Strategic Working Group: Goal #6Update & Decision Brief

Presented to DirPA22 February 2006

Major Jason A. Johnston, DivPA, HQMC

Strategic Working Group: Goal #6

Measure the Goals & Objectives of the Public Affairs Occupational Field

Major Jason A. Johnston, DivPA, HQMC

Executive Summary

Problem: Determining what affect programs, activities, or tactics have on the relationship between the Marine Corps and its constituents/publics.

Methodology: A phased approach including Research, Planning, Execution, & Evaluation

Outcome: Beginning Execution phase supported by limited personnel & COTS support is best way-ahead

The Problem

Build then Enhance Relationships with

Key Publics

Build then Enhance Relationships with

Key Publics

Internal Internal

External Community

Assumptions

PA OccField will experience an increase in OpTempo and a decrease in resources.

Leaders cognizants of media affects will continue to increase.

Increased emphasis of Public Affairs as a pillar of Strategic Communications will increase.

Paradigm shift from Reactive to Proactive Public Affairs.

Concept of Operations (Status)

• Phasing Plan

– Phase 1 – Research (Feb 05 + Continuous)– Phase 2 – Planning (Aug 05 – Feb 06)– Phase 3 – Execution (Feb 06 - Feb 07)– Phase 4 – Evaluation (July 06 – Feb 07)

Concept of Operations (Status)

• Phasing Plan

– Phase 1 – Research (Feb 05 + Continuous) Stage 1 – Determine methodology (Complete)

Stage 2 – Determine efficacy of COTS systems, legacy systems (Complete)

Stage 3 – Determine internal systems abilities (Complete) Stage 4 – Determine resource requirements (Complete)

– Phase 2 – Planning (Aug 05 – Feb 06) Stage 1 – Test COTS systems Stage 2 – Develop, Coordinate and Publish a Public Affairs Measurement &

Evaluation Strategy Stage 3 – Identify resources available Stage 4 – Keep Attacking!

Concept of Operations (Status)

• Phasing Plan

– Phase 3 – Execution (Feb 06 - Feb 07) Stage 1 – Determine Best COA/Methodology

Stage 2 – Prototype a reporting system Stage 3 – Establish HQMC PA Analysis Cell and Charter Stage 4 – Integrate process into doctrine, schools, TTPs.

– Phase 4 – Evaluation (July 06 – Feb 07) Stage 1 – Complete Reporting Process Stage 2 – Determine value of effort. Stage 3 – Continue to turn evaluation results into better efficiencies.

Determining Relationships

• Two Types– Exchange Relationships

• In an Exchange Relationship, one party gives benefits to the other only because the other has provided benefits in the past or is expected to do so in the future.

– Communal Relationships• In a communal relationship, both parties provide benefits to the other because

they are concerned for the welfare of the other – even when they get nothing in return. For most communications activities, developing communal relationships with key constituencies is much more important to achieve than would be developing exchange relationships.

Relationship Measurable Variables

• Control Mutuality– The degree to which parties agree on who has the rightful power to influence one

another. Although some imbalance is natural, stable relationships require that organizations and publics each have some control over the other.

• Trust– One party’s level of confidence in and willingness to open oneself to the other party.

There are three dimensions to trust: integrity, dependability, and competence.

• Satisfaction– The extent to which each party feels favorably toward the other because positive

expectations about the relationship are reinforced. A satisfying relationship is one in which the benefits outweigh the costs.

• Commitment– The extent to which each party believes and feels that the relationship is worth

spending energy to maintain and promote.

What do we Measure?

Outputs: The immediate results of an activity (press release ‘placements’ or ‘impressions’.

Outtakes: Determining if publics received the message directed at them, paid attention to them, understood/comprehended them.

Outcomes: Whether the activity resulted in any opinion, attitude, and/or behavior changes on the part of the targeted audience.

What do we Measure?

Outtakes

Def: Determining if publics received the message directed at them, paid attention to them, understood/comprehended them.

--Favorability

--Understanding & Comprehension

--Message Recall & Retention

--Attention & Response

Methods:

Awareness & Comprehension

Recall & Retention

What do we Measure?

Outcomes

Def: Whether the activity resulted in any opinion, attitude, and/or behavior changes on the part of the targeted audience.

Methods:

Attitude & Preference

Behavior Measurements

Measuring the Strategic Goal

Build then Enhance Relationships with

Key Publics

Build then Enhance Relationships with

Key Publics

Internal Internal ExternalCommunity

Output Outtake

Output Outtake Outcome

Output Outtake

Surveys Content Analysis

Maximum Flexibility

Content AnalysisSurveys

Content AnalysisSurveysQualitative

Quantitative

COTS COTS

In-House

Ease of UseValid

Measurement Management Process

HQMC DIVPA

Measurement and Evaluation Cell

MCI-WMCI-E

MCRC

Measurement Management Timeline

Acq

uisitio

n

Imp

lemen

t

Mar 06 Aug 06 Nov 06

Des

ign

An

alys

isF

eed

bac

k

HQMC

MCI

UNIT

Measurement Management Cost

HQMC DIVPA

Measurement and Evaluation Cell

MCI-WMCI-E

MCRC$10K

Courses of Action

1. Maintain Status Quo

2. Create PA Measurement & Evaluation Cell (1 Collateral Duty/$10K)

--Asst Plans Officer (Reserve) --Deputy Media Officer (9674) --RLO

3. Create PA Measurement & Evaluation Cell (1 Collateral Duty Billet)

Survey Cost Consideration

COTS

PA Intranet

Custom

Status Quo

BenchPoint

Survey Monkey Zoomerang

$$

$

$

$

Cost per functionality

Content Analysis Consideration

COTS

In House

Custom

Status Quo

FactivaVOCUS

QIACustom Scoop

$$$$

$$$

$

Cost per functionality