01.public Affairs - Handbook

ACO/ACT - Public Affairs Handbook - 2020
i
Table of Contents
Chapter 1 - Introduction to Military Public Affairs in NATO ...................................... 1
1. Definition of Mil PA. ............................................................................................ 1
2. Mandate. ............................................................................................................ 1
3. Principles of Mil PA. ........................................................................................... 2
4. Functions of Mil PA. ........................................................................................... 3
5. Responsibilities. ................................................................................................. 4
6. Mil PA Relationship to Strategic Communication (StratCom) and other
Information Functions .................................................................................................. 4
7. Mil PA Approaches. ............................................................................................ 5
8. Mil PA products. ................................................................................................. 6
9. Audiences .......................................................................................................... 7
10. PA Policies ......................................................................................................... 7
11. Key References for Mil PA ................................................................................. 8
Chapter 2 - Role of the (Chief) Public Affairs Officer ................................................. 9
1. Introduction ........................................................................................................ 9
2. Relationships...................................................................................................... 9
3. (Chief) Public Affairs Officer Responsibilities ..................................................... 9
4. CPAO Responsibilities in Multi-national Environments .................................... 11
5. CPAO as Trainer .............................................................................................. 11
6. Unit Public Affairs Representatives (UPARs) ................................................... 12
Chapter 3 - Public Affairs Officer Planning and Staff Integration ........................... 13
1. Introduction ...................................................................................................... 13
2. Integration into the Command’s Planning Process........................................... 13
3. Mil PA Planning Policy ..................................................................................... 13
4. Planning Cycle ................................................................................................. 14
5. Planning Hierarchy ........................................................................................... 15
6. Types of PA Planning ....................................................................................... 16
7. Higher and Subordinate HQ Coordination during the Planning Process .......... 16
8. Planning Considerations .................................................................................. 17
9. Examples ......................................................................................................... 18
Annex 3-A Public Affairs Staff Estimate ............................................................... 19
ii
Annex 3-B Military Planning Model for Public Affairs – Operational & Tactical
Level (Generic Model) ............................................................................................ 22
Annex 3-C Military Planning Model for Public Affairs – Strategic Level ............... 24
Annex 3-D Guidance on drafting Public Affairs CONOPS/OPLAN/OPORD
Annexes 27
Annex 3-E Public Affairs Plan and Example ........................................................ 36
Annex 3-F Public Affairs Guidance (PAG) Template ........................................... 44
Annex 3-G Visual Information and Imagery Planning .......................................... 46
Annex 3-H Resource Acquisition in NATO........................................................... 50
Annex 3-I Issue and Crisis Management ............................................................. 59
Chapter 4 - Media Activities (Operations) ................................................................. 66
1. Introduction. ..................................................................................................... 66
2. Guidelines to PAO - Working with Media ......................................................... 66
3. Requests for Information .................................................................................. 67
4. Requests for Interviews .................................................................................... 68
5. Releasable Products ........................................................................................ 69
6. News Conferences ........................................................................................... 70
7. Background Interviews ..................................................................................... 71
8. OPSEC ............................................................................................................ 71
9. Media Embargoes ............................................................................................ 71
10. Media Registration ........................................................................................... 71
11. Media Escorts .................................................................................................. 73
12. Embedded media ............................................................................................. 74
13. Media Training ................................................................................................. 74
14. Working with Interpreters ................................................................................. 74
15. Establish NATO Media Information Centre (NMIC) .......................................... 74
Annex 4-A Establishing a NATO Media Information Centre................................. 75
Annex 4-B Response to Query Form ................................................................... 81
Annex 4-C Response to Query Log .................................................................... 82
Annex 4-D Media Registration and Reception Log .............................................. 83
Annex 4-E Example Theatre Media Tracking Report ........................................... 84
Annex 4-F Media Kit Guidelines .......................................................................... 85
Annex 4-G Recommended for Media Packing List .............................................. 86
Annex 4-H Media at Entry Control Points ........................................................... 87
iii
Annex 4-I Preparing for a News Conference ...................................................... 88

