AFMC - Strategic Public Affairs Plan
Strategic Public Affairs Plan
for the Air Force's
C-17 Globemaster III
1994
PATRICK C. MULLANEY
RONALD T. KADISH
Lieutenant Colonel, USAF
Brigadier General, USAF
Director, Office of Public Affairs
Program Director for C-17 SPO
Aeronautical Systems Center
Aeronautical Systems Center
JAMES S. CHILDRESS
Brigadier General, USAF
Program Executive Officer,
Tactical and Airlift Systems
C-17 PUBLIC AFFAIRS COMMUNICATION PLAN
I. Introduction
II. Situation Analysis
III. Goals
IV. Objectives
V. Audiences
VI. Strategies
VII. Issues
VIII. Messages
IX. Potential PA Actions/Activities
X. Incorporated Strategies and Actions Annex A, Action Execution Annex B, PA Opportunities
Annex C, C-17 Delivery Flight Media Opportunities
Annex D, Potential Editorial Board Opportunities
Annex E, Recommended C-17 Airshow Participation
Annex F, Action Plans
1. National Media Day Concept
2. D-Day Participation Concept
I. INTRODUCTION
This C-17 public affairs plan provides a framework for public affairs activities concerning our nation's most crucial defense asset -- airlift in the 21st century. Its intent is to ensure a coordinated public affairs effort by the Air Force/contractor team, which will increase chances that the right messages reach the right audiences in a timely manner.
Most of the information contained herein comes from inputs from Public Affairs Working Group (PAWG) members over the past months, with heavy inputs from the ultimate user, Air Mobility Command. The PAWG consists of public affairs representatives from ASC, AMC, Charleston AFB, Secretary of the Air Force PA, SecAF Acquisition PA, McDonnell Douglas, Pratt & Whitney, and Vought
This plan is just a guide. The events and actions are not fixed in stone. The underlying message of all C-17 public affairs activities remains unaffected by the continually changing international environment, in fact, it is heightened: Airlift capability for America is indispensable.
The C-17 System Program Office's (SPO) vision for the C-17 program is "global reach for the 21st century--providing cargo, forces and equipment worldwide, quickly and with minimum support." This public affairs plan supports that vision.
II. SITUATION ANALYSIS
The C-17 is being developed as the nation's primary airlifter for the 21st century. As Air Mobility Command's (AMC) current airlifters (C-5s, C-130s and especially C-141s) approach the end of their service lives, the need for the C-17 becomes more apparent. The workhorse of the strategic airlift fleet, the C-141, is more than 25 years old, and as the Secretary of Defense said, we "flew the wings off" the C-141s in Operation Desert Shield/Storm. It is the C-141, in particular, that the C-17 is designed to replace. But with the C-17, the country is getting much more than a C-141 replacement.
Capable of carrying outsized loads, once the domain of only the C-5, the wide-bodied C-17 doubles the load of a C-141 and rivals the ruggedness of the C-130 in short/austere airfield operations. In addition, the C-17 can airdrop outsized loads, something no other airlifter boasts.
A number of modern technologies gives the C-17 these capabilities and eliminates the need for separate strategic and tactical airlifters: Proven fly-by-wire flight control technology improves handling qualities. Head-up displays, center stick controls, and state-of-the-art avionics alleviate pilot workload, reducing the cockpit crew to two. Advanced engine thrust-reversers prevent ingesting rocks and debris at unprepared airfields and allow ground operations with the engines running. A computerized loadmaster station offers improved loading/unloading and airdrop capabilities. Robust landing gear, drag-reducing (and hence fuel-saving) winglets, and use of lighter and stronger composite materials are further examples of the quantum leap in airlifter technology over the current fleet.
Despite this enviable list of advancements and the inherent need for airlift, the C-17 program has been subjected to intense congressional and media scrutiny. Their attention has focused on program schedule delays of more than a year; financial solvency of the contractor, contractors ability to produce the aircraft within budget; technical glitches in manufacturing, especially static aircraft testing, and flight test delays. While this negative attention has not helped the program, there does not appear to be a ground swell of public opinion against the airlifter which would threaten its existence.
An effective strategy acknowledges that the fight for the C-17 will not be won or lost in a single encounter. The complex nature of defense funding -- from the setting of the President's priorities, through DOD, Air Force, and congressional committee action, and finally full congressional approval -- requires a sustained education effort with emphasis at strategic points along the way. A continued advocacy process will be needed until the last lot is purchased.
