 50,000 within the next five years. Both Commands value the initiatives that will achieve these goals.
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Canadian Cadet Organizations (CCO) and RCSU (Pra) SWOT Matrix STRENGTHS
The Canadian Forces and the CCO are committed to finding solutions for efficient and effective communications. Leadership becomes resilient to scarce resources. CPGI has been strategically implemented and the
WEAKNESSES
RCSU (Pra) has experienced rapid change for the past year, (transformation) and change fatigue is an important factor. Minimal performance measurement
members are accepting to implementing the action plan Processes for guiding changes are in place (ex: RCSU
frameworks to measure success in communications. CIC officers are still unsure of the
(Pra) CPGI Working Group. Learning Organization: The Canadian Forces have an
Canadian opinion regarding their role. The winds of politics can be fickle. CIC Os are suspicious of change. Why change? Whats in it for me? How does this affect me? Funding for change initiatives is
extensive history of adaptability and contingency planning. As part of their culture many of their young leaders (junior officers) are given a higher degree of leadership responsibility. They have a strong mentoring and educational process that has evolved through many years of development. Support and encouragement is given to ensure they develop. The higher levels of Canadian Forces leadership (VCDS
sporadic and confusing. This impacts buy-in to change. Certain audiences see the funding issues as taking it from existing sub-organizations.
office) supported change with development and staff work. Demonstrated excellence in two-way symmetrical and
collaborative communications: Ex: E-Newsletters/Enhanced internal and external website. RCSU (Pra) developed communications for the internal
RCSU (Pra) is resolving funding
challenges. The CICs requires regeneration-
stakeholders. Most preferred channels for receiving information: Face-to- Face, E-mail, and Intranet. Public Affairs personnel possess excellent skills and
cadet activities tempo is increasing and calling upon the same members to support the activities.
channels to communicate. This removes rumours and uncertainty. RCSU (Pra) leadership strongly believe Public Affairs is
Communications plan still not fully
developed (Ex: the RCSU (Pra) has not had a plan for many years and is still emerging from the abyss).
enabled to tell the cadet story.
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RCSU (Pra) cadet corps/sqns are located in many
Collaboration and dialogue is wanted
communities and are receptive to any form of communications. RCSU (Pra) HQ stood up a fully-manned PA capability
by stakeholders, particularly on issues that affect individuals directly. Change in the CCO can take an
that now possesses the communications tolls and experience needed to make the products effective. There are highly motivated and dedicated members within
extended amount of time due to the size of the organization. It can be bewildering and administratively cumbersome. No Unit Public Affairs
the CIC and league sponsors with the aligned vision of developing better Canadians. They are all willing to accept leadership in communications. Social media is becoming more acceptable as a
Representatives course designed to allow the part time UPAR to become communication qualified. The promotion opportunities become limited and are missed.
communications option.
OPPORTUNITIES
Any well-organized youth program is well-received by communities as a viable option for a youth activity. The affordability for all youths provides access without
THREATS
It will be critical that all levels of RCSU (Pra) are informed of the process, continually. There is historical mistrust and any change in the system may be perceived as a benefit for the one and a
conditions. The CF recognises the Cadet program as a viable way to
loss for the other. Vision and strategy documents may
conduct outreach. Provincial govts and LGovs recognise the value of the
not permeate the organization unless simplified and condensed for understanding. Funding pressures surround the cadet
cadet program and its reach to all youths. They have bought in the programs and have shown exception support. Recent meetings and working groups have prepared the
roadway for information. Leadership are willing to take risks with capabilities.
program and could impact some of the initiatives.
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Public Affairs has a mission to inform the stakeholders Youth programs compete with our
about cadet activities. The RCSU (Pra), emerging from transformation, requires robust communications ability to inform its stakeholders.
demographic target audience.
Public Affairs has developed new information capabilities,
such as Smugmug, internal e-newsletter and robust websites. The RCSU (Pra) can enhance its capabilities with the synergies gained from the new social media capabilities.
The Federal advertising scandal has
caused recruiting to suffer. RCSU (Pra) require more CIC officers to fill shortages in corps leadership.
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Chapter 6
Social Media Policy
Introduction. Background. Social Media Strategy. References.. 6-3 6-5 6-7 6-10
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Introduction
The Cadet Program is highly strategic in targeting, attracting, and engaging Canadian youth. To do this effectively, UPARs cant afford to be strangers to social media. If you are unfamiliar with websites like Facebook, Twitter, LinkedIn or SmugMug its your responsibility as a UPAR to familiarize yourself with them. Since you, and other members of your Unit, are employed by the Department of National Defence, its important to understand that there are certain guidelines you must follow when using social media. This chapter will assist you in understanding the risks, and rewards of utilizing social media to promote the activities of your Cadet Corps/Squadron and the Canadian Cadet Organization as a whole. REF: DND/CF Guidelines for the External Use of Social Media (2011)
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Background
REF: DND/CF Guidelines for the External Use of Social
What is web 2.0?

