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OCPA's mission is to keep the American people and the Army informed. It also helps to establish the conditions that lead to confidence in America's Army. How does the Army coordinate the efforts of these officers and synchronize the messages they distribute to their publics?
OCPA's mission is to keep the American people and the Army informed. It also helps to establish the conditions that lead to confidence in America's Army. How does the Army coordinate the efforts of these officers and synchronize the messages they distribute to their publics?
OCPA's mission is to keep the American people and the Army informed. It also helps to establish the conditions that lead to confidence in America's Army. How does the Army coordinate the efforts of these officers and synchronize the messages they distribute to their publics?
The United States Army Officeof the Chief of Public Affairs
Author: Paul R. Hayes January 15, 2007
1 Office Chief Public Affairs Resource Management Division- Pentagon Contracting Funding Army Public Affairs Center FT Meade, MD Training Policy and Doctrine Organization / Personnel Materiel Development Advice to the Commander / staff Media facilitation Information Strategies Community Relations PA planning PA training Core Functions Public Affairs fulfills the Armys obligation to keep the American people and the Army informed, and helps to establish the conditions that lead to confidence in Americas Army and its readiness to conduct operations in peacetime, conflict and war. Mission Community Relations Division - Pentagon Marketing Team Community Relations Team Executive Communications Team Plans & Guidance Division - Pentagon Operations, Intelligence & Logistics Team Weapons, Environment & Technology Team Personnel and Human Resources Team Projects Team Analysis and Assessment Team Media Relations Division - Pentagon Operations, Intelligence & Logistics Team Weapons, Environment & Technology Team Personnel and Human Resources Team Army Leadership Support Team Personnel Management- Alexandria, Va Officer management NCO Management Civilian Management Assignments Assigned to US Army Human Resources Command 10 Personnel Pentagon OCPA-MW OCPA -SE OCPA-LA OCPA-NY functional and project project only distributed communications (e-mail, telephone, VTC) Authority and Communications Unit / Installation Public Affairs Offices - Worldwide Community relations Media relations Command information 1009 Public Relations personnel assigned to Army Units / Installations One of the most popular sources in articles about the war in Iraq is someone called, US Army Spokesman. Who is this source and to what organization does he or she belong. Consisting of 349 officers and 660 enlisted personnel, the US Army public affairs community spans the globe. How does the Army coordinate the efforts of these officers and synchronize the messages they distribute to their publics? The answer is revealed in the organization of the Office of the Chief of Public Affairs (OCPA). OCPAs mission is: Public Affairs fulfills the Armys obligation to keep the American people and the Army informed, and helps to establish the conditions that lead to confidence in Americas Army and its readiness to conduct operations in peacetime, conflict and war. (OCPA website) Due to the organizations size, distributed offices, and reliance on technology, OCPA has special challenges with regard to leadership and effectiveness. OCPA - How it is organized Greenberg, in Managing Behavior In Organizations, states that an organization, is not a haphazard collection of people, but a meaningful combination of groups and individuals working together purposefully to meet organizational goals. (Greenberg, 424) In keeping with Greenbergs definition, OPCA is organized by function to complete its mission. Referencing OPCAs internal documents, the six basic functions of OPCA are: Provide advice to the commander / staff Conduct media facilitation Develop information strategies Execute community relations Conduct public affairs planning Conduct public affairs training Figure 1- Overall OCPA Organizational Structure A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
2 What the different functions do Prior to analyzing the structure of OPCA, it is critical to understand the functions of each of its subordinate organizations. These organizations are designed around OPCAs six primary functions. Plans and Guidance Division (PAG) - Provide advice to the commander / staff, develop information strategies The stated mission of the plans and guidance division is: The Plans Division of Army Public Affairs conducts planning to support near- and long-term executions and events, and is responsible for producing in-depth communications plans, concept plans and public affairs guidance for a wide variety of initiatives. The planners typically conduct planning by leading Communication Planning Groups composed of the subject matter experts relative to any issue. Communications Plans synchronize several different means of communicating, to include Army News Service, Soldiers Radio and Television, www.Army.mil, Stand-To, the Pentagon Channel and normal Army-level media response, as well as recommended senior leader correspondence when necessary