As the program continues through flight testing and delivery of the initial production aircraft to AMC, Secretary of the Air Force, Office of Public Affairs (SAF/PA) and Under Secretary of the Air Force for Acquisition, Office of Public Affairs (SAF/AQ-PA) input and cooperation is critical to a coordinated, long-term public affairs effort. All audiences must be considered when information about the C-17 is disseminated, including the internal Air Force audience.
III. GOAL
To build and maintain consistent and coherent C-17 program understanding within the news media, resulting in program support from the American public and the military, primarily the Air Force and Army, the main users of the C-17.
IV. OBJECTIVES
To respond quickly and accurately to media questions and occurrences. Establish open and pro-active communication channels with contractors, the C-17 SPO, the Pentagon, Defense Contract Management Area Operations (DCMAO) and the media.
Accentuate the positive aspects of the program. Secure public trust and confidence that the Air Force and contractor team can competently manage all aspects of the program. Define and communicate need/relative cost to key audiences.
Ensure there is a consistent and coherent pattern to all information released or approved for public release
V. AUDIENCES
The Washington, DC, media and Congress.
Congressional sources of information, i.e., major daily newspapers, trade magazines, journals, C-17 supplier constituents, local associations, etc. Opinion/Editorial boards of major national or regional newspapers.
AMC audiences identified by AMC Public Affairs (AMC/PA) with Commander-in-chief (CINC) AMC concurrence.
Internal Audiences in the Air Force and Army.
VI. STRATEGIES
Focus on appropriate issues and link the right messages to various audiences through the right medium.
Focus on ensuring senior Air Force, Army and Marine Corps officers address C-17 needs in their speeches/public activities.
Focus on familiarizing the American public with the aircraft and its capabilities.
Focus on developing messages/themes to meet communication objectives.
Focus on establishing a timeline of key events and communication objectives for each.
VII. ISSUES
As the defense budget shrinks, and potential conflict scenarios become less defined, several key issues must be addressed by C-17 public affairs activities:
Can you (Air Force and/or McDonnell Douglas) manage the program effectively? --Especially in the areas of containing costs, keeping a schedule and maintaining aircraft performance? Of late, this is the key issue that must be dealt with to ensure a smooth progression of the C-17 program.
Why do we need the C-17? Why not use Civil Reserve Aircraft Fleet (CRAF) aircraft, or C-141 Service Life Extension Program (SLEP) or buy new commercial cargo aircraft to fill the airlift shortfall?
Can we afford the C-17? Primarily, the concern is with cost overruns, and the subsequent questions regarding poor management, not the overall cost of the aircraft (a 40-aircraft fleet will cost more than $500 million per aircraft).
Why do we need global reach? The Soviet Union is gone, aren't we just living in the past? Isn't the C-17 already a relic and a white elephant?
VIII. MESSAGES
Primary messages:
1. Airlift capability is crucial to fulfilling the global reach of our national defense strategy into the 21st century.
2. The current airlift fleet (C-141) is aging and rapidly approaching the end of its service life. The C-17, by combining the best capabilities of each current transport aircraft, is the only airplane capable of filling the gap for the C-141/C-5 fleet.
3. With fewer U.S. bases and troops overseas, only the C-17 can guarantee the capability to deliver outsize cargo to any airfield, paved or not, longer than 3,000 feet, anywhere in the world.
4. Once on the ground, the aircraft requires little to no ground support. It is the only airlift option that can fly into short, austere airfields, deliver its outsize cargo, and return to its staging base with little to no ground support.
5. The C-17 employs proven state-of-the-art technology, which makes it more reliable and economical to operate -- in life cycle costs, reliability, maintainability, and fuel costs.
6. What is the cost of not building the C-17? In a crisis, you're only as good as your airlift capabilities. Plus, more than 30,000 workers in 40 states are working together to provide America with the most capable airlifter in the world.
7. Production improvements on line and taking hold.
8. The flight test program is a success and is critical to ensuring that the best possible system is put into the hands of the operational users.
9. Settlement of claims and other issues offers new business environment, one of cooperation and commitment.
Tying issues to elaborate messages:
Issue #1: Can you effectively manage the program?
1. Production and manufacturing problems have been/are being corrected.
2. The learning curve on the production line is improving daily.
3. Cost of airplane in terms of man-hours required to produce dropping sharply, with quality going up.
4. Test aircraft are proving themselves in flight testing program.
5. Contractor has reduced overhead costs.
6. C-17 was built by nation's largest defense contractor, producing some of the finest military aircraft (F-15, F/A-18, Apache helicopter).
7. C-17 team (contractors, suppliers and Air Force) is committed to success.
Issue #2: Why the C-17?
