For gallantry in action on 7 Januaryon Mount Majo, Italy.
Public Affairs Core Processes T he public affairs functional areas have historically been public information, command information and community relations. As broad references, the terms are still useful. Additionally, the traditional terms do not adequately address the challenge of providing public affairs support in the global information environment.
The realities of rapidly evolving technology, radical changes in the business structure affecting the commercial media and telecommunications companies, and the pervasive networking of a global community demand a new approach to articulating what public affairs professionals do.
This chapter focuses on core processes, within the framework of the three broad public affairs functional areas, allowing Army Public Affairs to meet the challenges of supporting Army XXI in the Information Age.
Public affairs planning is an integral element of the decision-making process at every level and across the continuum of operations.
Done in concert with operational planning, it enhances the commander's range of options.
Public affairs planning reduces the constraints which inhibit a commander's range of possibilities and increases his freedom to decide and act without distraction. This planning is conducted in concert with all information operations planners, and when appropriate, with the Information Operations Battle Staff.
Public affairs planning begins with the receipt of a mission. PAOs prepare the Public Affairs Estimate, and advise the commander and other staff personnel on global information environment issues such as expected media interest which might impact on the mission.
They provide input during the development of possible courses of action and the war gaming of those potential courses of action.
FM Once operations have been initiated, public affairs planners continuously monitor operations and the GIE.
They evaluate the situation, measure the effectiveness of the effort and make adjustments to the PA operation as necessary. They react to operational events with a public affairs impact, and public affairs events with an operational impact. They participate in future operations planning. The Public Affairs Assessment serves as the foundation from which the Public Affairs Estimate is written and focuses on: A commander needs to know the number of media representatives in the theater before the deployment of his force, and what level of media presence he should anticipate once deployment begins.
The commander must also have an analysis of Public Affairs Assessment the type of media print or broadcastthe visibility of The Public Affairs Assessment addresses all as- the media local, national, international, American or pects of the information environment, whether or not foreign and the style of the media news, information they are under the control of the commander.
Primary or entertainment covering the operation. The assessemphasis is placed on identifying, measuring and ment of the media presence should address the authorevaluating the implications of the external informa- ity under which media representatives are operating in tion environment that the Army does not control, but the theater and their degree of access to the theater of can influence through a coherent, comprehensive strat- operations.
The blurring of the line between exMedia capabilities. A commander needs an ternal and internal information adds to the value of analysis of the technological capabilities of media repassessing the internal environment as well.
He needs to know, The assessment identifies and evaluates the public affairs environment, the global information environment and the military information environment of a country, geographic area or the area of operation.mva~ter copy mhi a g, copy 3 / department of the army field manual d vision a rlery, quartermast libary qua r1teas3u school "',rts ter cti twntig co"z1bn ede for t!torcatt ys be.
SMCT), Army training and evaluation programs (ARTEPs) mission training plans (MTPs), and FM 7- 0, Chapter 2, Battle-Focused Training, to establish effective training plans and programs which integrate soldier, leader, and collective tasks. Department of the Army Pamphlet Maintenance of Supplies and Equipment.
Guide for Motor Pool Operations. Headquarters Department of the Army Washington, DC 1 August Princess Of Wales Own Hussars Elephant Cap Badge The first use of the numeral 19 for a British Army line cavalry regiment was in , when the 23rd Light Dragoons was renumbered. Readbag users suggest that FM - Public Affairs Operations is worth reading.
The file contains 76 page(s) and is free to view, download or print. The Viet Cong and the North Vietnamese People's Army of Vietnam (PAVN) used well-organized logistics methods to supply and equip their fighting forces.
This logistics organization helped greatly in their war against the American and South Vietnamese military during the Vietnam War..
The Viet Cong's full-time soldiers were referred to as the "Main Force" (Chu Luc).