*FM 3-61
Field Manual
No. 3-61
Headquarters
Department of the Army

Washington, D.C., 25 February 2022

COMMUNICATION STRATEGY AND PUBLIC AFFAIRS OPERATIONS

Army public affairs doctrine is consistent and compatible with joint public affairs doctrine and policy as well as Department of Defense and Department of the Army public affairs policies. It describes the fundamental principles and concepts that provide information to internal and external international and national key actors who have a vest interest and involvement, audiences, and publics. This publication includes public affairs functions, core tasks, tenets, and characteristics for commanders, planners, and other users of Army public affairs. Public affairs professionals use this manual to plan and execute public affairs strategy, planning, operations, and training. This publication is based on current force structure and materiel capabilities. It is authoritative but not prescriptive. Public affairs professionals apply their professional knowledge, skills, and judgement when recommending command transformations to the principles in this publication to meet specific situations. This updated version of FM 3-61 adds discussion of communications strategy within public affairs operations, fully coinciding with the 2020 update of AR 360-1. Revisions were designed with commanders in mind, as the first three chapters are now dedicated to the commander’s public affairs program, responsibilities, and communication synchronization. The merge between public affairs and visual information led to the change to include visual activities and planning. In addition, this version incorporated more inclusivity, in alignment with Department of Defense and joint policy and guidance. FM 3-61 contains 9 chapters: Chapter 1 provides an overview of communication strategy from the commander’s perspective. It first explains commander’s communication strategy, outlines the public affairs mission and explains the public affairs mandate under Title 10, United States Code. Chapter 1 details how public affairs activities, core tasks and tenets, and characteristics support the commander and aid mission accomplishment. Lastly, the chapter describes how a communication strategy is integrated into operations through mission command, the operational framework, synchronization, and visual information. Chapter 2 details methods used by public affairs personnel to advise the commander on the development and execution of an effective communications strategy. The chapter then explains the importance of the commander’s guidance to public affairs in developing the commander’s communication strategy and establishing the priorities for public affairs operations. Next, the chapter stresses the importance of the commander granting timely access to the public affairs officer. Finally, it describes the relevance of time to public affairs operations in achieving the desired effects. Chapter 3 addresses the Army public affairs staff and its organization to support commanders and their communication strategies at all levels of command. It describes the roles and responsibilities of various public affairs personnel, including commissioned officers, noncommissioned officers, Soldiers, and Army Civilians, in providing public affairs support to Army operations. The chapter also details the various public affairs organizations and which echelon they are tailored to support. Chapter 4 examines the relationship between public affairs training and an effective communication strategy. It outlines individual and collective training requirements for public affairs Soldiers and units. The chapter also emphasizes the importance of conducting public affairs training for non-public affairs units and highlights the roles, responsibilities, and methods that public affairs leaders and Soldiers use to provide this training. Chapter 5 describes how public affairs planning is integrated within the operations process. Planning is an activity of command and control and involves effective use of the military decision-making process. Public affairs planning occurs during all activities of the operations process. The public affairs officer is responsible for producing the public affairs estimate, proposed public affairs guidance, and Annex J (Public Affairs). This chapter introduces the commander’s communication synchronization process as a method for coordinating and synchronizing public affairs activities during operations. Information on how Army public affairs develops and implements a crisis communication strategy and the essential components and process of developing a communication plan are also presented in this chapter. Chapter 6 provides information on media facilitation. Public affairs provides the capability to assist civilian news media representatives at home station and in a deployed environment. The objective of media facilitation is to support news media agencies’ efforts in covering operations to tell the Army’s story. Chapter 7 defines the role of public affairs in managing an organization’s communication to various audiences. It examines the concept of segmentation and describes public communication from the perspective of audiences, stakeholders, and key publics. Additionally, this chapter covers basic principles of command information, community engagement, and communication synchronization, while introducing various supporting products. Finally, this chapter concludes with an examination of various regulations, laws, and policies that apply to the conduct of ethical and effective public affairs operations. Chapter 8 describes the role of public affairs in countering misinformation and disinformation. It defines and describes misinformation and disinformation while emphasizing the importance of countering disinformation effects. This chapter explains disinformation tactics and offers methods for identifying misinformation and disinformation. The chapter emphasizes expedient release of information to counter disinformation and deter adversaries. Finally, the chapter outlines tactics for countering misinformation and disinformation in various media, including social media. It also describes the strategic narrative and how public affairs counters the adversarial narrative. Chapter 9 defines the role of public affairs in digital media management and social media presence. It first defines digital media management, as it differs from social media maintenance. Additionally, this chapter covers the components of a digital media management strategy. It concludes with a definition of social media and the requirements for establishing a social media presence. This publication contains seven appendixes. Appendix A details the format and content for public affairs running estimates. Proposed public affairs guidance is discussed in appendix B. Appendix C illustrates and explains the details in Annex J (Public Affairs) to the base order or plan. The communication plan is covered in appendix D. Appendix E gives and overview of media facilitation products. Appendix F details a message map and ways to use it to interact with the media. The final appendix cover public affairs professional development. The introductory table-1 outlines changes to Army terminology reflected in FM 3-61. Introductory table-1. New and modified Army terms Term Remarks disinformation New term and definition. media representatives New term and definition. misinformation New term and definition. official information New term and definition

Part One of this manual is for commanders. Commanders play a critical role in the Army communication strategy. The Army must continue to maintain the trust and confidence of the American people while using information to deter competitors and defeat adversaries. Commanders employ their qualified public affairs personnel, staff, and unit personnel through all phases of the operations process to achieve communication objectives. Communication objectives nest with the Army communication plan. Part One explains which parts of public affairs directly relate to commanders and the role that they play in the public affairs process. Part One provides commanders with the Army’s public affairs and visual information structure and organization to give commanders a better understanding of their responsibilities for public affairs and visual information.

Part two of this publication covers and discusses public affairs operations. Commanders expect public affairs leaders, Soldiers, and civilians to conduct public affairs operations. Public affairs operations encompass all the collective and individual tasks of public affairs organizations and personnel. Effective public affairs personnel understand the information discussed in this part of the publication. Part two is intended to assist public affairs personnel in executing their tasks. It is not intended to provide instructions on how to perform those tasks. Readers can find instructions on how to perform the tasks and procedures involved at the Central Army Registry (CARCARCasualty assistance report) website.