1. Need for airlift is increasing, not decreasing.
2. Time is running out quickly on current fleet of C-141s -- weep holes, etc.
3. C-17 incorporates capabilities of C-5, C-141 and C-130 into one aircraft.
4. No other viable option (i.e., C-5 upgrade, C-141 Service Life Extension Program - SLEP, commercial cargo aircraft) offers the flexibility, modernization, and capability of C-17.
5. Limited technical risk, because all C-17 technologies are proven in military or civilian aircraft currently flying.
6. Airlift is an instrument of national policy, expressing the character and capability of the United States.
Issue #3: Can we afford the C-17?
1. C-17 is being produced under fixed price/incentive contract. Any costs over contract ceiling are borne exclusively by the manufacturer.
2. C-17 is a long term investment. The benefit of maintaining and enhancing our airlift capability is well worth the cost, as proven in Desert Shield/Storm.
3. C-141 has seen extensive use: airframes are fatiguing, and they are noisy and expensive to operate. They are old. How can we NOT afford the C-17?
4. C-17 airlifter program is AMC's number one priority program.
Issue #4: Why do we need Global Reach? Where's the threat?
1. The Soviet Union may be gone, but threats to our nation and allies still exist in "hot spots" around the globe.
2. The need for massive, quick response to trouble zones, as we saw in Desert Storm, means airlift is even more important than before. The C-17 could have delivered all the troops, equipment and supplies needed in the operation 10 days sooner. On Day 45 of Desert Shield, pulling 115 C-141s and replacing them with 80 C-17s would have brought an additional 14 fighter squadrons or an entire mechanized division into theater.
3. The C-17 not only delivers weapons and troops, it can deliver humanitarian aid from the United States directly to the area of need in rugged, remote locations, saving hours, if not days in the time required to get the aid into the hands of those that need it.
4. Humanitarian airlift, as demonstrated in the Berlin Airlift after World War II, Operation Provide Comfort in Northern Iraq, and more recently, Operation Provide Promise in the former Yugoslavia can deter would be aggressors and sustain hope in already troubled regions.
5. AMC's Operation Provide Hope, which helped mitigate tension in the unstable former Soviet Union, could have been completed faster with the C-17. Operation Provide Promise, supplying critical food and medical aid to Sarajevo, could be completed much quicker. The C-17 could fly directly to Sarajevo and deliver the desperately needed cargo. Instead, without the C-17, the cargo is flown to Rhein-Main Air Base, Germany, off-loaded, re-loaded onto C-130's, then flown to Sarajevo, adding hours, if not days, to the transit time of that critical cargo.
6. The C-17 could quickly and most effectively provide military or humanitarian cargo to "trouble spots" around the globe.
IX. POTENTIAL PUBLIC AFFAIRS ACTIONS/ACTIVITIES
The following is a list of suggestions to help achieve the C-17 objectives:
1. Hold PAWG meetings as-needed and bi-weekly conference calls.
2. Get media coverage in aviation and business magazines.
3. Develop white papers.
4. Consistently have news releases on flight test program, as new milestones are achieved.
5. Develop current video/photos with captions file.
6. Maximize opportunities through the National Civic Outreach Program (NCOP).
7. Plan editorial boards by SPO/AMC/USAF/Contractor.
8. Portable C-17 display (for use in front of aircraft on static display at airshows).
9. Include C-17 in Air Force Lithograph series.
10. Develop speech insert, C-17 one-liners, and incorporate C-17 messages in AMC messages.
11. Air Force Television News/Airman coverage.
12. Give courtesy calls to other PAWG members when contacted by major/national media.
13. Maintain a six-month calendar of significant newsworthy events.
14. Develop video for use with Civic Leader groups, speaking engagements and other venues where applicable.
X. STRATEGIES AND ACTIONS
Strategy: Identify appropriate issues and link the right messages to various audiences: (see issues and messages).
1. Audiences: Via news media categories: Trades; Editorial writers; General press; Electronic media; and Internal: Air Force officers and enlisted personnel; family members; civilian employees; Guard/Reserve; and retirees and DoD wide: Army/Navy/Marines and Aerospace Industry; and to general public.
2. "Think Tank" Experts
Actions:
1. Build a C-17 briefing.
2. Take advantage of the National Civic Outreach Program (NCOP).
3. Plan editorial boards by SPO/AMC/USAF/Contractor.
4. Arrange media days around various test milestones.
5. Develop C-17 display to use in conjunction with aircraft while on display.
6. Obtain quality C-17 lithographs.
7. Develop target interviews.
8. Arrange for Air Force Television News/Airman coverage.
9. Encourage increased Congressional (members or staff) visits to Charleston AFB, Edwards AFB and Long Beach.
10. Arrange high quality photojournalist still and video coverage.
Strategy: Ensure senior Air Force officers address need in all speeches/public activities.
