rcsu northwest unit public affairs handbook 2013

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Handbook

UNIT PUBLIC AFFAIRS REPRESENTATIVE HANDBOOK June 2013

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FOREWORD Welcome to the challenging and ever-changing world of public affairs!

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 [email protected] 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 [email protected]


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CONTENTS

Chapter 1- General

What is Public Affairs? .......................................................... 1-2

Guidelines for Release ........................................................... 1-5

Crisis Communications........................................................... 1-12

The Nature of News................................................................ 1-15

Interviews................................................................................ 1-17

ANNEX A: Terms of Reference Corps UPAR 1-25

ANNEX B: Terms of Reference CSTC UPAR . 1-26

ANNEX C: Terms of Reference CSTC UPAR Staff Cadet... 1-29

Chapter 2- Tactical

Lets Get Started! ........................................................... 2-3

The News Release............................................................... 2-6

The Media........................................................................... 2-8

Managing a Crisis............................................................... 2-12

Media Visiting Your Unit ...................................................... 2-13

The Internet............................................................................. 2-16

Letters..................................................................................... 2-17

ANNEX A: Guidelines for Dealing with Media Visits 2-19

ANNEX B: Planning Points for Significant Events . 2-20


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Chapter 3 Creative Writing and Photography

Introduction......................................................................... 3-3

The Story.................................................................... 3-3

Journalism.......................................................................... 3-4

Story Telling............................................................... 3-4

Writing Tips.................................................... 3-8

Structure................................................................................. 3-10

Writing the Feature Story................................................... 3-12

Exercises. 3-15

Creative Photography. 3-16

Chapter 4- Public Affairs Resources, Tools and Templates

Introduction..... 4-3

PA Templates

Public Service Announcement (PSA) 4-5

PSA Templates 4-6

Media Advisory 4-8

Media Advisory Templates . 4-9

News Release . 4-11

News Release Template . 4-13

Backgrounders ...... 4-15

Backgrounder Template ...... 4-16

Hometowner .. . 4-17

Hometowner Template . .. 4-18


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Great Resource Links .. 4-19

CF Public Affairs Policy DAOD 2008 Series 4-20

Sample Public Affairs Plan 4-28

Chapter 5- Strategic Communications Plan

Introduction 5-3

Background 5-4

Planning and Environment ..... 5-4 The Cadet Population Growth Initiative

Communication Themes 5-8

Messages.. 5-10

Audiences. 5-12

Products and Activities........................ 5-12

Responsibilities and Coordination... 5-16

Evaluation 5-18

PA Contact List... 5-20

Annex A Public Affairs Activities Implementation Plan...... 5-21

Annex B PA Tools and Templates 5-29

Annex C - Talking Points about the Cadet Program 5-35

Annex D Stakeholder Analysis. 5-42

Annex E SWOT Analysis 5-47


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Chapter 6 Social Media Policy

Introduction . 6-3

Background. 6-5

Social Media Strategy. 6-7

References 6-10

Chapter 7 RCSU Equipment Supply SOPs

General 7-3

Duties and Responsibilities 7-3

Assets.. 7-6

ANNEX A: Promotional Material Request Form.. 7-7


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Chapter 1 General

What is Public Affairs? .......................................................... 1-2

Guidelines for Release ........................................................... 1-5

Crisis Communications........................................................... 1-12

The Nature of News................................................................ 1-15

Interviews................................................................................ 1-17

ANNEX A: Terms of Reference . 1-25

ANNEX B: Terms of Reference CSTC UPAR . 1-26

ANNEX C: Terms of Reference CSTC UPAR Staff Cadet. 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 Handbook-

This nationally-produced handbook provides basic general guidance to help you understand the public-

affairs function within the Department of National Defence and the Canadian Forces. It can be found

online on the ADM PA website-

http://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 continued 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 and 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 position.

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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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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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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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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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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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 safety-related 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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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 self-

esteem, 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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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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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 for 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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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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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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ANNEX A Unit Public Affairs Representative Handbook April 2013 TERMS OF REFERENCE- Cadet Corps Unit Public Affairs Representative 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. At the request of the Region PAO, identify appropriate spokespersons or SMEs.

7. 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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Annex B to Chapter 1 Unit Public Affairs Representative Handbook May 13

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 Promote the Cadet Program as the program of choice for Canadas

youth.

Objective #3: Capitalize on the word-of-mouth potential for promoting the Cadet


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Program.

10.3.1 Provide tools to Cadets to support word-of-mouth promotional efforts. (Linked to Task 10.1.4)

10.3.2 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.

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;

b. ensure current media packages containing up-to-date information on the cadet

program and cadet related activities at the CSTC;

b. manage the CSTC website to include:

(1) one small article with photo per week;

(2) one daily photo of a cadet attending the CSTC; (3) one weekly schedule of CSTC events; and (4) one weekly feature article with 5 photos highlighting an event at the

CSTC;

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) Award Winners; (2) Intakes; (3) CSTC/Squadron/company photos highlighting its activities.

d. provide 10 hometowner articles to community papers per week; e. 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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Annex C to Chapter 1 Unit Public Affairs Representative Handbook April 13

TERMS OF REFERENCE CSTC UPAR Staff Cadet Position Number: N/A Position Title: Staff Cadet Unit Public Affairs Representative Rank: CPO2/MWO/WO2 Short Title: SC UPAR Date Revised: April 2013 Responsible To: Subordinates: CSTC UPAR 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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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 six-week 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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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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Chapter 2 Tactical

Lets Get Started! ........................................................... 2-3

The News Release................................................................... 2-6

The Media........................................................................... 2-8

Managing a Crisis............................................................... 2-12

Media Visiting Your Unit ...................................................... 2-13

The Internet............................................................................. 2-16

Letters..................................................................................... 2-17

ANNEX A: Guidelines for Dealing with Media Visits . 2-19

ANNEX B: Planning Points for Significant Events . 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. Unusual events and accidents (Chapter 4- Tools- Template 1);

b. Training events;

c. Unit social events, that affects the community at large;

d. Unit member achievements (sports, scholastic, heroic). (Chapter 4- Tools- Template 2);

e. Community service projects, (ie. United Way appeal) (Chapter 4- Tools- Template 3);

f. Inspections and change of command ceremonies. (Chapter 4- Tools- Template 4);

g. Awards, unit and individual. (Chapter 4- Tools- Template 5);

h. Open house or tours of your squadron or unit (Chapter 4- Tools- Template 6);

i. Individual, unit or CCO "firsts";

j. Visits of members of your unit to domestic and forei

rcsu northwest unit public affairs handbook 2013

Documents