To accomplish this lengthy mission, the PAG division retains 31 personnel in its Pentagon offices. While they did provide a mission, unlike other divisions, they do not define their core functions. From analyzing their organization chart, however, they appear to be organized by projects and events rater than functions. For example, if a communications plan is required for a new weapon, that responsibility would fall upon the Weapons, Projects Team Assessments and Analysis Team Operations, Intel & Logistics Team Weapons, Environment & Technology Team Personnel/Army Resources Team Plans Division 31 personnel Pentagon Core Functions The Plans Division of Army Public Affairs conducts planning to support near- and long-term executions and events, and is responsible for producing in-depth communications plans, concept plans and public affairs guidance for a wide variety of initiatives. The planners typically conduct planning by leading Communication Planning Groups composed of the subject matter experts relative to any issue. Communications Plans synchronize several different means of communicating, to include Army News Service, Soldiers Radio and Television, www.Army.mil, Stand-To, the Pentagon Channel and normal Army-level media response, as well as recommended senior leader correspondence when necessary Mission None available or published Authority and Communications functional and project project only distributed communications (e-mail, telephone, VTC) Figure 2- OCPA Plans Division A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
3 Environment, and Technology Team. Since all of the divisions subordinate units are co-located at the Pentagon, all communications within the office are face-to-face. The different divisions can conduct routine meetings and execute direct coordination with its superiors by walking down the hall. Additionally, the PAG Division Chief retains project and functional authority over all the units within the division. Media Relations Division - Conduct media facilitation The mission of the Media Relations Division (Figure 3) is not published on any of their documents or websites. Similarly, they do not provide definition of their core functions. From analyzing their documents, however, I would define their mission as: Conduct media facilitation by responding to queries with accurate and timely information. Additionally, provide senior army executives with media facilitation assistance.
To perform these duties, the Media Relations Division is organized with 17 personnel and stationed at the Pentagon. In a similar manner to the PAG Division, Media Relations is organized by project rather than function. From a review of their contact list, this is a tall order. Currently, the division is under-staffed. They are missing six of their 17 authorized personnel. The result is that several personnel must perform Personnel and Human Resources Team Casualties Chaplains Equal Opportunity General Officer-related issues Harassment Homosexual Issues / DADT Inspector General JAG/Legal Issues Women in the Army Investigations (IG/CID)(How they are done, not each) Whistleblower Medical / Health Issues Military Justice Personnel Related Issues POW / MIA Recruiting / USAREC ROTC / Cadet Command USMA Safety / Safety Center Weapons, Environment & Technology Team AAFES Army Museum Aviation Base Closure Budget Civil Works Computer Systems Electronic Warfare Environment Foreign Military Sales Ground Systems (Weapons systems and support) Installations and Housing Missile Defense Systems Morale, Recreation and Welfare Space Nuclear, Biological and Chemical Issues Research, Development and Acquisition Operations, Intelligence & Logistics Team Contingency Operations Counter Narcotics Operations Exercises FEMA/DOMS Force Structure Individual Soldier Training History INF/START/CPE Treaties Intelligence Joint Service Programs Logistics Reserve Components Roles and Missions Training Media Relations Division 17 personnel Pentagon None available or published Mission Army Leadership Support Team Secretary of the Army Public Affairs Officer Chief of Staff of the Army Public Affairs Officer Vice Chief of Staff of the Army Public Affairs Officer Army Leadership Photography Authority and Communications functional and project project only distributed communications (e-mail, telephone, VTC) Core Functions None available or published Figure 3- OCPA Media Relations Division A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