Actions:
1. Publicize C-17 contract awards.
2. Develop nationwide economic impact stories.
3. Provide one-liners, status updates, requirement background, results of analyses.
Strategy: In a timely manner, develop messages/themes to meet communication objectives.
Actions:
1. Incorporate C-17 messages into AMC messages/speeches.
2. Establish common theme for trade shows.
Strategy: Establish an integrated government/contractor PAWG to oversee public affairs planning implementation:
Actions:
1. Hold PAWG meetings as-needed (at least semi-annually) and conduct bi-weekly conference calls.
Strategy: Establish a timeline of key events and communication objectives for each:
Actions:
1. Maintain a 6-month calendar of significant newsworthy events.
2. Plan frequent media opportunities.
3. Target interviews.
Strategy: Ensure consistency of information by coordination of all pertinent information through the C-17 SPO. The SPO should be the single face to the outside world on acquisition and programmatic issues. Within the SPO, the Analysis and Integration Team is the PA focal point.
Actions:
1. Ensure that the A&I Team coordinate in a timely manner on all PA products.
Annex A
Action Execution
Action: Hold PAWG meetings as needed and conduct bi-weekly conference calls
Execution: Meetings alternate between various plant/base locations
Audiences: N/A
Messages: N/A
Responsibilities: ASC/PA notifies PAWG members two months prior with meeting date, location and pertinent details. Meeting host should reserve a block of rooms at a local hotel for participants. Meeting host makes local arrangements for meeting room and tours of local plant/base, if applicable. ASC/PA develops agenda. ASC/PA notifies PAWG members of date and time of conference calls. MDA provides conference call line.
Resources: ASC/PA and meeting host devote man-hours to arrange. Man-hours for PAWG members to attend. TDY funds programmed by participants.
Timing: As needed; every other Thursday for conference call
Expected Results: Provide a planned, coordinated, "one voice" PA effort.
OPR: ASC/PA
Action: Compile 3-ring binder of program information
Execution: Develop appropriate program information topics for easy reference. Provide new public affairs guidance. Update as necessary. Distribute to SAF/PA, AMC/PA, ASC/YC, AFFTC/PA, 437 MAW/PA, MDA, Pratt & Whitney, Vought.
Audience: Local, regional, national media
Messages: All listed
Responsibilities: ASC/PA compiles with info gathering assistance from PAWG members.
Resources: ASC/PA devote man-hours to develop this product.
Timing: Ongoing
Expected Results: Satisfy media's need for information. Provide additional information to the American public. Dispel rumors and correct misinformation. Provide PAWG members with consistent guidance and information.
OPR: ASC/PA
OCR: ASC/YC, A&I Team
Action: Develop white papers
Execution: Identify specific program topics. Distribute to all binder holders. Provide to media upon request.
Audience: Local, regional, national media, think tanks, American Public
Messages: All listed
Responsibilities: SAF/AQ, ASC/YC provide cleared information. AMC/PAM, SAF/PAM develop and coordinate. AMC/PA distribute to all PAWG members.
Resources: SAF/PA, AMC/PA, AMC/XR/XP devote man-hours to develop these products. Printing and distribution cost.
Timing: As needed
Expected results: Satisfy media's need for information. Provide additional information to the American public. Dispel rumors and correct misinformation.
OPR: AMC/PA, SAF/AQ
OCR: ASC/YC, A&I Team
Action: Organize plan for flight test releases
Execution: Develop list of news pegs associated with flight tests. Develop stories for each peg. Coordinate a schedule for release. Take advantage of possible media opportunities.
Audience: Local, regional, national, international media
Messages: All listed
Responsibilities: SAF/AQ, ASC/YC/PA, AFFTC/PA, provide cleared information as appropriate. PA shops at appropriate levels prepare news release and get required coordination.
Timing: As the plan of flight test schedule dictates.
Expected Results: Keeping the public informed
OPR: All
OCR: ASC/YC, A&I Team
Action: Develop program brochure
Execution: Compile suitable photos and copy and send through security and policy review.
Audience: American public and local, regional, national media
Messages: All listed
Responsibilities: Douglas compiles photographs and copy. ASC/PA clears project. AMC/PA and ASC/YC/PA assist Douglas.
Resources: Production cost
Timing: May '94
Expected Results: Provide information to the American public and the media. Dispel misinformation.