COUNTERING MISINFORMATION AND DISINFORMATION WITH CREDIBLE INFORMATION A-1. Countering misinformation and disinformation requires diligent deterrence. PA staffs deter the adversary’s use of misinformation and disinformation with rapid decision making and with informing the public. PA staffs must understand adversarial communication cycles to implement rapid decision making. Deliberate planning that incorporates timely, accurate communication before, during, and immediately following operations mitigates the relative advantage adversaries can gain through speed. PA staffs rapidly make recommendations so commanders can make decisions. Such rapid decision making can reduce lag time through planning while considering the most efficient processes and procedures necessary to produce, approve, and disseminate truthful and accurate information and imagery. A-2. PA staffs counter misinformation and disinformation by informing the public. Adversary disinformation frequently targets the resolve of the American public. PA staffs counter these disinformation efforts by informing the American public of a threat and affirming trust and resolve in the Army and the command. A-3. PA staffs provide a continuous flow of credible, reliable, timely, and accurate information and imagery to internal and external audiences. Being first with accurate information helps the commander establish the narrative. PA capabilities help deter adversary efforts to diminish national will, degrade morale, and turn world opinion against friendly operations. Gaining and maintaining the information initiative in a conflict can help discredit and undermine adversary disinformation, and may discourage adversarial malign narrative efforts completely. A-4. Soldiers assess misinformation and disinformation to determine the source, intent, target, and effects. Informing to facilitate educated decision making counters misinformation and disinformation from others and helps prevent inaccurate information from causing faulty or uninformed decisions. SYNCHRONIZATION WITH INFORMATION-RELATED CAPABILITIES A-5. PA personnel synchronize communication efforts with IRCs to counter adversary misinformation and disinformation. The primary coordinator of Army public information is Army PA. Coordinated and synchronized release of information can help counter disinformation as well as help create, strengthen, or preserve conditions favorable for the advancement of national interests and policies. Synchronized actions, images, and words enables successful execution of a commander’s communication strategy. Army actions that conflict with official statements, information, or imagery can confuse the public and potentially create lost credibility with that public. A-6. As PA staffs synchronize IRCs, they ensure actions, themes, and messages complement, reinforce, and are de-conflicted with each other. Such synchronization facilitates units achieving their objectives. PA staffs use the communication synchronization process to synchronize IRCs. (See paragraph 5-57 for a discussion on communication synchronization process.) PA staffs synchronize with IRCs such as IO and MISO. A-7. It is critical that PA and IO staffs, and especially MISO staffs, synchronize their communications efforts with respect to the adversary due to the fluidity of the information environment. Army PA and IO activities directly support military objectives; counter adversary misinformation and disinformation; and deter adversary actions. Both PA and IO staffs plan and execute information activities and conduct media analysis. IO differ with respect to public, scope, and commander’s intent. As such, IO are separate functional areas. Commanders ensure appropriate coordination between PA and IO activities consistent with the DOD Principles of Information, policy, or legal limitation and security. LINES OF EFFORT RELATIONSHIPS A-8. PA personnel use lines of effort relationships to counter adversary information efforts of misinformation and disinformation. These lines of effort enable PA staffs to focus efforts from many partners to establish operational and strategic conditions by linking their tasks. PA staffs receive information from various sources, staffs, and command levels that often conflicts and contributes to misinformation. PA staffs counter opportunities that adversaries take to undermine the credibility of Army PA, communicators, and other friendly organizations. PA staffs maintain a line of effort drive with— • Intelligence staff. • OPSECOPSECOperational Security staff. • VI personnel. • Public diplomacy officials. • Staffs from intergovernmental agencies and departments. • Personnel from intergovernmental organizations and nongovernmental organizations. • Host-nation government partners. • Multinational partners. • Military information support personnel. • Information operations personnel. • Military deception (MILDEC) personnel. • Foreign policy advisor. I NTELLIGENCE S TAFF A-9. Intelligence staff provides historical and human factor analysis that gives context helpful in evaluating and anticipating adversary disinformation. PA staffs coordinate regularly with open-source intelligence sections and use intelligence assessments and products to plan and enhance PA activities. Requests for intelligence, surveillance, and reconnaissance information and imagery supports the PA mission. Critical information requirements are often mutual between PA and intelligence sections. Intelligence assessments and products can assist PA in developing communication products and PA information provides content for intelligence analysis. O PERATIONS S ECURITY S TAFF A-10. OPSECOPSECOperational Security staffs evaluate information. PA staffs require OPSECOPSECOperational Security evaluations particularly for risks related to information proposed for public release. The guiding principle to protect classified, sensitive, and enemy exploitive information is security at the source. Information released inadvertently or intentionally that has not undergone an OPSECOPSECOperational Security review can provide adversaries with an advantage in their disinformation efforts. PAOs are often the designated release authority. They must thoroughly review imagery and information prior to public release. PAOs are required to be OPSECOPSECOperational Security Level II qualified. (See AR 360-1 or qualifications.) Balancing OPSECOPSECOperational Security requirements for security with the need to disseminate critical information in a timely manner enables PAOs to ensure adversaries do not obtain material that would assist their disinformation mission. V ISUAL I NFORMATION P ERSONNEL A-11. Visual information effectively counters disinformation. VI personnel provide visual facts to counter deceptive claims or speculation and to bridge the gap between cultures and languages. Quality imagery supported with accurate information has a greater chance of permeating public perception. PAOs use such imagery in products supplemental to traditional and social media channels. VI staffs provide products that assist the commander’s effort to bolster public understanding of operations as well as counter adversarial disinformation. PA staffs consider OPSECOPSECOperational Security before releasing visual imagery from drones or planes; while useful, some imagery proves difficult to release due to classification. Original, unaltered visual imagery is a compelling tool in combatting disinformation and lends credibility to commanders’ efforts to establish and promote the command narrative. Altering official DOD imagery is prohibited with exception for corrections, modifications, and enhancements as specified. (See DODIDODIDepartment of the Defense Instruction 5040.02 for imagery policy.) S TAFFS FROM I NTERGOVERNMENTAL A GENCIES AND D EPARTMENTS A-12. Effectively operating in a shared information environment requires PA staff to partner with intergovernmental agencies and other interagency departments interested in communicating common U.S. Government objectives and activities. Operations require consistent communication with approved themes, messages, narratives, and talking points to support the mission and prevent misinformation. PA staffs work with U.S. Government departments and agencies to communicate information quickly and effectively to the public, avoid misinformation, and prevent opportunities for adversarial disinformation campaigns. An example of this shared information among PA staff and intergovernmental departments is the release of information regarding weapons of mass destruction. Such a release can involve non-DOD lines of communications and authorities such as State Department or other diplomatic entities. P ERSONNEL FROM I NTERGOVERNMENTAL O RGANIZATIONS AND N ONGOVERNMENTAL O RGANIZATIONS A-13. Intergovernmental organizations and NGOs commonly coordinate communication with PA staffs to mitigate adversarial efforts to spread misinformation regarding foreign humanitarian aid, immunization programs, and foreign government cooperation. Army personnel often work alongside personnel from IGOs and NGOs in theater during military operations. Army personnel deploy to humanitarian aid and disaster relief situations where adversaries will seize any opportunity to discredit and spread doubt. H OST -N ATION G OVERNMENT P ARTNERS A-14. Host-nation governments often support Army operations when they need to communicate with their audiences concerning activities that Army forces conducts in their borders. Open lines of communications and strong partnerships allow credible information to be shared freely between the host-nation and the Army; PA personnel help the host-nation government with this communication. The host nation ensures that audiences understand its relationship with the Army forces, expectations from Army forces, and achievements by Army forces. PA staffs help the host nation identify local issues and concerns related to Army forces, coordinate with PA staffs at the respective embassy, and maintain close coordination with IO planners. M ULTINATIONAL P ARTNERS A-15. PA staffs help coordinate and synchronize the necessary messages used with multinational partners to counter adversary information efforts of misinformation and disinformation. As part of the National Security Strategy, the Army commonly works with multinational partners and foreign militaries to build capacity, solve international crises, conduct routine training, and enhance theater security cooperation. Adversaries often seek to fracture multinational partnerships through disinformation in efforts to create an operational area that is more difficult and costly to conduct missions in. M ILITARY I NFORMATION S UPPORT P ERSONNEL A-16. PA staffs coordinate with military information support personnel to influence foreign publics to favor U.S. objectives while countering adversarial misinformation and disinformation. MISO seeks to influence the target public’s attitudes, opinions, and behaviors while PA seeks to inform and educate international publics. Both staffs continually coordinate to ensure they do not deliver misinformation. Military information support personnel can support approved DSCA missions during continental United States operations by conducting civil authority information support. This support can deliver critical information using information dissemination, printing, reproduction, distribution, and broadcasting. The lead federal agency responsible for the content in civil authority information support products coordinates with PA staffs to ensure the prevention of misinformation. I NFORMATION O PERATIONS P ERSONNEL A-17. IO and PA personnel support the commander’s objectives to counter adversary propaganda, misinformation, and disinformation as well as deter adversary actions. Appropriate coordination between IO and PA occurs during planning their respective communication capabilities to support military operations and accomplish the mission. Although PA and IO IRCs and coordination activities can appear as similar, they are not. IO is a separate function and differs with respect to authorities regarding domestic and international populations, scope, and intent. PA primarily seeks to inform and educate audiences, while affecting the content and flow of information that impacts adversaries’ decision making. IO on the other hand primarily seeks to influence, disrupt, corrupt, or usurp the decision making of adversaries and potential adversaries while protecting our own. Adversaries often seek to blur the lines between IO and PA operational functions, publics, and information to confuse or influence a target population with no regard for the populations’ situational understanding. M ILITARY D ECEPTION P ERSONNEL A-18. PA staffs coordinate with MILDEC personnel to counter adversarial misinformation and disinformation. MILDEC deliberately misleads enemy military, violent extremists, or other violent adversarial decision makers to take specific actions (or inactions) that can contribute to friendly mission accomplishment. PA personnel and assets provide truthful information that is not used to conduct MILDEC. PA personnel coordinate with MILDEC personnel for the success of MILDEC operations. This coordination ensures that MILDEC operations do not include PA information since such an inclusion violates OPSECOPSECOperational Security. This coordinated effort leads to a MILDEC operation that has the sole purpose to confuse the enemy. COMMUNICATION A-19. PA personnel use communication to counter adversary information efforts of misinformation and disinformation. Communication that fails to produce understanding by a public through misinterpretation, misrepresentation, or poor delivery can hinder a PA mission and may benefit adversarial malign narrative efforts. An adversary has less difficulty in reaching its objective if the public is misinformed directly through poor communication. A-20. Traditional media are still the principal means to communicate with publics. PA staffs need media access to counter disinformation and ensure the flow of critical and accurate information to publics. PA planning includes detailed processes, procedures, and support requirements to enable media to meet Army personnel so media representatives can better understand the mission, dispel rumors, and dismiss misconceptions of scripted dialogue regarding the conduct of operations. This direct access requires PA staffs to inform unit personnel at all levels on the PA mission. PA staffs implement an active command information program and deliberate PA training. Such training teaches personnel to participate in interviews with news media representatives and respond appropriately to questions regarding operations. Personnel also learn OPSECOPSECOperational Security for interviews that meets the needs of the media and protects security of the mission. A-21. Operations occur internationally, regionally, and locally, necessitating effective public communication that requires both cultural and language capabilities. PA staffs acquire capabilities to support a range of media in accordance with DOD directives and joint policy. Ideally, PA training, media facilitation, responses to query, and media embed operations can accommodate reporters who do not speak English. PA operations especially focus on accommodating host-nation or regional media outlets critical in informing publics most often targeted by disinformation campaigns. Effective PA operations include news releases, public information, and internet sites with applicable regional or local language capability. A-22. PA staffs traditionally use mass media to reach broad publics. Such mass media often requires communication to be more direct and tailored to specific publics through face-to-face discussion, correspondence, targeted radio broadcasts, newspapers, and digital media. Tailored communication can target friendly, neutral or indifferent, and adversarial publics. A-23. PA personnel develop quality and accurate media products that support the commander’s objectives, set an accurate and truthful command narrative, and deter adversaries. They then leverage available technology to disseminate it rapidly to select publics. Army journalists assigned and embedded in units at all echelons tell the Army story to intended publics by documenting events and unit actions as they happen. This documentation enables commanders to inform and educate populations in and around a theater of operations. A-24. PA views communication as a dialogue among people and actively facilitates communication with publics internationally and domestically. Encouraging communication among people facilitates commanders to deter adversarial misinformation and disinformation. PA staffs assist commanders with research and theory to identify key publics and create tailored communication plans to meet specific communication objectives. A-25. PA personnel must stay abreast of the rapid changes in communication technology. Traditional media does not solely inform and educate key publics like it used to. Digital video, smart phone technology, chat services, and social media move information around the world almost instantaneously. PA communication plans must account for this reality since PA staffs’ time to shape the narrative is both greatly reduced and greatly enhanced because of it. Recently, viral social media events—especially in video form—have become an influential method for both misinformation and disinformation. Effective PAOs must be prepared to mitigate these types of events when they occur. A-26. Countering disinformation requires consistent, coherent, and comprehensive communication originating from synchronized plans. Such plans can include PA running estimates, key public identification, aligned messages and actions, engagement plans, identified spokespersons and representatives, decision points, and assessment measures. The CCS working group typically guides the communication approach, synchronizes communication, and coordinates internal and external audiences who communicate with the command. TIMEFRAMES A-27. PA personnel use various timeframes to counter adversary information efforts of misinformation and disinformation. Countering disinformation successfully occurs across short-term, medium-term, and long-term timeframes. Tactics and techniques change across these periods, but PA staffs still must coordinate communication simultaneously. PA staffs ensure that actions and communication are complementary and integrated across all periods to counter disinformation. S HORT - TERM A-28. Countering disinformation in the short-term requires identifying and preparing the following: • Topic or issue requiring attention and response. • Spokesperson with credibility, presence, appearance, training, and public relationship. • The type of response necessary. • The speed or timing of response. • Mitigation of misinformation and disinformation. A-29. Rapid decisions are necessary to counter adversary misinformation and disinformation in the short-term. Accurate information delivered first against an adversary requires the commander to assume some risk and may require release authority delegated to lower echelons. The access journalists have affects public perception. The public often perceives granting journalists access to the command for reporting on issues or crisis events as more credible than PA staffs disseminating self-reported information. Third-party advocating is most effective in countering adversarial disinformation. A-30. In addition, PA staffs counter adversarial disinformation by addressing the adversary’s uncertainty regarding the issue, credibility (past and present), lack of verifiable or corroborated information, and transparency. Ideally, PA staffs target the source of disinformation for discrediting, whether an individual or group, to correct the record publically. Deception is the root of disinformation. M EDIUM - TERM A-31. Countering disinformation in the medium-term requires PA staffs to determine the commander’s current position regarding an operational environment. PA staffs then identify and prioritize communication objectives given the time allowed before execution of the disinformation tactics. PA personnel continuously analyze information and the environment. The results of this mid-term analysis define the perceptions, attitudes, and behaviors of publics affected by operations. PA staffs gather information to achieve understanding of the publics and prevent opportunities for disinformation effects. A-32. Different publics require different, tailored messages to counter misinformation. In mid-term timeframes, PA personnel have time to tailor messages to reach intended publics. Messages are important communicators of the position a command has on a topic. A mid-term timeframe enables PA staffs to draft support carefully for a particular theme that does not conflict with another theme. With this additional time, internal cultural advisors and other stakeholders can validate a message by analysis thus preventing unintended message perception or vulnerability to adversarial misinformation. A-33. Message delivery requires considering the delivery method, culture, and language barriers. Perception of the message can vary based on leader relationships, public bias of media selected to carry the message, political relationship, and past public communication. Determining the knowledge a public has regarding an issue helps PA to determine whether the communication approach should allow for opposing viewpoints or two-sided communication. A-34. Two-sided communication requires careful planning but is most effective when the public is knowledgeable about the issue or is opposed to the position of the message. This approach also can provide an opportunity for an adversary’s disinformation to be discredited point for point, thus achieving correction of the misinformation. Lack of planning for two-sided communication can just as easily reverse the intended affect and provide credibility to an adversary if the adversary carefully designs misinformation delivered in a manner that a public more easily understands. L ONG - TERM A-35. Countering disinformation in the long-term requires nurturing relationships and engaging in a dialogue of ideas. Building and nurturing relationships can be difficult when commanders and personnel change out over relatively short periods. Maintaining consistency of credibility and communication is even more important to ensure the publics that, regardless of the commander, they can expect truthful and honest communication that underpins enduring positive relationships. Stakeholders requiring enduring relationships can include the media, government departments, agencies, NGOs, IGOs, and host-nation governments. A-36. Engagement in a dialogue of ideas can build immunities against disinformation when conducted transparently, respectfully, and truthfully. Respectful consideration for other viewpoints, active listening, and sharing of perspectives on various subjects is valuable against adversary disinformation. Dialogue differs from debate. Dialogue seeks to share and understand various perspectives. Debate typically pits opposing viewpoints against each other and seeks a win. Adversarial disinformation seeks to deceive and confuse a public to advance an agenda not compatible with dialogue. COUNTERING SOCIAL MEDIA AND ONLINE MISINFORMATION AND DISINFORMATION A-37. Social media has demonstrated its ability to inform, educate, and influence, but it is just as capable of providing misinformation rapidly. PA personnel must maintain a consistent and an effective presence on social media to counter disinformation. Active monitoring by trained and informed PA personnel ensures that a continuous dialogue exists among Army forces and domestic and international publics. Depending on the operation, commanders need PA personnel who have cultural and language training to advise on the most effective social media tools and employment strategies. A-38. Social media enables instantaneously addressing misinterpretations and misinformation without the mediation effects that traditional media can have. PA personnel can use social media effectively to address misinformation. However, when countering misinformation, PA personnel cannot depend on only one channel. They require a comprehensive use of traditional and nontraditional media to correct the record. A-39. Adversaries use internet-based communication channels to send false information to susceptible publics. Social media have enabled every user to be a self-proclaimed journalist, publisher, advocate, activist, or spokesperson with no formal training, credentials, or editing for accuracy and facts. Since adversaries can publish anonymously or change user identification, limited accountability exists. Social media were not designed for disinformation efforts, but adversaries use this technology to support misinformation, deception, and fraud, often with devastating effects. A-40. Disinformation in word and technology is planned and sophisticated deception. Detecting and countering disinformation is even more challenging on social media. Available systems easily portray photographs, information, and news links. Savvy adversaries have adapted such systems to portray any depiction of imagery, events, or news that they create or manipulate. Adversaries can also alter and distribute photographs, videos, and narratives without linking them to a specific disinformation source. Perceptive adversaries can even manipulate accurate truthful news and information to deceive the public. Misinformation and disinformation via social media has proliferated as more people use social networks as their primary information or news source. A-41. Misinformation is not always adversarial, but can materialize from speculative reporting on events or incidents such as accidents, casualty causing actions, and conflicts. PA personnel measure the quality of information by its accuracy and its source. When the public receives unverified political commentary, punditry, rumors, or narratives contrived as facts, they spread as quickly through social networks as facts. A-42. Before countering misinformation, PA staffs must first attempt to understand a public’s reasons for believing the information. Strongly held beliefs based on misinformation can result in greater support for an adversary’s ideology if the counter to the false narrative offends the sensibilities of the receiving public. Therefore, effective PA staffs must be culturally adept and deliberate when dismantling a false narrative lest doing so threatens the mission and command relationship with certain audiences. A-43. Countering social media disinformation can be tricky. Sometimes active countermeasures may actually amplify a false or misleading narrative. Before acting, PA staffs consider whether taking action against or acknowledging the misinformation will cause other negative consequences. These staffs consider if action will increase the public’s awareness to the misinformation or if action will provide the adversary a form of credibility in some publics’ opinion. A-44. If the commander does choose to counter disinformation, PA personnel need to provide a credible and thorough alternative narrative to the disinformation. PA personnel avoid repeating the false narrative, when possible, and without repeating the misinformation. In addition, if mentioning the misinformation is necessary, PA personnel warn the public so as not to falsely credit a source. Finally, PA personnel properly synchronize the efforts of and deliver at a tempo acceptable to all stakeholders. A-45. PA staffs’ counter of disinformation in social media do not significantly differ from traditional or mass media’s attempts. Publics are more likely to accept information that is consistent with other information they perceive as credible. PA staffs analyze the public to determine preexisting beliefs and importance of the beliefs’ role in their acceptance of friendly messages. The publics’ familiarity with the communicator, their established credibility, and mode of delivery all contribute to message acceptance. C OUNTER N ARRATIVE A-46. Narratives are stories or accounts of events, experiences, or the like, whether true or fictitious. They are stories constructed to give meaning to things and events. Individuals, groups, organizations, and countries all have narratives that reveal how they define themselves. Adversaries often attempt to develop a counter narrative using blatant misinformation and even partially truthful information to promote their agendas. A-47. Army PA supports the Army’s narratives through the truthful telling of the Army story and enduring communication that helps define the commander’s goal and desired end state. Army operations, words, actions, and imagery support the DOD strategic narrative. Failure to design communication around overarching narrative consistently provides adversaries with opportunities to exploit U.S. credibility set at an adversarial counter narrative. A-48. Adversaries of the United States often attempt to develop their own narrative to promote their own objectives and malign narrative agenda. They might use blatant misinformation and even partially truthful information. These opposing forces seek to gain superiority over U.S. or partner nation narratives and discredit the appeal of the friendly narrative while making that narrative irrelevant. This battle of narratives occurs in the information environment but is affected by actions in an operational area, both intended and unintended. A-49. Winning the battle of narratives requires PA staffs seeking potential vulnerabilities within the messages and anticipating communication actions of the adversary. PA staffs gain perspective by listening to key publics, understanding their needs, and learning what they expect is part of having a direct dialogue with the same publics that an adversary is attempting to deceive. A-50. PA staffs hold an important position in a battle between competing narratives. Army PA staffs counter the adversarial narrative by executing timely, accurate, synchronized communication. This is the counter narrative, which is simply a narrative going against another narrative. Coordinated counter narratives against adversaries of the United States is necessary to defeat radical violent extremism, adversarial nation states, and non-nation state actors attempting to conduct disinformation operations that threaten an operational area. PA personnel coordinate properly with stakeholders to ensure that a narrative meets the commander’s intent, is useful, is synchronized, and ultimately supports the operation plan. N ARRATIVE T YPES A-51. There are two types of narratives: mission and subject. A mission narrative is the expression of the commander’s operational approach for a specified mission. A subject narrative is the expression of the tactical approach for a specified mission. Both narratives aim to be effective. Effective narratives, like other communication products, aid in the dissemination of an organization’s message, assist in the organization achieving its desired effects, and are easily understandable. An effective mission or subject narrative should— • Tell a story by engaging a public. • Explain the history of a conflict (or an operation). • Explain unit or organizational actions such as the role a unit plays in achieving the desired effects. • Explain the way ahead through lines of effort. • List the end state (what success looks like). • Include all stakeholders responsible for executing. • Discuss and use to achieve the intended communication end state. • Be refined as the situation changes to ensure relevance and maintain its ability to impact. A-52. A mission narrative describes the intended effects for the mission, including conditions that define the desired end state. It represents the articulation or description of the commander’s visualization for a specified mission and forms the basis for the concept of operations developed during detailed planning. It is an explicit reflection of the commander’s logic used to inform and educate various mission stakeholders and partners, whose perceptions, attitudes, beliefs, and behaviors can influence the operation. This is very useful in exponentially increasing communication while protecting the mutual understanding and cooperation that partner communicators share. Common adoption of the mission narrative makes it more difficult for an adversary to inject misinformation into an information environment governed by a common narrative. A-53. Mission narratives inform the development of supporting information themes and messages for the mission. They serve as vital tools for integrating information engagement tasks with other activities during execution. A mission narrative is a concise descriptive account of the mission as a whole. It provides the end-to-end context for the events of the operation or campaign and explains why the operation is necessary. A mission narrative seeks to motivate and facilitate coordinated action by helping the public understand how actions will lead to desired goals and to explain the benefits upon successful conclusion of the effort. It provides a coherent and compelling framework that links the evolution of the situation with the challenges of today, the actions necessary, and the ultimate benefits. A-54. Mission narratives are divided into four parts. Part 1 discusses the history of the area of operations and provides reasons for the conduct of operations in the operational area. Part 2 lists expected successes and planned progression of the operation. In this part of the narrative, an organization’s progression is listed in a 1 to 3 sentence bullets that provide details in support the statement of progress. Part 3 points the way forward focusing on lines of effort that link directly with a higher headquarters’ campaign plan. Part 4 describes how the commander’s desired end state nests with the higher headquarters campaign plan, be it tactical, operational, or strategic. A-55. A subject narrative is the expression of the tactical approach for a specified mission. It links to a specified mission and is more specific in scope than a mission narrative. Subject narratives contain the same four parts of a mission narrative. In understanding the narrative and its place within the body of available communication products, PA professionals must understand that a narrative is not a stand-alone document, but is supported with other communication products that synchronize the commander’s communications efforts in support of operations. These PA professionals to understand that a single narrative at the strategic level will not effectively support messaging and communication efforts at all levels. Narratives at the strategic, operational, and tactical (unit) levels ideally nest with and support overarching themes, messages, narratives, talking points, effects, and end states via vertical integration for both higher-and subordinate-level organizations. It is critical that narratives nest at all levels with easily ascertainable integration. This page intentionally left blank.

