program chair and others. Former members of your service are good contacts. Also include a brief statement of each organization’s goals, programs, meeting time and place. 5. Housing.  List  available  housing,  to  include housing  regulations,  housing  units,  apartments,  cost  and adequacy. 6. Other  facilities.  Describe  other  community facilities and services, such as utilities, transportation, schools,  hospitals,  churches,  doctors  and  dentists,  fire and  police  protection. 7. Communications media.  List  all  communica- tions media in the area, with names of military editors or those with a specific interest in your command. It also should include deadlines and any peculiar style or policy requirements  of  the  media. A sample outline for making a community survey is shown in figure 5-1. WHERE  TO  LOOK  FOR  INFORMATION.– There are several places in which to gather information for  your  community  survey  file.  These  include  the following   sources: 1. Chamber of commerce.  The  local  chamber  of commerce  may  normally  furnish  invaluable  information for such a survey and practical guidance and assistance in  setting  up  a  community  relations  program.  The primary functions of the chamber of commerce are to promote the growth and foster the prosperity of the community. The chamber is also an excellent source of brochures, maps, fact sheets and other material needed for a community relations program. 2. Unofficial base directory. The unofficial base directory  is  another  source  of  information.  Advertisers in the directory have a message they are trying to give the personnel of your command. Often there is much good information contained in those messages. 3. Local library. The local library is also a good source of information. There is usually a section devoted to local information, and librarians are usually willing to give you a hand in finding what you need. 4. Installation  master  plan.  The   installation master   plan   or   comprehensive   plan   includes   an environmental  assessment  of  the  existing  mission  and facilities. Assessments generally include community environmental  settings,  such  as  historical,  cultural, climatological and socioeconomic factors. 5.  Local  media.  Following   local   news   is essential. Equally helpful is researching back issues of newspapers  and  magazines  to  gain  historical perspective.  Reporters  and  editors  are  also  willing sources  of  information. 6. City public affairs office. The city PAO is the command PAO’s local counterpart and will usually help in  familiarizing  military  public  affairs  personnel  with the community. ANALYSIS.– After you have collected all essential information about the community, then and only then is it practical to make an analysis of the community. At first the community survey may seem to be just a set of facts, but through analysis, these facts come to life and fit together like a jigsaw puzzle. Each piece fits into the whole to make a complete picture. In analyzing these facts, your public affairs staff will develop more and more insight into the needs, mutual interests and opportunities for favorable community relationships. A thorough community analysis is the backbone of a sound community relations program. It is a continuing effort, but once assembled the community survey file provides a continuing ready source of information for speeches,   news   stories,   special   projects,   exhibits, special events and special projects. Community Organizations The community relations planner should gather facts   about   the   voluntary   organizations   in   the community,  including  their  continuing  goals,  leaders, membership,  current  projects  and  areas  of  mutual interest. These facts will help determine a basis for a tie-in arrangement and cooperative projects with these organizations. The importance of group membership on individual attitudes and behavior should be weighed carefully  in  planning  efforts  to  reach  key  publics through their voluntary organizations. Local  organizations  are  a  major  outlet  for  the speakers  bureau  (see  Chapter  6  of  this  manual).  Most groups meet at least monthly, some as often as every week.  Most  offer  opportunities  for  speakers  and  some for showing of motion pictures or other kinds of visual presentations. Customs,  Traditions  and  Cultures The   communities   of   naval   installations   vary significantly in local customs, traditions and culture. You must be aware of local differences before you plan any  activity  involving  the  community.  Sometimes  this variance causes the failure of a military community 5-9