OPR: MDA
OCR: ASC/YC, A&I Team
Action: Develop current video/photo with caption file
Execution: Compile a selection of film footage/25 color slides of C-17 with captions. Print black and white and color photographs. Distribute to all PAWG members.
Audience: Local, regional and national media
Messages: The C-17 is a unique, needed defense asset
Responsibilities: Douglas compile photographs. ASC/PA assist Douglas.
Resources: Man-hours to collect and organize film library and slide file.
Timing: Ongoing
Expected Results: Increase awareness of the C-17 and it's many uses in peace and conflict.
OPR: MDA
OCR: ASC/YC, A&I Team
Action: Bring C-17 to base open houses and major airshows
Execution: Work with SPO in developing PA annex for OPS plan. Media opportunities while on display at airshow. Briefings by pilots, program people. Distribute pictures, patches, stickers, etc. at MDA booth.
Audience: Military personnel; General public; Local and regional political leaders; national and international aerospace industry and media (selected major air shows, i.e., Paris, Farnborough, Dayton, Oshkosh.
Timing: Begin Spring of 1994
Expected Results: Excellent exposure of aircraft and program to general public. Increased understanding for the need of C-17 and its capabilities.
OPR: ASC/PA, MDA, AMC/PA
OCR: ASC/YC, A&I Team
Action: Make use of the National Civic Outreach Program (NCOP)
Execution: Coordinate AMC/CC/CV/CS/DO/DR/XP and ASC/YC participation
Audience: Opinion leaders in various geographical locations
Messages: All listed
Responsibilities: AMC/PA and ASC/PA coordinate with NCOP contact to schedule. AMC/PA and ASC/PA assist with speech preparation if needed. AMC/PA and ASC/PA accompany speakers on engagements as appropriate
Resources: Man-hours in preparation; TDY funds;
Timing: Ongoing
Expected Results: Gain support of civic leaders who will influence the opinions of others
OPR: SAF/PA & AMC/PA
Action: Plan editorial boards by SPO/AMC/USAF/Contractors
Execution: Maximize opportunities of TDY general officers and traveling company officials by scheduling editorial boards in cities being visited
Audience: Editorial writers; General public
Messages: All listed
Responsibilities: SAF/PA, AMC/PA, ASC/PA and contractor schedule events and report to the monthly PAWG call. Accompany company/government spokesperson.
Resources: Man-hours to arrange editorial boards, travel
Timing: Ongoing
Expected Results: Better informed editorial staff. Provide American public accurate information. Dispel rumors and misinformation.
OPR: All
Action: Develop a C-17 portable display
Execution: Design and construct a portable C-17 displays for use in front of and inside C-17 at airshows
Audiences: Media, general public, etc.
Messages: All listed
Resources: Man-hours and cost to design/construct display
Timing: By Spring, 1994
Expected Results: Provide information. Explain the unique capabilities/advantages of C-17 over C-141 and C-5. Provide professional look to the total aircraft display.
OPR: MDA
Action: Target Interviews
Execution: PAWG members seek out potentially advantageous interviews for their program leaders. Schedule interviews and accompany as appropriate.
Audience: All listed
Messages: All listed
Responsibilities: PAWG members solicit opportunities
Resources: Coordination, note transcription time
Timing: Ongoing
Expected Results: Better informed public; better informed the news media.
OPR: All
Action: Establish monthly clipping file
Execution: Compile clippings to share with PAWG as requested.
Audience: PAWG and those they support.
Messages: All listed.
Responsibilities: PAWG members clip local; acquire from other areas where spokesmen participate in media opportunities; SAF/PA clip regional/national stories to share with all PAWG members. SAF/PA ensures distribution of appropriate clips to DOD's Current News.
Resources: Distribution/compilation time.
Timing: Monthly.
Expected Results: All singing off "same sheet of music" regarding print coverage of C-17.
OPR: ALL
Action: Develop C-17 one-liners to incorporate W/AMC messages
Execution: Compile list of program topic areas. Gather quotes, succinct statements, facts, etc. on these areas. Update as necessary. Provide AMC/CC speech writer with ongoing program details for inclusion in speeches. Distribute to PAWG. Provide to media, general public on request.
Audience: General public; Local, regional and national media; civic leaders; Air Force internal audience.
Messages: All listed.
Responsibilities: AMC/PA, SAF/PA develop and coordinate. SAF/PA distribute to all PAWG members.
Timing: TBD.
Expected Results: Enhanced awareness of need for/unique capabilities of C-17.
