Yesterday was quite a day! The Flex Group (my campaigns team) executed its final presentation yesterday in Dr. Carstarphen's capstone class, PR Campaigns. With Gaylord faculty, staff, and administration including Dean Hockett, Dr. Carstarphen, and Kathy Sawyer, along with guest judges and the client present, the stakes were high, but our team spoke with enthusiasm and intensity to explain the research, planning, execution and evaluation of a comprehensive public relations campaign created for Big Brothers Big Sisters (BBBS) of Cleveland in order to gain support for fundraising efforts such as Bowl for Kids' Sake in the OU community.

I opened the presentation with a quote from Margaret Mead: "Never doubt that small group of committed people can change the world. Indeed, it is the only thing that ever has."

The presentation was a HUGE success, and at the conclusion of our presentation, we were able to present Diane Murphree, area director for BBBS of Cleveland County, with $3,600 that will yield three new Big/Little matches for an entire year. It was an enthralling experience and excited me to think about my public speaking opportunities at MCAAP.

When I begin my career with the Department of Defense, I will be able to engage in several opportunities to exercise my public speaking skills such as orating new employee briefings and administering installation tours to distinguished guests. I am so glad that the coursework in the Gaylord College, namely in Dr. Carstarphen's PR Campaigns class, has greatly prepared me and will directly correlate to my professional career.

I am taking Race, Gender, & the Media this semester with Dr. Meta Carstarphen. We discuss a lot about race, gender, and stereotypes in the media and society today. I grow increasingly amazed as I keep discovering how my coursework directly correlates with society as a whole, but more importantly, my career path with the government. I recently met the Equal Employment Office director, Coluah Watts Stanfield, and she gave me some background information on the office and its function at MCAAP.

At each Department of Defense (DoD) installation across the U.S. there is an Equal Employment Opportunity (EEO) office/ directorate. Equal employment is an initiative that is alive and active in all DoD operations, especially in the civilian workforce. The EEO office at MCAAP has a staff of three. Coluah and two other equal employment specialists work everyday to educate the civilian workforce at MCAAP on management directives supporting the prevention of discrimination of personnel by race, sex, sexual orientation,

religion, national origin, age, disability, marital status, political affiliation, parental status, and genetic predisposition.

It is also the job of the equal employment opportunity staff to uphold the legislative measures established to uphold these high standards such as the Notification and Federal Employee Antidiscrimination and Retaliation Act (NO FEAR) of 2002, Prevention of Sexual Harassment (POSH), and the Civil Rights Act of 1991. Age, race, and gender are parameters of discrimination that unfortunately know now limits. That is why the DoD has established the EEO to manage and maintain a discrimination-free work environment for all Department of Army civilians working at MCAAP and other installations across the U.S.

As previously documented in this blog, I had the opportunity of meeting and conversing with one of MCAAP's finest: Public Affairs Specialist Mark Hughes. As an acquaintance, Mr. Hughes discussed with me briefly in our first meeting what he does on a daily basis as well as some of the noteworthy Army initiatives he has had the privilege of working toward. I recently met with Mr. Hughes again, and our conversation was much deeper and he told me a great deal about his history, education, and training all leading up to where he is now in his career as Public Affairs Specialist for MCAAP. I enjoyed our recent meeting so much I wanted to document our dialogue in my blog.

Education has played a vital role in Hughes professional endeavors. He received a Bachelor of Arts in Education with a specialization in journalism in 1976 from Northeastern State University located in Tahlequah, Okla. Hughes continued his education at the U.S. Marine Corps Command & Staff College in Quantico, Va. He also took courses and earned certifications in public affairs from the University of Oklahoma. Hughes then attended the Senior Public Affairs Officers School and the Defense Information School while stationed at Ft. Benjamin Harrison, Ind.

Hughes has been in the PR field as an Army Public Affairs Officer for 34 years. His media experience goes back to his Marine Corps Career from 1976 to 1996. Retiring from the Marines as a lieutenant colonel in 1996, Hughes has dealt with national and international media in these crises and exercises: Operation Desert Shield, Operation Desert Storm, Panama, Honduras, Okinawa, Germany, Somalia.