Web 2.0 refers to Internet-based tools and services that allow for participatory multi-way information sharing, dialogue, and user-generated content. This can include social media, which allows for participants with distinct social/user profiles to create, share and interact with user-generated content, including text, images, video and audio (e.g. Facebook, Twitter, YouTube, Linked-In, blogs), as well as collaborative technologies that allow multiple users to collaboratively create content (e.g. Wikis, Google Docs). Global use of Web 2.0 tools and services is on the rise, with Canadians having one of the highest rates of use in the world.
Benefits of use
L1s are encouraged to use Web 2.0 tools and services as an efficient and effective additional channel to interact with the public. A large number of Canadians are now regularly using Web 2.0 tools and services to find information about, and interact with, both individuals and organizations. For many Canadians, Web 2.0 is increasingly becoming a primary channel for sending and receiving information. Because of the participatory nature of Web 2.0, it can help facilitate interactive communication and engagement between government departments and their partners and clients, with some common uses including: Recruitment; Risk and emergency communications; Services to the public; Stakeholder outreach and education; and Consultation.
Risks of use
Though the use of Web 2.0 is encouraged because of the many potential benefits, L1s in the DND/CF should remain aware of the challenges that the use of Web 2.0 can sometimes present, including; Difficulty reconciling existing constitutional, statutory, regulatory and policy obligations with the technological constraints and usage patterns of these tools and services; Potential misuse of Government of Canada content that is shared through Web 2.0 tools and services, particularly when subject to the terms of service of thirdparty Web 2.0 service providers;
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Negative perceptions resulting from Web 2.0 initiatives associated with the Government of Canada, including users posting offensive or abusive comments, attempts to engage in dialogue about political decisions or direction, on-line vandalism, and inability to fulfill reasonable expectations of timely two-way communications; Misinterpretation of online activity and/or comments as the official position of the Government of Canada rather than that of an individual; and Challenges in protecting the privacy of both personnel and the public who are interacting through Web 2.0 tools and services.
Principles of Participation
It is recommended that any use of Web 2.0 tools and services to communicate or engage in public consultations on behalf of Government of Canada departments be grounded in the following principles: Be Professional Be Transparent Be Inclusive Be Respectful Be Accountable Do No Harm Abiding by the spirit of these principles will help ensure that the DND/CFs use of Web 2.0 tools and services meets the standard of trust and confidence that is expected by Canadians.
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Strategic Social Media