OPR: SAF/PA, AMC/PA
OCR: ASC/YC, A&I Team
Action: Arrange for AF Now/Airman coverage
Execution: Contact AFNEWS with C-17 story ideas. Coordinate interviews and visits to AFFTC
Audience: Air Force internal audience
Messages: Recognition is due the men and women working on a new system. All listed
Responsibilities: ASC/PA focal point for interview/visit requests. All PAWG members support as necessary
Resources: Man-hours to arrange the visit/interviews
Timing: Ongoing
Expected Results: Better informed internal audience. Increased morale of those working on the program. Show that the C-17 is not just a C-141/C-5 "replacement."
OPR: ASC/PA
Action: Maintain a 6-month calendar of significant events for possible media interest
Execution: Identify significant upcoming events from which to plan news releases and media events surrounding the flight test program and production.
Audience: All listed.
Messages: All listed.
Responsibilities: AMC/PA, ASC/YC and contractors provide information to ASC/PA. ASC/PA will maintain list.
Resources: Man-hours to develop and maintain.
Timing: Ongoing.
Expected Results: Better PA/PR awareness of major accomplishments in the program for planning purposes.
OPR: ASC/PA, AMC/PA, MDA
Action: Develop a C-17 Briefing
Execution: Develop a standard C-17 video briefing which can be given by Air Force and contractor representatives to a number of diverse audiences.
Audiences: Civic groups, service clubs; associations; schools; Air Force internal audiences; influential civic leaders.
Messages: All listed.
Responsibilities: C-17 CTF and MDA provide color slides (T-1 and production birds). AMC/PA and ASC/PA/YC develop words for script. ASC/PA distribute to all PAWG members.
Resources: Production and distribution costs. Man-hours to work up script.
Timing: March '94.
Expected Results: Better informed general public, internal audience, opinion leaders and decision makers.
OPR: ASC/PA
OCR: ASC/YC, A&I Team
Annex B
FY 1994 C-17 Media Opportunities Calendar
MONTH
AUGUST
AUGUST
AUGUST
AUGUST
AUGUST
SEPTEMBER
MILESTONE
EDWARDS LVAD
OPERATIONAL TROOP
102 TROOPS
LAPES, LVAD, &
MEDIA TRAIN
SHORT, AUTSERE
DEMO DROPS
YUMA, AZ
STATIC JUMP
CDS OT&E
GEN KADISH, SPD
AIRFIELD OPS CAFB, SC
PRODUCT
MEDIA FLT & NEWS
NEWS RELEASE
MEDIA EVENT &
NEWS RELEASE
EXPERT SPEAKER
MEDIA EVENT
CONFERENCE
NEWS RELEASE
OPR
AFFTC
ASC
AMC
AFFTC
ASC
AMC
OCR
AFFTC
ASC
ASC
ASC
ASC
CAFB
TARGET
ALL MEDIA
MDA, TRADES,
ALL MEDIA
MDA
NATIONAL MEDIA,
LOCAL, REGIONAL,
REGIONAL,
TRADES, CONGRESS
AF INTERNAL
AF INTERNAL
MONTH
SEPTEMBER
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
DECEMBER
MILESTONE
FARNBOROUGH
AFA NATIONAL
EPMR
RM&A PRACTICE #1
CEREMONIAL FINAL
12TH A/C DELIVERED
SYMPOSIUM
EMD TEST FLIGHT
PRODUCT
DEMO & STATIC
BOOTH WITH
SPEECH & ED BOARD
RESPONSE TO QUERY
NEWS CONFERENCE
NEWS CONFERENCE
BRIEFINGS
OPR
AMC
SAF/PA
ASC
ASC
ASC
MDA
OCR
CAFB
MDA
ASC
ASC
AFFTC
ASC
TARGET
INTERNATIONAL
INTERNATIONAL
TRADES
RESPOND TO QUERY
ALL MEDIA
ALL MEDIA
MEDIA, TRADES,
MEDIA, TRADES,
AF INTERNAL
AF INTERNAL
Annex C
Media Opportunities for C-17 Delivery Schedule
AIRCRAFT
P-14
P-15
P-16
*P-17
STOPS
KELLY AFB
ST LOUIS
MACON, GA
WITCHITA
MEDIA
LONG BEACH PRESS
ST LOUIS POST
MACON MILITARY
FLT INTERNATIONAL,
TELEGRAM, S.A.