Since his time at MCAAP, Hughes has been in constant correspondence with national and international media. From February 2002 until March 2003, MCAAP was the recipient of news media around the world such as “Nightline” (ABC-TV), The Associated Press, and the BBC once the U.S. began bombing Afghanistan and Iraq. As the sole public affairs specialist on the installation, Hughes coordinated each media visit and escorted media throughout the plant.

When asked how he perceives the value of public relations in his organization, Hughes had an interesting and thought-provoking response. Hughes says he thinks the value of PR in any organization is vital to the organization’s success.

“The real question, however, is what does the leadership think about the value of public relations in its organization? A PR practitioner can only be as valuable as the leadership will let him or her be. To that end, public relations practitioners have to be able to define value," Hughes said, "which is why it is essential for them to be able to measure the worthiness of what they do and their ability to contribute to the bottom line.”

Hughes says after years of experience in the field, he “gets it” when it comes to the function and value of public relations in the U.S. Army.

In his professional career, Hughes has had many articles published in various government publications. In 1992, Hughes wrote “Words at War: Reflections of a Marine Corps Public Affairs Officer,” which was published in the official U.S. Army magazine, Soldiers. Hughes encourages any PR majors to consider a career with the federal government in Public Affairs.

A Department of Army initiative has been to encourage, endorse, and employ diversity in the civilian workplace. All DA agencies have been delegated to ensure that personnel be diverse in organizations and directorates across the board. During my internship, I have not only been exposed to a line of work, but also to getting along with co-workers and learning about who they are as individuals.

Our senior HR specialist in the CPAC and I represent the diversity in our office. I am the only male and she is a female African American. I recently had conversations with her about how race has affected her in the workplace and her answers to my questions surprised me.

Here is a profile of Lona Smith and a brief documentation of our dialogue:

Lona Smith is a 41-year-old African American female. She is a human resources specialist for Department of Army, and is retired from military service. Lona is married to her husband, Calvin Smith. Together, they have one son, Justin. Growing up, Lona had two brothers and two sisters. Her mother now lives in Colorado and her father is recently deceased. She currently considers home to be McAlester, Okla.

Born in East St. Louis, Ill., Lona’s two best friends growing up were Sharon Diggs and Leslie Howard. Lona commented that she did not have any close friends of another race. She lived in a predominately black neighborhood throughout her childhood.

In her spare time, Lona enjoys roller-skating and fishing. She is a very confident, direct person and says that there is nothing and no one who limits her from enjoying her hobbies.

When asked to describe herself physically, Lona chose the words young and beautiful. As a confident woman, she feels secure about who she is and how she perceives herself. When asked to describe herself without making reference to physical appearance, Lona chose inward qualities of her personality: kind, caring, sharing, intelligent, professional, successful woman.

Lona believes that at home, others perceive her as smart, fun, and loving. In the workplace, she thinks she is perceived as intelligent, personable, hardworking, and dedicated.

Lona regards her career with the utmost regard, and strives to be a professional exuding excellence. She says she honestly has no idea what people on the street think of her. She says there is no way to gauge people’s thoughts and she has never asked a stranger before.

When questioned about her perception of her own power in society, she said she has never thought about it. She said she believes that even the smallest person can change the course of the future and that she has the ability to make a difference in the world around her. She perceives limitations to be corrupt people, racists, bigots, and closed-minded people who do not have a love for humanity.

Lona then answered the question, what are you thoughts feelings, and behaviors relating to race and ethnicity. She simply replied, “We are all created equal.” When asked about how she chooses to identify herself, she said, “I am a child of God.”

When Lona was asked what she thinks about race and what makes that happen, she replied, “I don’t think about it.” At first, she said she had never thought about how her life might be different had she been a male, but she then commented that she believes discipline in her house as a child would have been different in that as a male, things would have been slightly easy on her. She says her parents let her brothers get away with more things and that her mother and father were very protective of the girls in the family.

I then asked Lona about the hardest thing about race for her to talk about. She claims that she does not have one and that she tries not to think along those lines. What I gathered from this interview is that Lona Smith has completely eliminated the barriers of race and ethnicity from her thoughts, feelings, and words. “I don’t see color,” she said at the end of the interview. We laughed about how outrageous some might see this method of approach, but she told me that when it comes to race, she prefers to be colorblind.