RUNNING ESTIMATE OUTLINE B-1. The running estimate provides the basic outline of situations and considerations, mission, courses of action, analysis, comparison, and recommendations and conclusions. Effective plans and successful execution hinge on accurate and current running estimates. A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable (ADP 5-0). Failure to maintain accurate running estimates may lead to errors or omissions that result in flawed plans or bad decisions during execution. B-2. Running estimates are principal knowledge management tools used by the commander and staff throughout the operations process. In their running estimates, the commander and each staff section continuously consider the effect of new information and update the following: • Facts. • Assumptions. • Friendly force status. • Enemy force status. • Civil considerations. • Conclusions and recommendations. B-3. Running estimates always include recommendations for anticipated decisions. During planning, commanders use these recommendations to select feasible, acceptable, and suitable courses of action for further analysis. During preparation and execution, commanders use recommendations from running estimates in decision making. While staffs maintain formal running estimates, the commander’s running estimate is a mental process directly tied to the commander’s visualization. Commanders integrate personal knowledge of the situation, analysis of the operational and mission variables, assessments by subordinate commanders and other organizations, and relevant details gained from running estimates. Commanders use their running estimates to crosscheck and supplement the running estimates of the staff. B-4. Commanders maintain their running estimates to consolidate their understanding and visualization of an operation. The commander’s running estimate summarizes the problem and integrates information and knowledge of the staffs and subordinate commanders’ running estimates. Each staff element builds and maintains running estimates. The running estimate helps the staff to track and record pertinent information and provide recommendations to commanders. B-5. Running estimates represent the analysis and expert opinion of each staff element by functional area. Staffs maintain running estimates throughout the operations process to assist commanders in the exercise of mission command. Each staff element and command post functional cell maintains a running estimate focused on how its specific areas of expertise are postured to support future operations. Because an estimate may be needed at any time, staffs develop, revise, update, and maintain running estimates continuously while in garrison and during operations. While in garrison, staffs must maintain a running estimate on friendly capabilities. Running estimates can be presented verbally or in writing. (See FM 6-0 for more information on running estimates.) BASE RUNNING ESTIMATE B-6. A comprehensive running estimate addresses all aspects of operations and contains both facts and assumptions based on the staff’s experience within a specific area of expertise. Each staff element modifies it to account for its specific functional areas. All running estimates cover essential facts and assumptions, including a summary of the current situation by the mission variables, conclusions, and recommendations. See figure B-1 for a sample PA running estimate. [CLASSIFICATION] operation is being conducted and identify the critical factors—the “action and reaction” within global media channels—that might impact the mission. Identify the media environment across the operational continuum, describing it from “austere” for low media interest and capability in a limited area of operations (AO) communication infrastructure to “dynamic for high media interest and capability in a high-tech AO infrastructure. as hilly terrain obscuring satellite dishes for receiving television broadcasts) or require additional support and requirements for escorting media. Refer to Tab B (Weather) to Appendix I (Intelligence Estimate) to Annex B (Intelligence), as required. strength, and systems. Describe the enemy’s capabilities and most likely and most dangerous public affairs courses of action (COAs). Forces hostile to U.S. interests can be expected to: • Attempt to mold U.S. and foreign public opinion using propaganda, misinformation, and fictionalized reporting to discredit the United States and its allies, creating opposition to the operation. • Seek information about U.S. intentions, military compatibilities, and current activities. • Use the publicity generated by (potential) terrorism to promote their ideology. and systems. Identify additional resources available for the functional area located at higher, adjacent, or other units. List those capabilities from other military and civilian partners that may be available to provide public affairs support. Compare requirements to current capabilities and suggest solutions for satisfying discrepancies. for the communication of the information in an out of the AO. It identifies the means available to the commander for receipt, transmission, and dissemination of public information. deployment and the likely presence of additional news media during the conduct of operations. This assessment should address the authority under which media representatives are operating and the degree of control that can be imposed on their efforts. communication technology, specifically identifying their level of visual information [page number] [CLASSIFICATION] [CLASSIFICATION] their agendas, an analysis and prioritization of the potential strategic and operational issues confronting the command in the news media. This media content analysis will provide an evaluation of the quantity of coverage and the nature of that coverage. leaders, and Soldiers conducting it. This paragraph should include both the perceptions held by major audience groups and the relative solidity or strength of these attacks. A public opinion analysis should include at a minimum an analysis of the following groups: • American public. • Political leaders. • Coalition forces and unified action partners and their publics. • International audiences. • Internal command audience. • Home station public. assumptions for initiating planning or preparing the public affairs running estimate. Modify these assumptions as factual data or planning guidance becomes available. contains no subparagraphs. Keep the American people informed of the operation to the maximum extent possible within the constraints of operations security and personnel safety. Provide public affairs support to on-scene commanders. Provide the media with access to unclassified, timely, and accurate accounts of the operation to counter enemy propaganda and disinformation efforts that discredit U.S. political and military efforts. actions that impact public affairs as they relate to COAs. Identify issues, risks, and deficiencies these enemy actions may create with respect to public affairs. Analysis should focus on media facilitation and support, news and information provision, and force training and support. Analyze each COA from a public affairs point of view to determine its advantages and disadvantages for conducting public affairs. matrix to aid the comparison process. List advantages and disadvantages of each COA under consideration. Include methods for overcoming deficiencies or modifications required for each COA. the command and other supporting staffs to assist in public affairs. [page number] [CLASSIFICATION]