-DISPATCH JANE'S
CHANNEL,
GUY NORRIS
EXPRESS NEWS, FT
DEFENSE GROUP
BLOOMBERG BUSINESS
WORTH STAR
WALL ST. JOURNAL
NEWS, POPULAR
TELEGRAM, N
(JEFF COLE)
MECHANICS, ATLANTA
CHARLESTO POST
CONSTITUTION, CNN
COUR
PRODUCTS
LB PLANT TOUR,
MEDIA FLT, INTERVIEW
MEDIA FLT, LB PLANT TOUR,
CESSNA PLANT TOUR, LB
MEDIA FLT ALC TOUR,
AMC CINC, MDA
MACON PLANT TOUR,
PLANT TOUR, MEDIA FLT,
& INTERVIEWS
INTERVIEWS W/437AW/CC,
CORPORATE OFFICERS ST
INTERVIEW 437AW/CC,
LOUIS PLANT TOUR
CAFB TOUR
CAFB TOUR
OPR/OCR
OPR: MDA/AMC/CAFB
OPR: AMC/MDA/CAFB
OPR: AMC/MDA/CAFB
OPR: AMC/CAFB/MDA
OCR: ASC, AFMC, ALC
OCR: ASC
OCR: ASC
OCR: ASC
*P-18 AND FUTURE DELIVERIES:
On delivery flights, CAFB will schedule a crewmember for the flight who is from the city of the planned stop. Crewmember will be media trained and will be available to the hometown media -- "local resident flying the Air Force's newest airlifter -- the C-17."
Annex D
Potential Editorial Board Opportunities
BRIEFER
GEN KADISH TBD
GEN KADISH
GEN KADISH
TBD
GEN CHILDRESS
CITY
LOS ANGELES
FT WORTH
DAYTON
SAN ANTONIO
WEST PALM/MIAMI
WASH., D.C.
TIE &NEWS
MDA PLANT &
VOUGHT PLANT
SPO LOCATION
C-17 DEPOT
ENGINE PROGRAM
DEFENSE WRITERS
SLANT
EDWARDS TEST SITE
GROUP
CALIF & AEROSPACE
NEEDS JOBS
OPR'S
ASC/AFFTC
ASC
ASC
ASC/ALC/PA
ASC
SAF/AQ-PA
EVENT(S)
EDITORIAL BOARD
ED BOARD STAR-
ED BOARD DAYTON
EXPRESS
ED BOARD
BREAKFAST ED
LA TIMES, LUNCH
TELEGRAM
DAILY NEWS
-NEWS INTERVIEW
MIAMI HERALD
BOARD &
WITH EDITORS
INTERVIEWS
Annex E
Recommended C-17 Airshow Participation
DATE
4 - 11 SEPT 95
MAY 95
MAY 95
JULY 95
LOCATION
FARNBOROUGH
BERLIN
ANDREWS
DAYTON
RATIONALE
CROWN JEWEL
BERLIN AIRLIFT
NEAR CAPITOL,
US AIR AND TRADE
OF INTERNATIONAL
ANNIVERSARY
HIGH PROFILE
SHOW, INTERNATIONAL
AIR SHOWS
CONGRESSIONAL
FOR
RECOGNITION
DELEGATES
DURATION
TBD
TBD
TBD
TBD
MEDIA
INTERNATIONAL
INTERNATIONAL MEDIA,
ALL NATIONAL MEDIA
NATIONAL AND POTENTIAL
COVERAGE
MEDIA, DEFENSE
DEFENSE TRADES
AND INTERNATIONAL
INTERNATIONAL MEDIA
TRADES
RTQ COORDINATION FLOW CHART
Incident occurs that may result in media interest (P-8 stab strut retraction, T-1 engine wear, etc.).
ASC/PA contacts C-17 SPO/Analysis & Integration Team (Maj. Chang) for assistance in gathering information from appropriate offices within the SPO.
ASC/PA writes draft statement and potential questions that media might ask and our proposed answers.
FAX to A&I Team for SPO coordination and approval.
In every instance, RTQ is sent to SAF/AQ-PA for PEM and PEO coordination (if the incident is significant enough to warrant an RTQ effort, Pentagon will want to know about it and coordinate on the draft RTQ).
Once coordination and approval is obtained, RTQ is sent back to ASC/PA for use if we receive calls from the media. If no calls, it is filled for future reference.
Copies sent to A&I Team, AMC/PA, AFFTC/PA, MDA-PR, SAF/PA (AQ-PA though already has copy, gets a clean, updated copy with all changes included) and others as appropriate, along with guidance to refer reporters to me, so one voice is speaking one the issue.
Answer queries if any come in. Annotate each call by completing an AF Form 39. (About half the time we do one of these RTQ processes, there are no questions. But by having the RTQ ready and coordinated, we can quickly disseminate accurate information so reporters don't have to rely on "sources" with an ax to grind, telling half truths about the incident. By having factual, accurate data available, often times the issue is in the press and gone within a day, not lingering for days on the front page while we coordinate an answer.