On this day in the CPAC, I accomplished many tasks. My supervisor asked me to find a specific MCAAP reg (regulation) in the database of regulations, so that the reg could be updated and reflect the current status of the installation. The reg was pertaining to environmental management and the installation. I quickly found that MCAAP has several regs. Some of which are specifically for the installation itself, and some which span across the Department of Army (DA) and the entire Department of Defense (DoD). I found the reg by boss requested so that she could change the verbiage, receive command approval, and then publish the regulation.

Also, my supervisor let me shadow our senior HR specialist for an entire day. I was able to see the ways in which she coordinated with headquarters (HQ), answered customer inquiries, and handled the day-to-day tasks that every HR specialist must undergo. I was tasked with the usual intern duties such as making copies and printing address labels, but it was not as mundane a process as I thought it would be. The senior specialist was very insightful and did not leave me with all the "dirty" work. She actually made half of her copies and printed half of her address labels too. For the more substantial duties, she let me sit in her office and listen to her telephone conversations, and even let me watch her process personnel actions in the Defense Civilian Personnel Data System (DCPDS). I could have been very discouraged by standing at the copy machine all day, but instead I was encouraged and became hopeful for my future career. I am so thankful for employees who realize that it is important to show the younger generation what the job will actual be like, instead of just assigning miniscule tasks that will depress even the happiest of interns. Because of my shadow experience with one of our senior HR specialists, I am even more excited about graduation and my career to follow.

Working at MCAAP, one gets the privilege and opportunity to meet some very accomplished professionals who have been federal employees for many years. Most of these individuals offer a wealth of career advice, insight, and knowledge about their craft. Recently I met the Public Affairs Specialist for MCAAP, Mark Hughes.

Mr. Hughes gave me a glimpse into the average day on the job as the MCAAP Public Affairs Specialist. He is tasked with providing the commander with public affairs advice (the commander is an actual military officer who is the commanding presence on the installation. He serves as the installation manager, making all executive and command decisions). Mr. Hughes also publishes a 12-page monthly newspaper. He writes the articles, takes the photos, and designs the layout for the publication.

Mr. Hughes gets the high honor of representing the command at community relations events and committees such as Armed Forces Day. He obtains the military fly-over for Armed Forces Day, and provides information to the McAlester News Capital (the local newspaper) on this holiday. Mr. Hughes is also charged with coordinating and preparing for the arrival of active duty military personnel from across the United States when they get orders to come to MCAAP. He even provides protocol services such as planning the itinerary, lodging, ground transportation, and meals for distinguished visitors coming to the installation.

In his role as Public Affairs Specialist, Mr. Hughes also responds and coordinates media queries, assists in planning special events, drafts speeches for the commander and the civilian deputy (a civilian who is the second in command next to the commander), coordinates significant articles in major DoD publications, and coordinates Freedom of Information Act requests from the media.

Mr. Hughes also provided me with some wise and insightful advice. I asked him how he perceived the value of public relations in his organization. He said that the value of public relations is vital to the success of MCAAP, but that the real question is what does the leadership think about the value of public relations? He went on to explain that a public relations practitioner can only be as valuable as the leadership with let him/her be.

Because of this, Mr. Hughes said it is imperative for public relations professionals to be able to define value, which is why it is essential for them to be able to measure the worthiness of what they do and their ability to contribute to the bottom line. He also said that if the leadership of an organization is going to relegate public relations into the background, then they do not need public relations. Instead, they need "more sandbags to build a defensive wall around them from the media, which ultimately fails and then the company is exposed to the light of public opinion."

Mr. Hughes has been a great asset to me so far and I look forward to his continued counsel as I progress in my career at MCAAP.

Working in the human resources department in the CPAC at MCAAP entails several occurrences one can count on daily. Many VIPs on post come to the CPAC either for scheduled meetings with the CPAC Chief, or to converse with one of the specialists about publicizing a vacancy and working out any kinks that may have come up in the process. My desk is located just outside the chief's office so I get the privilege of being exposed to any and all traffic entering and leaving her office. The proximity to my boss's office has provide quite a few interesting experiences in my time at the CPAC.