PREPARING AND OBTAINING APPROVED GUIDANCE C-1. PAG is an operational tool that guides commanders and their PAOs in applying doctrine and policy during major military operations, exercises, and contingencies. Local commanders use the information in paragraphs B-2 and B-3 to assist in preparing and obtaining approved guidance. C-2. DOD policy requires that commanders provide the PPAG to the ATSD (PA) as the sole approving authority by combatant commands and others, as required for all major operations. This requirement includes major training exercises that could attract international or national attention. PAOs commonly prepare PPAG at their echelon and forward that PPAG through command channels for approval. PAOs ensure PPAG is coordinated with appropriate staff and other organizations, as appropriate. PAOs cannot use PPAG without appropriate echelon approval. (See DODIDODIDepartment of the Defense Instruction 5405.03 for PPAG guidance.) C-3. Upon receipt of the order, the commander, through the PAO, requests PAG from higher headquarters. PAG may be included in an alert order or operation orders. Commanders direct their PAOs to prepare PPAG to forward through command channels to the appropriate approval authority. Commanders of combatant commands ensure that the staff coordinated the PPAG with appropriate organizations within the theater of operations whenever possible (such as embassies, country teams, host-nation governments, and subordinate commands). PROPOSED PUBLIC AFFAIRS GUIDANCE FORMAT AND CONTENT C-4. PAOs submit PPAG by email as a document with 1-inch margins and Times New Roman, 12-point font. They avoid using “all caps” font. All PPAG submissions include the sections discussed in paragraphs C-5 through C-25 and shown in figure C-1 beginning on page C-6. Insert “N/A” (for not applicable) for each numbered PPAG paragraph that is not needed or does not apply for the specific PPAG. C-5. The format for PPAG is as follows: • Classification • Subject. • Paragraph 1: References. • Paragraph 2: Background and Coordination. • Paragraph 3: Public Affairs Posture. It includes active PA posture and response-to-query posture. • Paragraph 4: Holding Statement. • Paragraph 5: Public Statement. • Paragraph 6: Themes and Messages. • Paragraph 7: Questions and Answers. • Paragraph 8: Public Affairs and Communication Planning Instructions and Command Relationships. • Paragraph 9: Media Operations. • Paragraph 9.1: Owned Media. • Paragraph 9.2: Media Information Centers. • Paragraph 9.3: Media Embeds or Embarks and Space Available Travel. • Paragraph 9.4: Media Operations • Paragraph 10: Public Affairs Points of Contact. • Paragraph 11: Declassification Instructions. C LASSIFICATION C-6. PAOs normally submit PPAG via unclassified email on a Non-classified Internet Protocol Router Network (NIPRNET) system and marked “CUI” (for Controlled Unclassified Information) as the first line of the document. However, PAOs determine the classification of the PPAG according to the classification of the material from which the PPAG was derived and the sensitivity of the event itself. S UBJECT C-7. The subject line of the PPAG states “Proposed Public Affairs Guidance for [Insert Name of Operation, Exercise, or Event].” For purposes of distribution and coordination, the subject remains unclassified. If PAOs cannot use an operation, exercise, or event name, they will use an unclassified short title. When the authority approves the PPAG, PAOs will change the subject line to “Approved Public Affairs Guidance (PAG)” for returning it to the submitting DOD component. P ARAGRAPH 1: R EFERENCES C-8. Following the subject line, the first numbered paragraph lists references. This paragraph includes all pertinent messages, orders, DOD and military Services publications, publications that apply to PA policy, and the release of information to the public, strategic communication or other guidance, and other documents as appropriate that informed the process of drafting the PPAG. PAOs use the most current version of all references. This paragraph lists references using a lettering system—such as (a), (b), (c)—and, if applicable, include the message date-time-group and the publication date. This paragraph explains what each reference means and how it contributes to the PPAG. This section is generally not for public release. P ARAGRAPH 2: B ACKGROUND AND C OORDINATION C-9. This paragraph explains the purpose of the operation, exercise, or event and describes any significant existing or anticipated problems and limiting factors. It explains how and why DOD assets are participating and why PAG is needed. The paragraph gives background with historical information as well as a description of the current situation. The paragraph may also include communication objectives, key audiences, and other planning guidance on how stakeholders coordinate PA activities among agencies and host nations. This section is generally not for public release. P ARAGRAPH 3: P UBLIC A FFAIRS P OSTURE C-10. This paragraph states the overall PA posture for the operation, exercise, or event. It also states which DOD component retains the PA lead. Only two PA postures are authorized for use: active PA posture and RTQ posture. Active Public Affairs Posture C-11. An active PA posture is recommended whenever possible. An active PA posture involves using various communication methods and mediums to stimulate public and media interest, such as distributing press releases and inviting media to cover events, exercises, or operations. The term “active” can have multiple meanings; not all active PA postures are the same, with some more limited in scope than others. This posture is specific. For example, if the intent is to start in a RTQ posture and then move to an active posture, this paragraph provides as much detail as possible (for example, using a holding statement until an initial announcement by a public statement or press release). This paragraph provides specific guidance on what tactics commanders desire after the initial announcement. Response-to-Query Posture C-12. An RTQ posture is recommended when there is a desire not to take action to generate media or public interest beyond responding to media queries. On occasion, the PA posture is RTQ until a certain point in the planning and execution of an operation, exercise, or event. At that time, the RTQ posture may change to an active posture. On other occasions, the PA posture will remain RTQ for the duration or until completion of a military operation, exercise, or event. All PPAG should specify all units or personnel authorized to respond to queries. Release authority at the lowest possible level with security at the source is recommended. C-13. Some PA personnel mistakenly believe there is a “passive” option to not say anything about a specific military operation. Not responding to a query is not an option. Professional communicators should always be able to respond using a prepared holding statement, even if it is something as simple as “the information you are asking for is classified and not to be discussed publicly.” If applicable, clearly identify when an RTQ posture will change to an active PA posture. P ARAGRAPH 4: H OLDING S TATEMENT C-14. PPAG contains a holding statement PAOs use before release of the approved PAG. Usually, the holding statement emphasizes the nature of the planning process and stresses operational details PAOs are not to discuss before an event, operation, or exercise has been formally announced. PAOs can modify this approach as circumstances dictate. When using a strict RTQ posture, sometimes the holding statement may also serve as the only public statement. P ARAGRAPH 5: P UBLIC S TATEMENT C-15. A PPAG usually contains a statement for public release. PAOs use paragraph 5 in an active PA posture to announce the military activity initially or to respond to queries in an RTQ posture after an operation has commenced. If making a public announcement, this paragraph states who will make the announcement, the method of announcement, the preferred time and date for the announcement, and the rationale for the recommendation. If commanders desire a combined announcement with a host nation or other U.S. Government agency, PAOs include complete details of the methods, time, and procedures in this paragraph. PAOs usually make public statements 1 to 5 days prior to the start of an event. If PAOs intend to make a public statement long before the event begins, they explain why that action is necessary. If the public statement requires multiple paragraphs, PAOs identify each paragraph as a subparagraph of the message. This paragraph explains the time to make the initial announcement, the method (for example, press release, spokesperson, or social media), and the command. The statement should include “(Begin)” at the beginning of the statement and “(End)” at the end of the statement. The last sentence of any statement should identify points of contact or a web address to gather additional information. P ARAGRAPH 6: T HEMES AND M ESSAGES C-16. This paragraph lists broad themes and specific messages or talking points to use in support of the operation, exercise, or event. These themes and messages may come from a PA communication strategy or other planning guidance. All communication in support of the PPAG consistently aligns with these themes and messages. Successful PA personnel understand that themes and messages provide guidance and are not expected to be used verbatim. Themes and messages should be concise. If applicable, PAOs specify whether some talking points are restricted for use by specific personnel or commands. P ARAGRAPH 7: Q UESTIONS AND A NSWERS C-17. Questions and answers (often called Q&As) are developed to enable PA personnel to respond to the majority of anticipated questions with a recommended range of the most likely and most difficult or politically sensitive questions expected. PAOs arrange the questions and answers in one paragraph and number them sequentially (for example, Q1, A1; Q2, A2; Q3, A3). Questions and answers are for use in both active PA and RTQ postures. If applicable, PAOs specify which questions and answers are restricted for use by specific personnel or commands. P ARAGRAPH 8: P UBLIC A FFAIRS AND C OMMUNICATION P LANNING I NSTRUCTIONS AND C OMMAND R ELATIONSHIPS C-18. This paragraph defines the approving authority by level of command and procedures for the release or clearance of information. This paragraph indicates if there are other proposed PA activities, considerations, or assumptions and whether this PAG is part of a larger communication strategy involving other elements of communication. This paragraph provides the timeline of communication delivery and events (such as legislative engagements, local audiences, think tanks, and regional security centers). PAOs include in this paragraph planning information that does not otherwise fit in the PPAG format that may be unique to the individual operation, exercise, or event. Examples include information regarding political sensitivities, media analyses, description of the communication environment, or command PAO recommendations regarding coordination issues. This information is generally not for public release. P ARAGRAPH 9: M EDIA O PERATIONS C-19. This paragraph explains the rationale on whether owned media (such as professional communicators, COMCAM, American Forces Press Service, American Forces Network) and external media coverage is encouraged or not desired. This section is generally not for public release. P ARAGRAPH 9.1: O WNED M EDIA C-20. This subparagraph provides instructions on the use of DOD-owned military media; the degree of freedom of movement, including whether escorts are necessary; and the submission and screening of VI materials. PAOs include instructions and information for submissions to the Defense Imagery Management Operations Center (known as DIMOC) and DVIDS. PAOs also specify if host nation-owned media are involved. P ARAGRAPH 9.2: M EDIA I NFORMATION C ENTERS C-21. This subparagraph provides instructions on whether centers are single-Service, joint, or combined. It delineates who is responsible to establish the center. It gives a generic description of its composition such as joint PA support element, U.S. Army desk (listing for example, Army major and staff sergeant), or United States Navy or Marine Corps desk (listing for example, Navy commander and Marine Corps sergeant). This paragraph also establishes the center’s functions such as coordination of all media and PA activities, clearance of U.S. military-generated news material before release, production of news material for release, and escort of accredited news media representatives. Examples of the various types of media information centers include the Joint Information Bureau, Press Information Centers, and Combined Information Bureau. P ARAGRAPH 9.3: M EDIA E MBEDS OR E MBARKS AND S PACE A VAILABLE T RAVEL C-22. This subparagraph states whether embeds or embarks are authorized and which command will handle such requests. It lists detailed requirements for news media representatives such as valid passport, working media visa, local accreditation requirements, protective equipment, and funds for food, lodging, and return travel if military air is not available. Additionally, this paragraph provides instructions regarding assistance to continental United States-based units for handling requests from news media for accompanying travel before and following the event. It identifies commanders authorized to provide media transportation on a space available basis. This paragraph provides a chronology of potential events that would be of interest to media. It specifies media ground rules, if established. P ARAGRAPH 9.4: M EDIA O PERATIONS C-23. Consistent with AR 360-1 and any supporting guidance from the higher headquarters and approving echelons, this subparagraph provides guidance for using digital media, including social media platforms, to inform families and other interested audiences about unit activities in support of military operations. Digital media websites can be a platform on which units create a command or unit presence. This paragraph indicates whether command and individual Service member usage of digital media is encouraged or discouraged to upload photos or post stories; it provides best practice instructions if appropriate. All Service members must remain cognizant of the power of connected media and understand that every word and photo reflects on the United States and its military. Every word and photo should reflect the appropriate tone given the circumstances of the military operation. P ARAGRAPH 10: P UBLIC A FFAIRS P OINTS OF C ONTACT C-24. This paragraph lists all relevant point of contact names, phone numbers (Defense Switched Network, commercial, and cell phone if applicable), and email addresses. If applicable, information also includes after-hours contact numbers and email addresses if different from normal duty hours. P ARAGRAPH 11: D ECLASSIFICATION I NSTRUCTIONS C-25. This last paragraph describes the declassification instructions in accordance with DODIDODIDepartment of the Defense Instruction 5230.09, if required. FRAGMENTARY PROPOSED PUBLIC AFFAIRS GUIDANCE FORMAT AND CONTENT C-26. The format and content for a fragmentary PPAG is the same as for a PPAG but may contain less information than a full PPAG submission. PAOs remove the sections not needed or not applicable for the specific fragmentary PPAG submission. They number each paragraph sequentially. At a minimum, a fragmentary PPAG must include the following: • Classification. • Subject. • Background and coordination. • PA posture. • Holding and public statements. • Themes and messages. • Points of contact. SUBMISSION PROCEDURES C-27. All PPAG and fragmentary PPAG email submissions from the commander, through the PAO, to the approving echelon must include an attached document that can be edited as needed. In the text of the email, the commander formally requests echelon approval and specifies the date it is required for use. The email identifies the document as being fully coordinated and theater-approved and lists all commands and agencies that coordinated on the PPAG or fragmentary PPAG. If the document is transmitted to the approving echelon before it is fully coordinated, the submitting command will ensure the approving authority is promptly informed of the results of the remaining coordination. The PPAG or fragmentary PPAG request email includes all coordinating agencies as information addressees. If in doubt about whether to submit PPAG or fragmentary PPAG, commanders or PAOs seek approval through their higher headquarters in coordination with the defense press office (DPO) directorate at the approving authority. C-28. Most PPAG submissions are CUI and emailed via NIPRNET through a higher echelon PAO to facilitate approval by the ATSD (PA), which allows for fastest interagency coordination. In rare instances, some PPAG requests are classified and require submission to the ATSD (PA) via SECRET Internet Protocol Router Network (SIPRNET) email. All Unclassified/For Official Use Only PPAG submissions submitted by SIPRNET email will be summarily disapproved by the ATSD (PA) and sent back without comment. C-29. Classified PPAG submissions should always contain an unclassified public statement to respond to query. While the entirety of the PPAG may not be used for the public, an unclassified public statement ensures the public feels informed. C-30. If applicable, PPAG submissions include an explanation of why a specific date is desired for the initial public announcement. Some submissions are time-reliant, and must not be released until it is deemed acceptable. C-31. The commander, through the PAO, submits the PPAG via email to the applicable DPO media officer at the ATSD (PA). The commander sends the email as early as possible but no later than 30 days prior to desired initial announcement date. If the PA office does not intend to make an active announcement, then the commander sends the email 30 days prior to the start of an operation, exercise, or event. ASSISTANT TO THE SECRETARY OF DEFENSE FOR PUBLIC AFFAIRS STAFFING PROCEDURES C-32. PPAG or fragmentary PPAG requests are assigned to the appropriate media officer from the DPO directorate—usually the media officer who directly supports the submitting DOD component. The media officer then becomes the primary point of contact for the submitting DOD component and is listed under the point of contact (paragraph 10) of the PPAG or fragmentary PPAG. R EVIEW C-33. The DPO media officer reviews the PPAG or fragmentary PPAG submission to ensure that it is complete and complies with DODIDODIDepartment of the Defense Instruction 5405.03. The media officer then determines which DOD or executive level organizations need to review the PPAG, determines an appropriate suspense date for return comments, and requests reviews and comments. The media officer reviews response comments for incorporation into the PPAG. If comments significantly alter the PPAG, the media officer presents the comments to the submitting DOD component and adjudicates any disagreements. If unable to adjudicate disagreements, the DPO media officer elevates the disagreement to the DPO director for resolution or guidance. A PPROVAL OR D ISAPPROVAL C-34. Upon adjudicating and incorporating all the inputs, the DPO media officer prepares a cover memo and submits the final PPAG to the DPO director. The DPO director then recommends approval or disapproval to the Deputy Assistant Secretary of Defense for Media Operations. Upon confirmation of approval, the PPAG becomes official DOD PAG. The DPO media officer emails the PAG to the submitting DOD component and all relevant addresses. If disapproved, the media officer sends the PPAG back to the originator for changes and resubmission for staffing. ATSD (PA) does not issue the PAG via message traffic, but DOD components are authorized to retransmit in message traffic if desired. [UNCLASSIFIED] SUBJECT: Proposed Public Affairs Guidance (PPAG) for [insert name of operation, exercise, or event]. [State the lowest level organization allowed to use the PPAG, including the holding statement and public statement. For example, “All commanders and spokespersons at the brigade-level and above are authorized to implement this PPAG after the public statement has been released by the combatant command (CCMD). Only the CCMD may use the holding statement.” (If these restrictions are necessary)]. [If public affairs posture is expected to change, state the date or action that will signal the change in posture]. Secretary of Defense for Public Affairs, joint staff, CCMD, operational headquarters, or other organization] using a [media conference, media release, announcement posted to the website, or other method] on or about [state time or event that will signal use of the public statement]. [page number] [CLASSIFICATION] [CLASSIFICATION] 6.1. State who can use the messages, for example: These themes and messages are for use by all participants who talk to the media. 6.1.1. State overarching theme. 6.1.1.1. State supporting message. 6.1.1.2. State additional supporting messages. 6.2. State clearly if some messages are reserved for use by a higher level. For example: These themes and messages are for use above the tactical and operational level and will only be used at the CCMD headquarters or above. 6.2.1. State overarching theme. Continue with paragraphs as needed. spokesperson or certain level of command,. Q1. A1. Q2. A2. 8.1. State the approving authority for release of information. If necessary, describe circumstances that require a higher level of approval. Describe procedures and points of contact for crises situations. Include any planning guidance not written elsewhere in the PPAG. 9.1. Owned media. Describe how Department of Defense-owned media will be used and whether or not there are any restrictions on their movement or coverage. 9.2. Media information centers. 9.3. Media embeds or embarks and space available for travel 9.4. Online and social media. point of contact for this exercise or event as the first entry. 10.1. List Assistant to the Secretary of Defense for Public Affairs defense press operations desk officer as the last entry. Include after-hours information. After duty hours, contact dutyofficer@osd.mil or 555-555-5555. [page number] [CLASSIFICATION] This page intentionally left blank.