(Often the RTQ statement is faxed to reporters so they don't have to transcribe the statement verbatim, but the questions and answers are NEVER sent to any media person, they are used as source documents to respond to media questions.
file: c17isu21
Coord: SPO
PEO
SAMPLE RESPONSE TO QUERY
Parachute Entanglement Update
8 Dec 94
On August 12, during paratroop-drop test at Yuma Proving Ground, Ariz., two paratroopers became entangled after simultaneously exiting opposite troop doors of the C-17. The soldiers separated and landed without injury.
Simultaneous troop door jumps have since been suspended. The C-17 has received a safety release from the U.S. Army for single door jumps and sequential door operations. An executive independent review team (EIRT) has been chartered by the Air Force Program Executive Officer, Tactical and Airlift, to investigate jumper entanglement phenomenon.
The EIRT has reviewed flight test data, performed analytical and qualitative aerodynamic studies on airlift aircraft and have evaluated paratrooper exit procedures. The EIRT will brief their recommendations during a U.S. Army General Officer Steering Council on Dec. 9, 1994.
Capt. Scott Vadnais, ASC/PAM, DSN 785-2725
Possible Questions and Cleared/Coord Answers
Q1. Is there an airflow problem with the C-17 in regards to paratroop drops?
A1. No. The airflow experienced by the C-17 is consistent with that found on all other airlifters. All airlifters "pull" paratroopers toward the centerline after jumping due to the aerodynamic flow field aft of the aircraft. Air flow fields in the vicinity of the troop door and aft are stronger with the C-5 and C-17 aircraft due to the short takeoff and landing (STOL) requirement for these aircraft. This resulting center-lining phenomenon is greater with the C-17 than the C-141 aircraft whose design was not driven by STOL requirements. The C-17 is a safe platform for paratroop-drop operations. Only dual door, mass paratroop jumps safety release remains to be certified for by the Army.
Q2. Can the C-17 meet the 102 jumpers in 55 seconds contractual requirement?
A2. The numbers mentioned are a performance requirement in the contract specification, not an operational requirement. Paratrooper exit protocol and procedures dictate the eventual time for safe jumps from the C-17. Additional evaluation subsequent to the EIRT recommendations to jumper exit protocol and procedures will be necessary to establish a time interval for the C-17.
Q3. What about the problem with internal airflow when troop door and rear door is open? Is that also unsafe?
A3. Flight testing is not yet complete in the area of personnel drops, so no firm conclusions can yet be drawn. However, developmental testing has shown that the airflow inside the aircraft is of a nature that precludes jumpers from exiting the side troop doors when the rear door is open.
(The next step, once the entanglement issue is resolved, will be to develop procedures to accommodate the combination airdrop requirement).
Q4. What about CDS drops, is there also problem with that?
A4. CDS developmental testing is complete. The AMC Operational Requirements Document (ORD) threshold, the capability to airdrop 30 bundles, has been met. A vertical restraint modification is in progress which will allow for airdrop of the remaining 10 of 40 bundles (ORD objective). Testing of the 40 bundle capability will occur next year.
Q5. What does "vertical restraint modifications" entail?
A5. The vertical restraint modification consists of "add-on" metal vertical "lips" that fit into the floor rails. These add-on lips are being locally manufacture at WPAFB Modification Center, and have been successfully prototyped/tested.
Q6. What happens now with the paratroop drop issue?
A6. EIRT briefing to Army staff resulted in guidance to pursue additional testing both in flight and in wind tunnels.
Q7. What about the Rand Report on C-17 Alternatives?
A7. The C-17 provides a complete package of airlift capability, including carrying over-sized cargo (helicopters, tanks, etc.), LVAD, CDS, short, austere airfield capability, airdrop, combat off-load, and others, that gives mission planners great flexibility when scheduling missions. For more info on airlift mix, call AMC/PA, (618) 256-5003.
C17isu15.doc
SPO approved 18 April
Sample Response To Query
P-2 Brake Fire
12 April 94
C-17 aircraft P-2 experienced a brake fire on 12 April 1994. The aircraft was conducting landing performance tests at the time. The fire was discovered by the loadmaster during his checks. A ground emergency was declared and the fire department responded. The fire burned out as the aircraft taxied to the end of the runway. The fire department did not have to take any actions.
A thorough inspection of the aircraft revealed no damage and the mission continued.
The cause of the fire was due to excess grease in the brake area. The brake temperatures during the test were at normal levels.
Capt. Scott Vadnais, ASC/PAM, DSN 785-2725