4 nearly double the work. For example, the three personnel in the Personnel and Human Resources Team must respond to media queries in 19 different areas. Their work is additionally complicated in that personnel in the Community Relations Divisions outreach offices (Figure 1) forward all their media queries to them. So, if a reporter calls the New York Outreach office with a question about a personnel-related issue, they are forwarded to the Personnel and Human Resources Team in the Media Relations Division. Another characteristic of the Media Relations Division structure is that members of the Army Leadership Support Team fall under the Division Chief for coordination and support only. These team members are responsible for handling all media relations for the Secretary of the Army, Chief of Staff of the Army, and the Vice Chief of Staff of the Army. These officers work for the specific leader and are rated by them. For example, if the Vice Chief has to appear on Meet the Press, his media support officer handles all aspects of the appearance. Additionally, when high- profile events such as this happen, the Leadership Support Team can ask the Media Relations Division Chief for augmentation or help. In this way, the Media Relations Chief retains some aspect for project authority. Community Relations Division - Execute community relations The mission and core functions of the Community Relations Division (CRD) are not officially stated on any of their websites or communications. From reviewing their contact list and lessons gained in interviewing one of their subordinate divisions, a proposed mission that covers their activities is: Community Relations Division plans and conducts marketing for the Army, community relations and outreach activities with key audiences, and specialized executive communications programs. To accomplish these activities, CRD is organized into seven teams consisting of 22 personnel stationed all across the United States. As opposed to the project oriented organizations of Media Relations and Plans, CRD is functionally organized. The Marketing Team handles appearances by high-profile Army A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
5 Executive Communications Team - Media training for GOs and SES - Holiday and special event speech writing - Worldwide Public Affairs Symposium - GO speakers bureau Community Relations Team - Joint Civilian Orientation Conference - Joint Service Open House - Public Service Recognition Week - Interservice ComRel Liaison - Aerial Requests - Non-aerial Requests Marketing Team - Outreach Council - Golden Knights Liaison - The U.S. Army Field Band - Commemorations - The U.S. Army All-American Bowl OCPA Liaison - USO Liaison - CFSC and Army Entertainment Liaison - Sports Outreach - Outreach Web site/ Calendar - Soldier of the Year/NCO of the Year - Accessions Command Liaison Community Relations Division 22 personnel Pentagon OCPA-NY - Outreach in NYC metro area - Outreach in Northeast - Book and publications lead OCPA-LA - Outreach in Los Angeles - Movie industry lead OCPA-SE - Outreach in FL, GA and PR - Based in Tampa OCPA-MW - Outreach in ND, SD, NE, KS, MN, IA, MO, IL, WI, MI, IN, OH - Based in Chicago None available or published Mission Authority and Communications functional and project project only distributed communications (e-mail, telephone, VTC) Core Functions None available or published units (Golden Knights, Old Guard Drill Team) at sporting events and coordinates annual all-Army outreach events such as Army Birthday and Soldier of the Year CRD has challenges with its organization. The first challenge is that it is scattered across the country. (Figure 4) CRD has offices in the Pentagon (marketing, community relations, and executive comms), New York (OCPA NY), Chicago (OCPA MW), Los Angeles (OCPA LA), and Tampa (OCPA SE). These satellite offices are manned with two to three personnel and rely on electronic mail, phone, and annual meetings for communications with the chief of the CRD. Specific missions of these satellite offices vary, but generally their mission is to identify high-profile targets of opportunity and engage organizers and planners in events that showcase todays Army and its Soldiers. (Buczkowski, Misurelli) Army Public Affairs Center - Conduct public affairs training The mission and core functions of the Army Public Affair Center (APAC) are clearly stated on both their website and official communications. Consisting of 17 personnel at Ft Meade, Maryland, the mission of APAC is: As the proponency executive agent for the Chief of Public Affairs, develop, provide guidance for, and prepare Army PA doctrine, organizations, training, materiel, leader development, personnel, facilities, and policy
Figure 4 OPCA Community Relations Division A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