ANNEX FORMAT D-1. All plans and orders follow the five-paragraph order format. The five specific paragraphs consist of the situation, mission, execution, sustainment, and command and signal. Attachments (annexes, appendixes, tabs, and exhibits) are information management tools added to orders and plans. Attachments also follow the five-paragraph format except matrixes, overlays, and lists. Staffs list attachments under an appropriate heading at the end of the document they expand. For example, they list annexes at the end of the base order. (See FM 6-0 for specifics on writing and formatting annexes.) SAMPLE ANNEX D-2. Figure D-1 illustrates Annex J (Public Affairs) to a base plan or order. This figure provides fundamental considerations, formats, and instructions for developing Annex J (Public Affairs) to the base plan or order. Commanders and staffs use Annex J (Public Affairs) to describe how PA supports the concept of operations described in the base plan or order. [CLASSIFICATION] Place the classification at the top and bottom of every page of the attachments. Place the classification marking at the front of each paragraph and subparagraph in parentheses. Refer to AR 380-5 for classification and release marking instructions. Copy ## of ## copies Issuing headquarters Place of issue Date-time group of signature Message reference number Include the full heading if attachment is distributed separately from the base order or higher-level attachment. ANNEX J (PUBLIC AFFAIRS) TO OPERATION PLAN/ORDER [number] [(code name)]— [(classification of title)] (U) References: List documents essential to understanding the attachment. edition, and scale. (U) Time Zone Used Throughout the OPLAN or OPORD: Write the time zone established in the base plan or order. (U) Task Organization : Describe the organization of forces available to the issuing headquarters and their command and support relationships. Refer to Annex A (Task Organization) if long or complicated. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX J (PUBLIC AFFAIRS) TO OPERATION PLAN/ORDER [number] [(code name)]— [(classification of title)] does not cover or that needs expansion. (Intelligence) as required. Annex B (Intelligence) as required. (Intelligence) as required. Describe the enemy’s disposition, location, strength, and probable public affairs courses of actions, including disinformation, rumors, and propaganda. Refer to Appendix B (Intelligence) as required. communications and media capabilities, including television, radio, and print mediums as well as online and social media capabilities. capabilities that would impact friendly operations and public affairs operations. unit public affairs plans. Provide information on friendly coalition forces, which may impact the public affairs mission. Note public affairs resources supporting the unit (who, where, when) and higher, allied, and adjacent headquarters. headquarters. adjacent units and other units whose actions have a significant impact on the issuing headquarters. other organizations in the area of operations that may impact the conduct of operations of public affairs operations or implementation of public affairs activities. operations. Refer to Annex K (Civil Affairs Operations) as required. command and all attached or assigned subordinate units. Include effective dates, if applicable. host nation. situation that will impact the public affairs mission. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX J (PUBLIC AFFAIRS) TO OPERATION PLAN/ORDER [number] [(code name)]— [(classification of title)] concept of operations. Summarize how the commander visualizes executing the public affairs plan. Include public affairs priorities: Intent (access, information, welfare, morale, and will to win), concept (who, where, what, why, and when), specifics (tasks to a subordinate; who is to do what, where, and when, including nonpublic affairs activities), and actions with media (credential, train, and transport). that the commander intends to achieve. each objective. Assign specific tasks to elements of the command charged with public affairs tasks. Establish priorities of support for each phase of the operation. not contained in the base order including maneuver and augmenting public affairs units. Also identify unit public affairs representatives’ requirements. List instructions that apply to two or more subordinate elements or units. Refer to supporting appendixes (public affairs running estimate) not referenced elsewhere (public affairs guidance, media in country, media en route with U.S. forces, media contact report, handover checklist, task organization, and public affairs synchronization requirements). instructions as required by the paragraph below. Refer to Annex F (Sustainment) as required. transportation, supply, field services, distribution, contracting, and general engineering support. Outline requirements for establishing a media operations center (if required) and embedded journalists. Refer to Annex F (Sustainment) and Annex P (Host-Nation Support) as required. resources support, financial management, legal support, and religious support. Refer to Annex F (Sustainment) as required. location and public affairs contact information). internet or Defense Visual Information Distribution Systems) and reports. Refer to Annex H (Signal) as required. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX J (PUBLIC AFFAIRS) TO OPERATION PLAN/ORDER [number] [(code name)]— [(classification of title)] ACKNOWLEDGE: Include only if attachment is distributed separately from the base order. [Commander’s last name] [Commander’s rank] The commander or authorized representative signs the original copy of the attachment. If the representative signs the original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in the headquarters’ files. OFFICIAL: [Authenticator’s name] [Authenticator’s position] Use only if the commander does not sign the original attachment. If the commander signs the original, no further authentication is required. If the commander does not sign, the signature of the preparing staff officer requires authentication and only the last name and rank of the commander appear in the signature block. ATTACHMENTS: List lower-level attachment (appendixes, tabs, and exhibits). Appendix 1–Public Affairs Running Estimate Appendix 2–Public Affairs Guidance DISTRIBUTION: Show only if distributed separately from the base order or higher-level attachments. [page number] [CLASSIFICATION]