The Civilian Deputy came into the office one day, completely unannounced. He pointed at my boss's closed door and said, "Is she in?"

I replied, "Yes she is, but she is on a conference call right now."

"Thanks," he said and barged right in.

I was shocked that he took the liberty of letting himself in her office despite the fact that she was occupied with a very important conference call. I began to worry if my boss would have been displeased that I had allowed him to enter so abruptly, as I am kind of the "gatekeeper" to her office. Our senior specialist came out of her office and saw that I was so perplexed. She began to inform me that not only was the civilian deputy important, but he was our senior rater above the CPAC chief. He was also our superior. This explained his commanding presence he had always exuded in the office and in this instance when he unapologetically let himself in our boss's office. Our senior specialist continued explaining the chain of command to me and I quickly began understanding just how things operated when it comes to delegation of authority on the installation and in each of the directorates.

Shortly thereafter, my boss's door opened and I heard laughter and loud, but jovial voices from both. The civilian deputy walked out and began his way down the hallway, leaving the CPAC. The chief came out of her office, smiled at me, and went off to the break room for a Diet Coke as if there was no unwanted intruder at all, but instead a usual occurrence. I learned a valuable lesson. I learned that the chain of command is an important aspect of this work environment and that I have more than one boss! So many things to learn other than just job duties!

One of the tasks I was given on this day was to brush up on some of the online training that is offered by the Civilian Human Resources Agency (CHRA). Being a student trainee, one of the main goals is to acquire a general understanding of the basic functions and ideas that HR specialists delve into daily. On its training Web site, CHRA offers several "basic" courses to introduce key concepts and ideas instrumental for proving a basic understanding of job duties. Data bases that are often utilized are also included in the training courses with interactive tutorials.

The first course I took was Basic Classification. The online training takes three to four hours and includes three quizzes and a final exam at the end of the course. To successfully pass, you must score at least 80 percent on the final exam. The course objectives are to locate, read, and apply position classification standards and guides; explain briefly the position classification process - which determinations are made in classification; define "grade-controlling work" in General Schedule (GS) and Federal Wage System (FWS); and contrast narrative and factor evaluation system (FES) classification standards and grade evaluation procedures.

I spent exactly four hours taking the course, completing the quizzes, and taking the final exam. I scored a 100 percent and upon successful completion was e-mailed a certification, certifying that I had met the requirements of the basic classification course. Later in the day, I started another online training course that takes longer than basic classification. I had to save my progress for the Basic Defense Civilian Personnel Data System (DCPDS) for Army HR Professionals and resume working on the course for the next work day.

During winter break, I worked in the CPAC full time. On the 21 of December, I was updated on several of the changes that had taken place on the base. For the first few hours of the workday I was briefed on personnel changes, the abolishment of the National Security Personnel System (the DoD's civilian pay-for-performance pay system), and the addition of new employees to the CPAC's staff. The director of resource management (RM) was approaching retirement and the vacancy announcement for the RM director's position was being announced. After lunch, I spent approximately three hours assisting one of our senior HR specialists in composing, classifying, and disseminating the announcement. It was an internal and external announcement so the information needed to be disseminated to the widest public on post, as well as have the highest degree of visibility on all of the job announcement Web sites for the DoD.

In the last part of the day, I was introduced to the newest member of our CPAC team. My boss had recently hired an HR technician. The new employee began working in the CPAC three weeks prior to my return during Christmas break. This was the first time I had witnessed a new employee joining the rest of the office, so this was a learning experience for me concerning how to make a new employee feel welcome and even adjust so that the workflow is not interrupted and can be efficiently distributed. This was a very productive day.

Hello! I'm Ryan and this is my blog. I was appointed as a Human Resources Management Student Trainee in the Civilian Personnel Advisory Center (CPAC) at the McAlester Army Ammunition Plant (MCAAP) on 22 June 2008. Since that appointment, I have learned so much and this semester I hope to learn even more about the ways in which public relations plays a role in my office and throughout the organization of MCAAP. Communication is vital in all of the Department of Defense (DoD) components and in my short time at the CPAC I have seen already how important strategic communication is to the Department of Army (DA).