6 Essentially, APAC serves as the trainers for all Army PAOs. Additionally, they perform the role of subject matter experts for doctrine and material advice within the force. As a proponent for Public Affairs within the Army, no other branch or agency can make a recommendation mentioning the use of Public Affairs without first clearing it through APAC. For example, if General Cucolo needs advice on how many PAOs would be ideal for a new organization, he would call the director of APAC for advice. If the head of Infantry Branch wants to include Public Affairs training in a new course for lieutenants, he would call APAC for a recommendation. APACs own organization is designed around their core functions. (Figure 5) These functions include: Provide clear, mutually supporting doctrine & policy Develop, update & assess public affairs training Reinforce Army leaders ability to aggressively tell the Army story Design appropriately structured & equipped organizations Exploit emerging technologies to enhance field force capabilities Sustain the viability of the warfighting Public Affairs function Organization and Personnel Force development Public affairs organizational design Policy and Doctrine Manuals Public affairs policies Training Division Training development and standardization for: Advance Schools DVIDS IO Media Training Mission Training Plans MTSS Program MTT NCO Academy Public Affairs Tool Box Reserve Component STPs DINFOS Army Communication Guide Blogging Army Public Affairs Center Material Development Equipment research and design Of the Shelf purchases 17 Personnel FT Meade, MD Provide clear, mutually supporting doctrine & policy Develop, update & assess public affairs training Reinforce Army leaders ability to aggressively tell the Army story Design appropriately structured & equipped organizations Exploit emerging technologies to enhance field force capabilities Sustain the viability of the warfighting Public Affairs function Core Functions As the proponency executive agent for the Chief of Public Affairs, develop, provide guidance for, and prepare Army PA doctrine, organizations, training, materiel, leader development, personnel, facilities, and policy. Mission Authority and Communications functional and project project only distributed communications (e-mail, telephone, VTC) Figure 6 - APAC A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
7
The functional organization of APAC is probably the proper design. Training division handles all training for the PAO force to include course design for all PAO courses, managing slots for attendance, and selecting personnel for advance schooling. Material division handles the integration of new equipment into the PAO force as well as investigating and authorizing the new purchase of off the shelf equipment. Policy and doctrine division writes all PAO manuals as well as handling inquires from other branches and services. Finally, Organization and personnel division reviews PAO force structure and tracks PAO authorizations for units in the field. While APAC is positioned at Ft Meade, it is still close enough to OCPA for in-person meetings when needed. The problems experienced by the Community Relations branch offices do not apply here even though they operate at a distance from APAC headquarters. The one main problem with APAC is that they only have 17 personnel on staff. Last year, the director was retiring and the deputy director was in the hospital. As a result, communications were at a standstill and decisions on projects and schooling were delayed. For example, it took close to two months of phone calls and e-mails before I could get a response back from the deputy about graduate schooling. He admitted his hospitalization and COL Rhyndances retirement had severely hampered communications. Outliers Public Affairs Offices and Personnel Management The final two organizations that make up OPCA are public affairs units in the force, and the PAO Personnel Management Office. General Cucolo has no functional authority over these two groups. He only retains a manner of project authority. In both cases, the organizations work for their commanders. Unit PAOs report to their unit commanders for functional and project control. The PAO Branch Manager works for the head of Army Human Resources Command. Communications between OPCA and these organizations is mainly electronic. Unit PAOs rely on the Army Knowledge Network for specific PAG A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
8 for projects, and general doctrinal and plans advice. The Public Affairs branch manager receives guidance from OCPA on manning priorities and individual fill requests. Vertical or Flat Division of Labor and Span of Control in OCPA In general, OPCAs division of labor is organized around functions rather than haphazardly or around projects. When looking at the overall organization chart for OCPA it resembles a flat organization. The Chief of OPA, Brigadier General Cucolo, has span of control over five functional areas. These few layers between the chief and the functions, in theory, should reduce waste and enable people to make better decisions. (Greenberg, 426) In some cases, however, OCPA is a tall organization. Working directly for BG Cucolo are three senior public affairs executives. (Figure 7) These executives must review Cucolo can make a decision. Additionally, each functional area division is organized in a similar manner. As a