COMMUNICATION PLANNING GUIDANCE E-1. Communication planning guidance is a method by which senior PA staffs enable subordinate PA staffs to support Army-level communication objectives. PAOs use guidance to publish a communication plan (COMPLAN) at the discretion of senior PA staffs. The guidance helps PAOs complete the COMPLAN. This plan enables senior PA staffs to make clear to subordinate PA staffs the limits necessary for conversations between leaders and media, Soldiers and the public, and through social media. The COMPLAN contains four paragraphs: references, situation analysis, execution, and command and signal. FORMAT AND CONTENT E-2. The content contained in a COMPLAN consists of four paragraphs. Paragraph 1 lists references. Paragraph 2 details the situation analysis. Paragraph 3 addresses execution of the plan. The COMPLAN concludes with Paragraph 4 labeled command and signal that contains contact information. P ARAGRAPH 1: R EFERENCES E-3. The first paragraph of a COMPLAN lists overarching and month-specific references and other directives pertinent to the communication planning guidance. Common examples at the Headquarters, Department of the Army level include the Army Vision, and Army Strategy. Common monthly examples include communication synchronization products and monthly communication concept of operations produced by OCPA and at echelon. This paragraph additionally contains references at echelons between the issuing PA staff and OCPA, as deemed necessary by the issuing PA staff. See figure E-1 for Paragraph 1. • Overarching : Army Vision; Fiscal Year XX Army Campaign Plan; Army 20XX Strategy; General Order #1 • Month-specific : Monthly and quarterly Office of the Chief of Public Affairs Communication Synchronization; December Concept of Operations ; Fiscal Year XX Communications Plan Assessment Framework P ARAGRAPH 2: S ITUATION A NALYSIS E-4. Paragraph 2 guides the PAOs to analyze the situation by providing the commander’s intent and other relevant information. The situation analysis contains the following sub-paragraphs listed in paragraphs E-5 through E-10. See figure E-2 on page E-2 for Paragraph 2. Intent E-5. The commander’s intent sub-paragraph is derived from the commander at the issuing echelon. It includes the communication focus and describes ways communication efforts support the higher Army-and communication-centric objectives. Overarching Chief of Public Affairs Guidance E-6. This sub-paragraph provides a communication focus and directions for implementation of the COMPLAN. It also identifies pertinent products disseminated by higher headquarters including higher PA directives and other products (for example, the Chief of Public Affairs sends an Army Communication Guidebook). Expanded Purpose E-7. This sub-paragraph links the guidance in the Intent subparagraph to long-term communication imperatives. The imperatives can include Title 10 responsibilities and relate to overarching References listed in COMPLAN paragraph 1. Communication Objectives E-8. This sub-paragraph lists the desired objectives intended for target audiences to receive and understand, by key message. Target Audiences E-9. This sub-paragraph identifies specific audiences for which the Communication Objectives are intended. Target Audiences contains the following sub-paragraphs: • Desired Objectives. Desired Objectives sub-paragraphs follow each target audience. These sub-paragraphs identify tailored versions of Communication Objectives that are intended to resonate most effectively with each target audience. Key messages for each specific target audience are outlined here. • Core Opportunities and Key Challenges. This paragraph contains the following two sub-paragraphs: ■ Core Opportunities are events in the external information environment that are conducive to Army messaging and therefore represent opportunities to align Army messaging with the needs of target audiences. Core Opportunities also include Army-driven events likely to result in significant media and public interest, including Army Senior Leader events and major announcements. In total, Core Opportunities are the highest-yield communication opportunities. This paragraph aids subordinate commands and PA staffs in prioritizing their own communication focuses and efforts. ■ Key Challenges are events in the area of operations likely to inhibit progress toward Key Opportunities, including competing national events, waxing or waning public interest by topic, and prevailing media narratives and interest. E-10. Desired End State. This paragraph directly nests into communication objectives and target audiences established by higher headquarters PA staffs. It details the logical ties between efforts in COMPLAN and specific, quantifiable progress toward communication objectives. • Intent: As directed by the Secretary of the Army, the monthly communication focus for December 20XX is Army Values with a theme of “Commitment by All.” This is executed through a DASDASDirector of the Army Staff-directed process as part of the Army Campaign Plan. • Overarching CPA Guidance: The Army Communication Enterprise will… Public affairs professionals should identify events and opportunities that fall within their organization’s area of responsibilities and help amplify the Army Vision and Secretary of the Army’s priorities • Expanded Purpose: December presents a number of opportunities to build trust and confidence in the Army as a values-based institution. The Army Communication Enterprise will synchronize resources and efforts to communicate how Soldiers are ready to fight and win our Nation’s wars while continuing to treat everyone with dignity and respect. Priority will go toward highlighting service in communities and while deployed, commitment to teamwork, and mutual trust. • Communication Objectives: initiatives to further strengthen the ‘culture of trust.’ to embrace a shared identity as trusted professionals. • Target Audiences: OCPA has identified two key audiences for the Army to communicate and engage with during the month of December: ■ Desired Objectives: on dignity and respect. organizational climate grounded in the Army Values trust and live the Army Values. ■ Core Opportunities and Key Challenges: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. highlight the contribution of service members with a connection to outlets’ communities and the sacrifices of those serving away from their families during the holiday; both deployed and stationed abroad highlight accomplishments the Army has made in the past year to strengthen the culture of trust and strengthening a strong professional organizational climate that exemplifies the Army Values. and the Reagan Defense Forum as focus events that should be the backbone of communicating Army Values this month. Other events that provide significant opportunity for messaging amplification include Army Senior Leader outside the continental United States travel, televised holiday greetings from deployed troops, and Army Band performances. Additionally, the Army is observing the National Guard Birthday on December 13. message. This includes attending the Army-Navy Football Game, the Armed Forces Bowl, the Army Community Partnerships Recognition Ceremony, a Pittsburgh Field Band Concert, and they will visit forward-deployed Soldiers. significant leave downgrading the availability of all organizations to perform engagements. unforeseen geopolitical issues or crises, political or whistleblower controversies, reports, FOIAs, and misconduct.) Sept XXXX that the Army is a values-based organization. XXXX that the Army is a Values-based organization that fosters professionalism and trust. P ARAGRAPH 3: E XECUTION E-11. The Execution paragraph uses Army operations planning as a baseline format, with modifications for communication-specific guidance. This paragraph contains four sub-paragraphs listed in paragraphs E-12 through E-15. See figure E-3 for paragraph 3. Concept of Operations E-12. This sub-paragraph outlines efforts by the concept of operations, with attention to each involved PA staff. The concept of operations follows the plan, prepare, execute, and assess operational framework, with follow-on phases incorporating preparation of an environment for future communications. Key Tasks E-13. This sub-paragraph identifies PA staff elements, at the level of command that issues the COMPLAN, and the tasks they must complete to enable the specified Communication Objectives in COMPLAN paragraph 2. Tasks to Subordinate Units E-14. This sub-paragraph identifies PA staff elements, at levels of command below the command issuing the COMPLAN, and the tasks they must complete to enable the specified Communication Objectives in COMPLAN paragraph 2. Tasks to Subordinate Units are not authoritative unless published through operational channels. When necessary, senior PA staffs liaise with their respective S-3 or G-3 staffs to publish these tasks formally. When supporting named operations, PA staffs may elect to publish Annex J (Public Affairs) to base operation order, or formal COMPLAN, or both. Command direction and operational guidance are the final determinants of the products used. Coordinating Instructions E-15. This sub-paragraph includes reporting requirements and other items deemed necessary by the issuing PA staff. Common elements in this paragraph include guidance for engagement through different types of media, including social media, traditional media, in-person communication, and others. As with Tasks to Subordinate Units, this paragraph is not authoritative unless published through operational channels. • Concept of Operations: ii. Council of Colonels ii. Organization-led planning efforts iii. Identification of key events and opportunities that can support the monthly focus communications focus. report on the Army’s communication effort for the month of December. Information for this report will come from all messengers and sensors listed below with key tasks. • Key Tasks: ii. Communication Synchronization Army-wide: To facilitate consistent, synchronized and unified messaging across the U.S. Army, OCPA will publish a CPA Sends at the end of November with the communication strategy specifically drafted for December’s communication focus. iii. Top Line Messages: - The responsibility to defend our nation requires commitment by all – especially leaders – to the Army Values. This includes treating everyone with dignity and respect, collaborating broadly, and always doing the right thing. - Soldiers learn the Army Values – Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage – during basic combat training, and they must live them every day in everything they do. - We embrace and uphold the Army Values and standards of the profession, and we are always accountable to each other and the American People for our decisions and actions. - December Bugle Call with Supporting Bugle Notes: o Talent Management o Army Ethics and Values o Soldier for Life/Commitment to Veterans o Value of the Army Profession o Commitment by All o Call to Service - December Observances: o National Guard Birthday (XX Dec) that highlights the Army’s Values. media accounts. Reagan Defense Forum, Holiday Block Leave, Army Professional Forum, Accessions focus event. tied to Army Values. highlighted. messengers or sensors of messaging opportunities and will be tasked appropriately: ii. FORSCOMFORSCOMU. S. Army Forces Command iii. ASLs/ASL PAOs iv. OCPA DMD vi. OCLL vii. SAFM-BUL expected to join the process later. - Coordinate and pitch media stories that highlight the Army’s high standards and values. ii. Social Media - Communicate organization and leader activities as appropriate with OCPA DMD and other Army Organizations. - Publish content on social media that discusses how the Army holds high standards and values. - Use the hashtags developed by OCPA DMD in posts that highlight Army Values. iii. All components listed above will provide an assessment of their task-related activities for December no later than the fifth business day of January (XX Jan). This assessment should consist of the number and type of engagements or attempted engagements, and pertinent information related to each engagement (such as. number of articles published on an engagement or number of executives met with). P ARAGRAPH 4: C OMMAND AND S IGNAL E-16. This paragraph contains contact information for, at a minimum, one point of contact from the issuing PA staff. Best practices are to include points of contact by effort or purpose such as points of contact for assessment, media facilitation, and command information. See figure E-4 for Paragraph 4. • OCPA Strategy and Plans Division: • OCPA Assessments Division: This page intentionally left blank.

