a guest is appreciated. Infraction of regulations may
result in the withdrawal of the commanding officers
invitation and subsequent expulsion.
Notice that this sign referred to a visitor as a guest
of the commanding officer. . . Be careful not to use
the term open house in any of your signs or in press
releases when describing public visitation. Open house
implies unlimited public access and is no longer used.
TOUR ROUTE. There are no specific guidelines
or regulations regarding what you should show your
visitors. Many ships will display the main deck, with a
stop at the guns or missile launchers and then proceed
to the bridge. Carriers normally feature a tour of the
hangar bays, flight deck, forecastle and the navigational
bridge. Regardless of the tour route agreed upon (and
approved by the CO), be sure to keep security, safety
and the crews privacy in mind.
Warning signs should be erected to guard against
unauthorized entry into certain areas or spaces, and
arrows should be placed on the deck or in a conspicuous
location on the bulkhead directing visitors along the tour
route. Additionally, static displays and other items of
interest along the tour route should be accompanied by
a placard or a tour guide to explain its function.
TRAINING. Once the directive is on the streets, it
is time to train the tour guides. The method of training
is entirely up to you, but consider using the following
to give your tour guide training program a boost:
A video that shows the tour route, gives public
speaking techniques, tour guide dos and donts,
and so forth.
A Personnel Qualification Standards (PQS)
sign-off sheet that must be completed before
becoming a qualified tour guide
A short multiple choice exam covering the ships
history, equipment on the tour route, emergency
procedures, what to do if a visitor becomes
unruly, and so forth.
Do not forget to develop little perks that can be
given to top performers, such as letters of appreciation,
liberty passes, and the like.
Further information on conducting tours can be
found in PA Regs, Chapter 4.
Cost consciousness and conservation are key
factors in managing your public affairs office
operational target (OPTAR) funds. A sound financial
management plan is necessary to ensure the achieve-
ment of the following objectives:
Maximum benefit is derived from available
All unfunded requirements are of lesser urgency
than requirements that have been funded.
Funds are properly time-phased to meet
operational schedule requirements.
Prescribed stock levels are maintained.
Funds are available to meet contingency require-
Funds are programmed for routine replacement
of equipage and consumable items.
As the manager of a shipboard public affairs office,
you will be most concerned with consumable items
(paper, pens, pencils, video tapes, and so forth). To
determine your requirements, you should develop a
good financial plan that will give you several distinct
A system for reviewing all requirements, treating
none as sacred and causing each to withstand
A procedure for prioritizing all requirements and
for assessing the impact of decrements (funding
cuts) and increments (funding increases) as the
expected funding limit is approached
A formalized approach to the requirements
review process, which helps ensure that truly
essential needs are satisfied first
A list of unfunded requirements from low priority
An annual financial plan is developed by first taking
into consideration the principal evolutions scheduled for
that year (CIBs, VIP tours, special events, etc.). Then
first quarter requirements may receive a more detailed
plan. The annual plan must be somewhat rigid, yet
aggressive, if it is to meet its objectives. Requirements
must be continually reviewed and the plan periodically
updated to compensate for unforseen or changing
circumstances. As a minimum, the plan should receive
a detailed review and update each quarter.
Once the plan has been formulated, a mechanism is
needed for monitoring the execution of the plan. The
departmental budget system provides this mechanism.