As of October 4, 2012, Facebook recorded a total of one billion users, securing its position as the second most viewed website in the world (only second to Google.com). The eagerness of many organizations and individuals to harness the power of social media is constantly rising. However, there is a correct way to use social media within the DND, and an incorrect way. This chapter will help you understand how to effectively employ positive social media communications. Relevance Before posting anything to your social media site, ask yourself: Will people find this interesting? If the answer is no, consider presenting the content in a different way to make it interesting get creative! If it seems relevant to your CC/Sqn, but not the public, consider your social media strategy. For example: If you manage one Facebook page for your unit and often find that most information is only pertinent to cadets/CIC Officers, consider creating a private group for internal communications. Your public Facebook page would then be used for engaging your audiences and publishing material of interest to them not just your internal stakeholders. Engagement Creating a social media account is only half the battle! The real work lies in maintaining and engaging your audiences. If youre only updating your units Facebook page once a month, people will lose interest. On the flip side, if youre updating too often (with things that arent interesting or relevant), people may become annoyed and stop following you. Creating and maintaining relationships with your audiences is key to the success of any social media campaign. For example: A concerned parent leaves a post on your units Facebook page about the upcoming exercise and the frigid temperatures that are expected. There are many options available to you; what would you do? A) Delete the post from the page and send the parent a direct message that addresses their concerns. B) You see the message, but something else takes priority and you forget to respond to it. C) You leave a comment that addresses the parents concerns publicly and quickly.
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If you chose C, youre correct. If you delete the comment, youve denied yourself a great opportunity to be open and transparent with your publics. If you forget to respond to the message in a timely manner, chances are the parent (or individual) will become frustrated and possibly voice their concerns elsewhere potentially blowing the issue out of proportion. Remember that monitoring social media is a full-time job. By addressing the parents concern publicly, you have shown that you are listening. People enjoy feeling that they are being listened to, and your comment could also relieve other parents concerns as well. You dont need to get technical and write a short novel, either. A simple Our Cadets are fully prepared for this weekends exercise. If the temperature proves too hazardous, we have plenty of safety measures in place to ensure that every Cadet makes it home without injury. NOTE: While addressing concerns publicly is usually a good idea, there may be times when it is appropriate to delete comments. Racist, sexist, and homophobic remarks should always be removed. Anything offensive should be removed immediately. Personality When people visit your social media pages, they are looking for a connection to your organization (in this case, DND/CCO/Sqn) they can relate to on a personal level. They arent looking for jargon filled messages or quotes from your website thats what your website is for! Let your personality shine through and embrace the human side of your corps/Sqn. You can still provide links to your website when necessary, but try to paraphrase things and make it easy for your audiences to understand whenever possible. NOTE: Avoid using slang and always strive for spelling and grammar accuracy.
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Develop your Online Brand Youve probably noticed it when youre connecting with your favourite brands online. What do they all have in common? A lot more than you might think! Here are a few quick tips to developing/maintaining your online brand: 1. Use the same profile image(s) for all social media accounts. (Dont use a different picture for Facebook and Twitter). By doing this, people will be able to recognize your organization quickly and you will set yourself apart from similar organizations. Create a logo/image that you feel aligns with the message you want to convey to your audience. A great logo is one of the building blocks of a successful brand. 2. Choose a way of communicating with your audiences and stick with it! If more than one person has access to your social media pages (and chances are they will), try to make sure that everyone stays consistent in your organizations messaging and overall tone. If the tone of your messaging is constantly changing, you risk alienating your audiences. 3. Know your audience! Your audience plays a massive role in how you decide to brand your organization. Chances are your two main audiences are youth (1217) and their parents. Do some research by checking out other organizations that share the same audiences and take note of how they present themselves. Air, Sea, and Army cadets may have a different brand identity.
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References
This section will provide you with valuable resources in regards to social media policy within the DND/CF, as well as excellent tips for getting the most from your online communications. RCAF Social Media Terms of Use http://www.rcaf-arc.forces.gc.ca/v2/page-eng.asp?id=1691 DAOD 6002-7, Internal Use of Social Media Technologies http://www.admfincs.forces.gc.ca/dao-doa/6000/6002-7-eng.asp
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Chapter 7
Equipment Supply SOPs
General Duties and Responsibilities. Assets.. ANNEX A: Promotional Material Request Form... 7-3 7-3 7-6 7-7
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RCSU(Pra) PAO Equipment/Supply SOPs