result, OPCA is really an example of a tall organization. The impact of this structure is seen in several examples. The first example is the process of creating and issuing Public Affairs Guidance (PAG). Designing and formulating PAG is the function of the Plans and Guidance Division. The function of PAG is to create standard messages, talking points, and clarify official positions of the Army on a given issue. Once staffer in the division has created the PAG for the issue, it must be approved by his division chief, passed through the OPCA deputy chiefs and usually returned for changes. Once changes are complete, it is forwarded again to the OCPA where it is Chief Public Affairs Resource Management Division- Pentagon Contracting Funding Army Public Affairs Center FT Meade, MD Training Policy and Doctrine Organization / Personnel Materiel Development Community Relations Division - Pentagon Marketing Team Community Relations Team Executive Communications Team Plans & Guidance Division - Pentagon Operations, Intelligence & Logistics Team Weapons, Environment & Technology Team Personnel and Human Resources Team Projects Team Analysis and Assessment Team Media Relations Division - Pentagon Operations, Intelligence & Logistics Team Weapons, Environment & Technology Team Personnel and Human Resources Team Army Leadership Support Team Personnel Management- Alexandria, Va Officer management NCO Management Civilian Management Assignments Assigned to US Army Human Resources Command 10 Personnel Pentagon OCPA-MW OCPA -SE OCPA-LA OCPA-NY Unit / Installation Public Affairs Offices - Worldwide Community relations Media relations Command information 1009 Public Relations personnel assigned to Army Units / Installations Sergeant Major Public Affairs Principal Deputy Chief Public Affairs Deputy Chief Public Affairs Figure 7 Additional Layers A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
9 Communications Within OCPA Push vs Pull Push Push Pull Pull Daily Stand-to Annual World Wide Public Affairs Seminar Messages to the force via e-mail Weekly balcony brief Daily Stand-to Annual World Wide Public Affairs Seminar Messages to the force via e-mail Weekly balcony brief Earlybird AKO resources: Data depot Notes from the Blogosphere PA homepage PAG Division AKO pages Editorial Roundup File sharing directories Individual unit PAO pages Requests for information to each division Earlybird AKO resources: Data depot Notes from the Blogosphere PA homepage PAG Division AKO pages Editorial Roundup File sharing directories Individual unit PAO pages Requests for information to each division eventually approved and signed by BG Cucolo. Only then can it be distributed to the force via electronic means. This process is timely and can result in delays in providing official Army positions on critical issues. An example of this delay was seen in the announcement of the extension of the 172d Airborne Brigade from Alaska. The Army announced August 4, 2006 the unit would be extended for an additional 4 months in Iraq. Soldiers who had already returned home were returned to Iraq. While the incident was significant and generated many stories in the press, it took until September 5 th for OCPA to issue official PAG. Communications within the organization variety of methods Communications within OCPA is accomplished by multiple methods. The easiest way to describe these methods is by using the terms push and pull. Pushing information to the force occurs when guidance is sent unprompted to members of the Public Affairs Community. One example of OCPA communication that is pushed to the force would be the daily Stand-to. Stand-to subscribers receive a one page update on communication themes and messages focus for the day. Additionally, the update includes key articles and links to communications relating to the Army. Another method of pushing information to the force is the use of e-mails from General Cucolo. This only occurs when the issue is of such great importance that it warrants mass distribution. This method was used prior to the launch of the Army Strong campaign. The Annual Public Affairs Conference is also used to push information to the force, but is usually sparsely attended by those outside the Washington D.C. area. The final method of pushing information to the force is the weekly balcony brief. The balcony brief is chaired by General Cucolo and attended by all the division chiefs within OCPA. This meeting is used to synchronize Figure 7 Push vs Pull A Case Study in Organizational Communications The United States Army Officeof the Chief of Public Affairs Author: Paul R. Hayes January 15, 2007
10 messaging, coordinate projects across divisions, and publish weekly guidance. Members of the Public Affairs Community such as OCPA NY receive the minutes from these meetings electronically. A more popular method of distributing information to the force is through pull methods. These methods work much like a grocery store. The divisions of OCPA Public Affairs officers operate under