MEDIA QUERY PROCEDURES F-1. When PA personnel receive a media query, they use several products to facilitate responses: • DA FormDA FormDepartment of the Army form 7675 (Media Query). • Query Log Book. • Media briefing checklist. • Communication goals. F-2. Media queries usually start with a phone call or a visit from a media representative who wants information. PA personnel complete DA FormDA FormDepartment of the Army form 7675 to record the query whether on the phone or in person. See figure F-1 on page F-2 for an example form. Ideally, PA personnel give the media a response as quickly as possible. However, PA personnel should not commit to getting answers within a certain time. F-3. The Soldier or civilian receiving the query completes DA FormDA FormDepartment of the Army form 7675 with clear information. Journalists and PA personnel only answer questions with information that is accurate and cleared for public release. All responses should be free of jargon. PA personnel explain any military terms they use. F-4. Before personnel release information, the PA commander or the agency with release authority must approve the release. Some information is protected from release by privacy act concerns. When a particular query takes an unusually long time to answer, PA personnel contact the media representative and explain the delay. For use of11lis form see STP 46-46QZ14-SM-TG; the proponent agency is T RADOC. 2a. Select One: 2b. Theater 20211106 [81 CONUSCONUSContinental United States O OCONUSOCONUSOutside the continental United States (If OCONUSOCONUSOutside the continental United States) : 2d. lfOCONUS, Leve l of Command (Selec t One) : D Army D Corps O Division D Brigade Other 2c. Command (If OCONUSOCONUSOutside the continental United States): Our Daily News John J o h nson 1349 johnj ohnson@ourdai lynew s.net 12 3-555-4678 I. When is the Army Birthday? SFC Jane Smith 1500 I. The Anny's birthday is June 14. In 2021, the Army turns 246. Each installation may have their ow a wreath-laying ceremony at -wid t e will ea num be r of events hosted virtually. These inc lude da wcase, and a cake-cutting and reenlistment ceremony. 20211106 1433 ilable if asking about th e wreath-laying ceremony. es if asked. P Jack Flowers, COL, Direct or 202)0611 APOAPOAccountable property officer LC vtOOES TOOLS F-5. PA personnel log each query and assign it a local, unit-specific control number. The chief PA escort officer reviews and assigns each query to an action officer or NCONCONoncommissioned officer for completion. When the action officer or NCONCONoncommissioned officer has completed the query, that officer notes and forwards the response to the chief PA escort officer for review. F-6. After review by the chief PA escort officer, PA personnel request approval to release the query response. When the PA commander or the agency with release authority approve, PA personnel release a query response. The PA personnel use a control number to file the DA FormDA FormDepartment of the Army form 7576 as well as the response. F-7. Sometimes PA personnel cannot release a response to a question immediately. This occurs in the case of accidents and hospital conditions. In the case of accidents, PA personnel tell reporters that while military police investigate an accident, the PA office cannot release names until next of kin are notified. PA personnel cannot release conditions of patients in the hospital. Hospitals can release patients’ conditions. They categorize conditions as treated and released, stable, serious, and critical. F-8. PA personnel often host a briefing to answer a media query. These are often referred to as press conferences. During the briefing, the public and media are informed when and where the briefing will take place. The commander will provide a command statement and allow open-forum questions. F-9. To set up for a media briefing, PA personnel need to check that they have the following information and products: basic information, personnel preparation, site preparation, and a sequence plan F-10. Basic information that PA personnel need to gather includes the following: • Briefing subject. • Briefing date. • Briefing time. • Speaker. • Briefing location. F-11. PA personnel check the following items when they prepare personnel: • Speaker provided talking points, five good question, and five bad questions. • Speaker murder board conducted. • Facilitator selected and briefed. • Escorts selected and briefed. • Interpreters selected and briefed. • Rehearsal conducted. F-12. PA personnel check following items to ensure the site is prepared: • Briefing area secure and separated from the tactical operations center. • Briefing area separated from generators or other noise. • Briefing area large enough to accommodate anticipated audience with seating. • Adequate electrical power and outlets for video equipment. • Sufficient lighting and has been checked and tested. • Suitable backdrop. • The following items are on hand (as appropriate): ■ Computer. ■ Lectern. ■ Lighting system. ■ Maps of area of operations. ■ News releases or press packets. ■ Pointer. ■ Projector screen. ■ Projector. ■ Public address system. ■ Television. ■ Video player. ■ Visual aids. • Video camera or digital voice recorder to record briefing. • Event catered or refreshments provided (as per funding regulations). F-13. PA personnel check the following for the sequence plan: • Plan to secure media reception area. • Plan to search media as they pass through security. • Plan to escort media into briefing area. • Ground rules established by facilitator. • Subject matter experts introduced. • Questions monitored and ground rules enforces. • Plan to escort media to reception area when briefing complete. • After action review completed and forwarded to higher headquarters PA office. F-14. PA personnel use agreements to clarify limits with the media: the hold harmless agreement and agreement to reimburse. A hold harmless agreement is used in a legal contract, absolving one or both parties of liability for injuries or damages suffered while under contract. It is initiated by the unit and signed by the civilian media personnel. It is maintained by the unit once signed by the civilian media. See figure F-2 for a sample hold harmless agreement. F-15. Like the hold harmless agreement, the agreement to reimburse is provided by the PAO and is signed by the civilian media personnel. This denotes that some military operations they participate in will incur personal costs. Also, if military or government equipment is issued, the signer agrees to pay if items are damaged or lost. See figure F-3 on page F-8 for a sample agreement to reimburse. F-16. PA personnel consider Privacy Act implications before releasing information. The purpose is to ensure the government’s need to maintain information about individuals with the rights of the individuals is balanced. Service members have the right to certain elements of privacy and need to be protected from unwarranted invasions of their privacy. Table F-1 provides PA personnel a checklist that addresses personal information about Soldiers and any living persons that can or cannot be released under the provisions of the Privacy Act. PA personnel use this checklist to determine whether to information meets reliable standards.

THE MESSAGE MAP G-1. Message mapping is a technique to help commanders and their designated spokespeople connect with audiences on key topics using approved, relevant, command-focused messages. It provides a framework to visualize how facts, stories, and context converge to support specific concepts the commander desires to convey to select audiences in support of communication objectives. G-2. A message map is a template tool used to visualize and process a simple, concise direction for media interviews. With an average video or sound clip diminished to 9–15 seconds, spokespeople must master the art of effectively communicating using succinct, impactful headlines. This one-page tool can assist in the recall and delivery of concise, impactful headlines. Creating a story arc or “dashboard” can help PA personnel sketch an easy way to mentally recall and effectively deliver an intended response. G-3. Message mapping works best when spokespersons develop and employ it as part of a deliberate, overarching communication strategy. PA personnel can also use it easily for unscheduled engagements if they have enough preparation time. It incorporates critical and creative thinking to describe complex issues and develop shared understanding. K EY C OMPONENTS OF A M ESSAGE MAP G-4. Message maps are composed of interdependent components stitched together to create the command narrative. These key components are: • Top line messages. • Concepts. • Context. • Facts and stories. • Vulnerabilities. G-5. Top line messages are the key, command-approved messages to weave into the narrative during media engagements. Think of these in terms of headlines that bear repeating. G-6. Themes are ideas that recur or pervade. G-7. Concepts are abstract ideas or general notions. G-8. Context is the interrelated conditions surrounding an idea G-9. Facts and stories are used to support the position and point of view of the spokesperson, the commander, and the organization. Select stories that are personal, human, and dramatic. G-10. Vulnerabilities are possible exposures to being attacked or harmed C REATING A M ESSAGE M AP G-11. Creating a message map consists of five general steps. First, develop a central theme for clear direction. This identifies the type of command message that will be given. In figure G-1 on page G-3, the theme addresses who (the U.S. Army), what (is aligned), how (by bringing capability and lethality), and when (by 2028). Some themes address where and why. Each theme is command centric. G-12. Second, select no more than five simple key concepts. These are one or two words. In figure G-1, the concepts are mission, vision, people, non-deployables, and recruiting. For each concept category, develop headline messages with solid examples of personal stories or other fact-based evidence to make your message stick. G-13. Third, nest strategic top-line messages within the plan for optimal results. G-14. Fourth, open and close with a central theme and top-concept messages. G-15. Lastly, always define vulnerabilities, and determine how to mitigate them using the dashboard and interview techniques. See figure G-1 for examples of these processes. PREPARING FOR A MEDIA ENGAGEMENT G-16. When preparing for a media engagement, PA professionals follow five general rules: • Prepare mentally. • Be message driven, not question driven. • Practice good behavior. • Expect the unexpected. • Never let the setting define you; you define the setting. P REPARE M ENTALLY G-17. PA professionals prepare mentally for engaging with the media. They start by sorting complex facts and emotions to help relax the mind and body. They prepare a message map for a clear mental picture of the communication goal. PA professionals use the message map for mitigating vulnerabilities by having a variety of command messages and statements prepared and on-hand. B E M ESSAGE D RIVEN, N OT Q UESTION D RIVEN G-18. To prepare for a media engagement, PA personnel focus on being driven by the message they are giving. PA personnel have a mental direction and master interview techniques. Interview techniques consist of pausing, repeating, asserting, consistency, headlining, flagging, blocking, bridging, opening, and closing, discussed further in this appendix. PA personnel make verbal and nonverbal messages stick with personal stories, examples, visuals, and anecdotes. For example, if PA staff is asked how successful the mission was, they can respond with their personal positive experiences, pointing out why they viewed it as a success. They avoid Army jargon while clearly understanding the facts, audience, and message. PA personnel use simple words localizing and humanizing strategic messages. They take great care in doing no harm with the engagement. G-19. Skilled PA personnel master bridging to fit their vernacular. They use the following equation: Response = Answer {bridge} + Message + Story. By using the equation, they can help pivot to the direction they want to take the interview. Generally, PA personnel answer to confirm the obvious {...we have been challenged}; bridge {... what I confidently know is…} to a message {American Soldiers are strong and resilient meeting high standards} with a story {let me tell you about Specialist Jackson ….}. G-20. Some media representatives deviate from the approved topic. If their questions are on a hot topic and not associated with the actual agreed-upon topic, the spokesperson acknowledges to confirm the obvious, bridges to a topical message, and moves on. The spokespersons work to be brief and move on. They stay positive and avoid negative words and characterizations. If the media asks five questions on sexual misconduct and the interview goal is about recruiting talent, then the spokesperson has failed to bridge to a topical message and move the conversation in the right direction. P RACTICE G OOD B EHAVIOR G-21. PA professionals practice good behavior when engaging with the media. For a spokesperson, communication is behavior—verbal and non-verbal. PA professionals find harmony by sorting complex details in advance. Through their presence and behavior, they can manage others’ perceptions of them. PA professionals verbally express their authentic, accountable, and credible messages. When PA personnel communicate nonverbally, they remain aware of others’ perceptions. The use their smile appropriately to express happiness. They express anger, fear, contempt, sadness, disgust, and surprise carefully. If while creating a message map PA professionals discover strong emotions such as extreme anger associated with a hot topic, they need to pause. Before they engage with the media, they need to sort through their emotions to prevent an unintended outburst or expression. Skilled spokespersons avoid putting pressure on their body or lips. Such pressure suggests anxiety, tension, and nervousness. They stretch their face and body before an interview as well as practice several times before engagement. E XPECT THE U NEXPECTED G-22. To prepare for a media engagement, PA personnel expect the unexpected. They anticipate what reporters will likely ask. PA personnel can mitigate vulnerabilities in advance by knowing the Army’s position on current events. They also can minimize hot topics by asserting brief appropriate verbal acknowledgement followed by bridging statements. Skilled spokespersons avoid repeating negative characterizations. When receiving odd or polarizing questions, they use upfront pausing. This means to pause without words for a couple of seconds but to continue natural body flow. Practiced PA personnel take advantage of time and space given in an engagement, even when the media confronts them with tough questions. N EVER L ET THE S ETTING D EFINE Y OU ; Y OU D EFINE THE S ETTING G-23. PA professionals never let the setting define them when engaging with the media. Instead, these professional define the setting. They confidently know themselves, their audience, and other variables like the event flow, timing, and room or venue. Skilled spokespersons keep their hands visible and use them to complement words. If seated at a table, they keep their hands on it in a comfortable position. They avoid squeezing their hands and pulling at their cuticles. They also keep their feet on the floor and their eyes on the reporter asking the questions. They stay hydrated with water and avoid banana and milk products before engagements. PLOTTING A COURSE AND USING DIRECTIONAL PHRASES G-24. When preparing to interact with the media, PA personnel use their message map to plot a course using directional phrases. Before interacting with the media, skilled spokespersons practice their delivery style. The true PA professional maintains a natural style and tone when confronted with hazards during an interview or engagement. PA personnel know and practice directional phrases that lead them to main points. Plotting these directional phrases helps PA personnel reach their destination through intended messages, facts, and feelings. Plotting the course also involves PA personnel visualizing where they need to go. They see their message map illustrating the central theme, concepts, and facts supporting their goal. They use phrases that fit their vernacular. They practice bridging and keeping detours to a minimum. While conducting the engagement, PA personnel handle the unexpected in a savvy pace, pitch, and tone with prepared directional phrases. Using flagging, blocking, and bridging phrases helps PA personnel smoothly get attention, avoid a topic, and transition to a message. See table G-1 for possible directional phrases to help lead the conversation with a message.

