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

1. Defense Logistics Agency
DLA Strategic Communication (DP)
Fiscal Year 2012 Annual Operating Plan
We Are DLA – 50 Years of Combat Logistics Excellence

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