Ref(s) Supply Support to RCSU (Pra) Master Implementation Plan
General
1. The purpose of this document is to provide information and direction on the process of maintaining and distributing promotional materials of the CCO to the cadet corps and squadrons within RCSU (Pra)
2. As a result of the reorganization on 1 April 2012, the bulk and all remaining promotional material respective to the CCO is assigned to each region Area Supply Group (ASG and select Cadet Summer Training Centers (CSTC). Each entity will manage, maintain, and disseminate promotional material as required to the local cadet corps/squadrons that they supply. See Annex A for a corps/squadron breakdown.
3. Larger assets, such as pop-up displays and large screen TVs, will remain at the Edmonton, Regina, and Winnipeg ASGs to be utilized by their respective or assigned cadet corps or squadrons.
Duties/Responsibilities
1. RCSU(NW) Public Affairs
a. Receive and re-distribute promotional material to ASGs respective to the number of corps/squadrons that each ASG supplies
b. Monitor and update the Regional Public Affairs section on the Cadet website as it pertains to the Promotional Material Request Form [Link on the updated website to follow]
c. Gather and maintain an up-to-date list of ASG public affairs personnel
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2. ASGs
a. Store and authorize issue of Larger PAO assets (Annex B) to corps/squadrons under the direction from the Regional PA office. This includes the possibility of shipping if required due to cadet corps/squadron location
b. Monitor promotional material supply to ensure appropriate distribution to each corps/squadron as requests are received
c. Inform Regional PA office of depleting stock of promotional material, ensuring enough processing time so as to not run out of stock
3. Local Corps/Squadrons
a. Identify an individual as the PA representative for the unit
b. Identify events within the training schedule that would require promotional material
c. Calculate the amount of promotional material required for each event. It is the responsibility of the units to use promotional material IAW the Public Relations Toolkit, Section 18 Using Your Cadet Promotional Material Effectively. ***Promotional material will be ordered for each event separately*** i. If Large Assets (Annex B) are required, they can be requested by contacting the nearest ASG. All regulations pertaining to the handout promotional material are applicable to large assets (see item 3.d, subpara iii)
d. Prior to each event:
i. Fill out and print the Promotional Material Request Form [Link on the updated website to follow]
ii. Forward the completed Promotional Material Request Form to the applicable ASG/CSTC
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iii. Requests must be received a minimum of 3 weeks prior to the event. Under special circumstances, as determined by the ASG/CSTC, requests may be accepted closer to the event; however, depending on the units geographical location and shipping time, this may not be possible
4. CSTCs
a. Due to the nature of CSTCs, they will be responsible for:
i. Responsibilities of the ASGs b and c
ii. Responsibilities of the local corps/squadrons a through d
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Edmonton ASG 1 Pop-up Displays with case and display panels 1 Large Screen TV with stands Elemental Display Stands with black tube cases
Large Assets- CSGs

Winnipeg ASG 1 Pop-up Displays with case and display panels 2 Large Screen TV's with stands Elemental Display Stands with black tube cases 2 Flag/Banner displays Regina ASG 1 Pop-up Display with case and display panels 1 Large Screen TV with stands Elemental Display Stands with black tube cases
Large Assets- ACO Groups

Territories 1 Pop-up Displays with case and display panels Calgary ACOs 1 Pop-up Display with case and display panels 1 Large Screen TV with stands Elemental Display Stands with black tube cases
Elemental Display Stands with black tube cases Flag/Banner displays
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Promotional Material Request Form To Your CSG

Date: ______________ _______________ UIC# ___________________________ Unit Name ________________________ Location (City, Province)
Address:
_________________________________________________
Ship to:
City, Province: _________________________________________________ Postal Code: _________________________________________________
Promotional Event Details: _____________ Date OPI: _____________ Rank _________________________ Surname & Initials _____- _____- ________ Contact Number _________________________ Timings ________________________ Location
Event Description: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ Requested Promotional Material**: Stickers Tattoos ___ ___ Pens Pencils Highlighters ___ ___ ___ Carabineers ___
Locker Mirrors ___ Lanyards ___
Luggage Tags ___
*Requested amounts only units may not receive full requested amounts. **Promotional material must be used IAW the Public Relations Toolkit, Chapter 18 Using Your Cadet Promotional Material Effectively
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U nit P ublic A ffairs R epresentative

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK FOREWORD

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Chapter 3 Creative Writing and Photography

Chapter 4- Public Affairs Resources, Tools and Templates

Public Service Announcement (PSA) PSA Templates Media Advisory

Media Advisory Templates . News Release . News Release Template Backgrounders .

Hometowner .. . Hometowner Template . ..

Chapter 5- Strategic Communications Plan

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Chapter 6 Social Media Policy

Chapter 7 RCSU Equipment Supply SOPs

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

WHAT IS PUBLIC AFFAIRS?

Who are our publics?

Why bother with PA?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Who is your Unit Public Affairs Officer?

What manuals do I use?

What are the 3 types of PA?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Whos responsible for what?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

GUIDELINES FOR RELEASE

How does the publics right to know affect public affairs?

Whats RCSUs general policy?

What are SAPP and ACA?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

What are libel and slander?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

What orders do I refer to for guidance on releasing information?

What really gets me into trouble as a UPAR?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Public Affairs and the Law

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Copyright law in Canada

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Whats the general guidance on...

... General law enforcement?

... Accidents involving Cadets?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

... Photos and video?

... Other military accidents?

... Legal proceedings?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

Whats a crisis, and how do I recognize one?

How do I prevent an issue or emergency turning into a crisis?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

What should I do in a crisis?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

THE NATURE OF NEWS

What are the 2 types of news?

What else determines news value?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

How do I prepare for an interview?

Am I the Subject Matter Expert?

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK

What questions will I be asked?