LEADER DEVELOPMENT H-1. The Army continuously and progressively develops PA leaders over the span of their entire career. Leader development begins with initial entry education and training. This development continues with job experience and attendance at various schools supplying intermediate-and senior-level educational opportunities. While institutional development is important, a self-development program is necessary to ensure the leader has a well-rounded background that supports the rigors and expectations of leadership. The Army carefully assigns leaders to operational positions key to development as PA leaders. Time in the school environment is limited, so careful consideration of operational assignments and self-development is necessary for effective leader development and career progression. TRAINING DOMAINS H-2. Three mutually supporting training domains compose the model the Army uses to develop competent, confident, and professional PA leaders as well as to prepare units for missions with complex communication requirements. Army leader development occurs in the institutional, operational, and self-development training domains. The three domains support PA leader development through education, training, and experience. (See AR 350-1 for a discussion of the training domains.) INSTITUTIONAL TRAINING DOMAIN H-3. The PA institutional training domain includes Army schools and centers that provide initial training and subsequent functional and professional military education for Soldiers, military leaders, and DA Civilians. Army institutions provide military training, subsequent military and civilian education, and mobile training teams that can assist in enabling unit readiness. PA institutional training endeavors to train Soldiers, leaders, and DA Civilians to perform critical PA tasks to prescribed standards throughout their careers and to support Army units. The institutional training domain for PA also provides training support products, information, and materials needed by individuals for self-development and by unit leaders for operational training, mission rehearsal, or assessment. D EFENSE I NFORMATION S CHOOL H-4. PA Soldiers, leaders, and civilians receive initial and developmental training at the DINFOS. This school provides PA-specific, joint education and training in mass communication and VI career fields to meet entry-level skills and long-term career development requirements. DINFOS provides training that qualifies individuals for communication-related MOSs and functional specialties, develops individuals for complex duties in progressively higher positions of responsibility, and targets instruction through mobile training teams in areas requiring specialized functional expertise. H-5. DINFOS provides two primary training levels of education to develop PA leaders, Soldiers, and DA Civilians: entry-level and continuum. DINFOS offers on-site and via distance learning courses for both levels. PA professionals can find detailed information regarding DINFOS, available PA courses, and training resources at the DINFOS website. H-6. Entry-level training provides basic PA training to officers and enlisted Soldiers through the following courses: • Military Communication Foundations Course. • Public Affairs and Communication Strategy Qualification Course. H-7. Continuum education provides advanced PA training that focuses on doctrine, principles, techniques, and application of military PA. These courses expose students to advanced PA training. Commanders are highly encouraged to send their PA personnel to these courses, where applicable, during appropriate career stages: • Content Management Course. • Joint Contingency Public Affairs Course. • Joint Intermediate Public Affairs Course. • Intermediate Photojournalism Course. • Intermediate Motion Media Course. • Intermediate Public Affairs Specialist Course. C YBER C ENTER OF E XCELLENCE NCONCONoncommissioned officer A CADEMY H-8. The Cyber Center of Excellence NCONCONoncommissioned officer Academy educates, trains, and develops NCOs and leaders. It effectively delivers high quality, innovative, relevant, and diverse professional Army mass communication training in support of the Army’s current and future operations. The Cyber Center of Excellence NCONCONoncommissioned officer Academy provides two levels of training for Mass Communication NCOs. • Advanced Leader Course provides leader and specialty training for NCOs in MOSMOSMilitary occupational specialties 46S at Skill Level Three (SL3). Training provides students with the skills, knowledge, and technical expertise to provide leadership in coordinating and supervising the employment, operation, and management of a PA section. This course is the required certification course for PA NCOs in MOSMOSMilitary occupational specialties 46S30 for the rank of staff sergeant. • Senior Leader Course provides comprehensive skill level four Army leadership training. It also provides training in the supervision, coordination, and operation of PA for senior PA NCOs in Career Management Field 46. This course is the required certification course for PA NCOs in MOSMOSMilitary occupational specialties 46Z40 for the rank of sergeant first class. OPERATIONAL TRAINING DOMAIN H-9. The operational training domain involves PA training activities that organizations undertake while at home station, at maneuver combat training centers, during joint exercises, at mobilization centers, and while operationally deployed. This training applies to operating forces and the generating force. H-10. Leaders schedule and are responsible for PA training activities for organizations, units, and individuals in the operational training domain. Proficiency of their unit, teams, leaders, and subordinates is the responsibility of a leader. Individual and collective PA training activities conducted at home station, regional training centers, and mobilization centers as well as during exercises compose an operational training experience. Major training events, combat training center exercises, and operational deployments deliver comprehensive progressive and sequential PA training for unit and leader development and readiness. H-11. Operational assignments develop PA units and leaders. The assignment drives specific mission-focused opportunities and conditions for battle-focused training. Operational assignments use and build on fundamental skills, knowledge, and behaviors developed during institutional training. Operational assignments refine individuals and units by developing their knowledge into capabilities that support the mission. H-12. Mission success requires a well-trained civilian PA workforce to support operating forces and the generating force. Assignments and training that develop DA Civilians provide continuity and specific PA skills essential to Army organizations and programs. PA civilians work at all levels and require opportunities to enhance their knowledge and skills through developmental assignments, civilian education, training, and self-development. H-13. Commanders expect trained units, leaders, and DA civilians to perform in an operational area and should ensure allotted time for leaders and individuals to prepare for and attend institutional training. A necessary balance of education, institutional training, and experience develops leaders and units to train and win in a complex world. SELF-DEVELOPMENT TRAINING DOMAIN H-14. The self-development training domain contains planned, goal-oriented learning that reinforces and expands the depth and breadth of an individual’s knowledge base, self-awareness, and situational awareness; complements institutional and operational learning; enhances professional competence; and meets personal objectives. The self-development training domain facilitates the development of PA professionals. In the self-development domain, PA personnel fill gaps their skills, knowledge, and behavior from institutional training and operational assignments. S ELF -D EVELOPMENT T YPES H-15. AR 350-1 describes three types of self-development: structured self-development, guided self-development, and personal self-development. Structured self-development is learning that continues throughout a career. It closely links to and synchronizes with classroom and on-the-job learning. Guided self-development is recommended but optional learning. It helps prepare personnel for changing technical, functional, and leadership responsibilities throughout their careers. Personal self-development is self-initiated learning in which the individual defines the objective, pace and process. Examples include pursuing a college education, advanced degree programs, and professional certifications. H-16. The three types of self-development help in identifying, categorizing, and planning for self-development. The three types of self-development assist leaders, subordinates, and self-assessors to identify opportunities for development that may fall under structured, guided, and personal self-development. Combining the three types of self-development better ensures personnel obtain the most comprehensive plan. H-17. The self-development training domain recognizes that training in Army schools and in operational units often does not meet every individual’s need for content or time. Self-development enables individuals to pursue immediate and long-term personal and professional development goals. Leaders and other PA professionals help subordinates identify areas to implement self-development to improve performance. PA personnel have a personal responsibility to develop, grow, and commit to professional excellence. H-18. Commanders and PA leaders coach, mentor, and counsel subordinates to maximize their self-development as an investment in their future. Successful self-development requires regular self-assessment and performance feedback. An individual development plan (known as an IDP) is important for enlisted, officer, and civilian assessment and feedback. The Army Career Tracker (known as ACT) is a leadership development tool that integrates training and education into one personalized, easy-to-use website. Users can search multiple Army education and training resources, monitor their career development, and receive personalized advice from their supervisor and Army leadership. (See the Army Career Tracker website for developing an individual development plan.) S ELF -D EVELOPMENT R ESOURCES H-19. Resources for self-development can include Army doctrine, joint doctrine, lessons-learned, best practices, professional publications, and books. Awareness of the events in operational and information environments ensures PA leaders focus on timely and relevant information. Army schools provide training and education products that can be used for self-development. The DINFOS provides publicly accessed training resource material. (See the DINFOS website for training products.) H-20. The Army supports continuing education and self-development. The Army Continuing Education System (known as ACES) mission vigorously promotes lifelong learning opportunities to sharpen the competitive edge of the Army. It provides and manages quality self-development programs and services. Education and training are key elements that mutually support and enhance the combat readiness of the Army. Army Continuing Education System programs and services support leader development and work to expand Soldier skills, knowledge, and behaviors. (See AR 621-5 for more on Army Continuing Education System programs and services.) BROADENING OPPORTUNITIES H-21. The Army provides additional opportunities for PA personnel to broaden their education. Some personnel attend civilian academic institutions. Other personnel participate in the Army’s Training with Industry program. The Army authorizes training personnel at civilian institutions full time. Officers, NCOs, and warrant officers can attend full-time education programs (fully and partially funded) in civilian schools, commerce or civilian industries, and Service schools that offer accredited degrees. (See AR 621-1 for details on education.) H-22. Human Resource Command encourages units to identify officer positions that require an advanced degree for optimum performance of duties. The Army Educational Requirement System requires units to show detailed positions that require thorough and explicit knowledge in an educational or technical field. Army Educational Requirement System positions may be filled by officers or enlisted already possessing graduate degrees (“direct fills”), by those attending advanced civil schooling (ACS), or by those who completed a Training with Industry (TWI) program. Personnel who attend ACS or TWI will incur an active duty service obligation. (See AR 621-1 for more on the Army Educational Requirement System.) T RAINING WITH I NDUSTRY H-23. The TWI program is a yearlong work-experience program. For PA personnel, it provides extensive in-depth exposure to public relations, marketing, and managerial techniques and industry standards from Fortune 500 companies. It provides military personnel with training and development of skills in the private sector. Often personnel learn procedures and practices not available through existing military programs, ACS, or other established training and professional military education programs. H-24. TWI is a voluntary program, with an emphasis on placing Soldiers with strong promotion potential and varied PA experiences and assignments into the program. A panel of senior military members select applicants carefully to ensure the most qualified PA Soldiers represent the Army and PA. After completing the TWI program, Soldiers are assigned to an Army Education Requirement System validated position. A RMY P UBLIC A FFAIRS A DVANCED C IVIL S CHOOLING H-25. Army PA ACS is a threefold broadening opportunity program. First, it provides outstanding officers and senior NCOs who possess strong promotion potential an opportunity to better understand and appreciate the importance of the strategic relationships among the Army, academic leaders, and industry leaders. Second, it exposes academic and industry leaders to the quality of Army officers and senior NCOs serving in today’s Army. It assists those leaders in learning about the Army as an institution through contact with Army fellows enrolled in the Georgetown University’s Public Relations and Corporate Communications Program. Lastly, PA ACS continues to develop a pool of officers and senior NCOs to serve in challenging and rewarding PA assignments in the PA career field. Selected officers and NCOs pursue an advanced degree at Georgetown University on a full-time basis. Fellows attend school for 18 months. They complete the required degree program and associated curriculum earning a master’s degree in public relations and corporate communications. Source Notes This division lists sources by page number. Where material appears in a paragraph, it lists both the page number followed by the paragraph number. 1-3 1-11. Title 10, Chapter 703, Section 7014, USCUSCUnited States Code. 7-4 Segmentation. Vignette adapted from: CALL Newsletter, no. 09-11, December 2008. This page intentionally left blank.

The glossary lists acronyms and terms with the Army or joint definitions. Terms for which FM 3-61 is the proponent are marked with an asterisk (*).

Entries are by paragraph number.