Annex 4-J News Release Checklist ..................................................................... 93
Annex 4-K News Release Example ..................................................................... 94
Annex 4-L Media Advisory Example .................................................................... 95
Annex 4-M Fact Sheet Example .......................................................................... 96
Annex 4-N Interview Planning Guide .................................................................. 98
Annex 4-O SME Interview Preparation Worksheet .............................................. 99
Annex 4-P NATO Military Spokesperson Training Debriefing Form .................. 100
Annex 4-Q Media Embedding Guidance to PAOs ............................................. 101
Annex 4-R Recommended Media Accommodation Guidelines ......................... 108
Annex 4-S Recommended Liability Waiver ........................................................ 115
Annex 4-T Example Journalist’s Biographic, Medical and Preference Statement
117
Annex 4-U Media Escort After-Action Report..................................................... 120
Annex 4-V Example of Media Registration Form ............................................... 121
Chapter 5 - Internal Communications / Command Information............................. 122
1. Introduction. ................................................................................................... 122
2. Components ................................................................................................... 122
3. Integration ...................................................................................................... 123
4. PAO’s Role..................................................................................................... 123
5. Internal Communications Tools ...................................................................... 124
6. Writing Standards........................................................................................... 125
7. Conclusion ..................................................................................................... 125
Annex 5-A Feature Story Example which could appear in internal magazine ... 126
Chapter 6 - Outreach and Community Relations .................................................... 128
1. Introduction .................................................................................................... 128
2. Outreach Activities ......................................................................................... 128
3. Community Relations ..................................................................................... 128
4. Why Outreach and Community Relations are important ................................ 128
5. Engagements while deployed – Key Leader Engagements (KLEs) ............... 128
6. Planning Considerations ................................................................................ 129
Annex 6-A Case Study...................................................................................... 132
Annex 6-B Sample Outline for a Community-Survey File ................................. 134
Annex 6-C Special Events, Exhibitions and Displays ........................................ 137
iv
Annex 6-D Special-Events Checklist / Aide-Memoire ........................................ 140

Annex 6-E Example Operations Order for an Installation Open House ............ 142
Annex 6-F Base Tour Checklist ......................................................................... 146
Chapter 7 - Media Monitoring and Analysis ............................................................ 149
1. Introduction. ................................................................................................... 149
2. Developing an Understanding of an Audience ............................................... 149
3. Monitoring ‘Brand’ and Overall Reputation ..................................................... 151
4. Mitigating Risk ................................................................................................ 153
5. Evaluating Success ........................................................................................ 153
6. Writing Reports .............................................................................................. 154
7. Disinformation, trolls and bots ........................................................................ 155
Chapter 8 - Digital Engagement (aka Social Media and Internet-based
Communications) ...................................................................................................... 157
1. Introduction .................................................................................................... 157
2. Planning Considerations ................................................................................ 157
3. Responsibilities .............................................................................................. 158
4. Digital Engagement in an Operational Environment ....................................... 159
5. Appearance and Content ............................................................................... 160
6. Social media guidance and instructions ......................................................... 161
Annex 8-A Policy on the Release of Information ................................................ 165
Annex 8-B General Comments Policy for Digital Engagement .......................... 168
Annex 8-C NATO Multimedia Portal .................................................................. 169
Chapter 9 - Public Affairs Training .......................................................................... 170
1. Introduction .................................................................................................... 170
2. Roles and Responsibilities ............................................................................. 170
3. National Responsibility ................................................................................... 171
4. NATO Responsibility ...................................................................................... 171
5. Education And Training Facilities (ETF) Responsibilities ............................... 172
6. Developing a Training Plan ............................................................................ 173
7. Non-PA Service Member Training.................................................................. 176
8. Training for commanders and SMEs .............................................................. 176
9. PAO Professional Development ..................................................................... 176
10. Indigenous/Partner Forces Training ............................................................... 177
11. Training Products ........................................................................................... 177
v
Annex 9-A A Leader’s Guide for Succeeding with the Media............................. 178
Annex 9-B Interview Techniques ....................................................................... 181
Annex 9-C Prepare a Spokesperson to Address the Media ............................... 185
Annex 9-D Family Members and Media Interviews ............................................ 189
Annex 9-E Interact with Media (Non-PA Service Member Training) .................. 191
Annex 9-F Unit Public Affairs Representative (UPAR) Training ......................... 192
Annex 9-G: Media Pocket Card........................................................................... 194
Annex 9-H Basic Photography Guidance for UPARs ......................................... 195
Annex 9-I NATO Affiliated PA Training Opportunities ....................................... 196
Annex 9-J Staffing of Public Affairs Positions ................................................... 199
Chapter 10 - Public Affairs in Exercises.................................................................. 202
1. Introduction .................................................................................................... 202
2. PA Approach – Real World ............................................................................ 202
3. PA Activity in Exercises .................................................................................. 203
4. Exercise Planning .......................................................................................... 203
5. Live Exercise (LIVEX) Considerations. .......................................................... 204
6. Command Post Exercises (CPXs). ................................................................ 205
7. Other Planning Considerations ...................................................................... 205
8. Release of Information Concerning NATO Exercises .................................... 205
9. Security .......................................................................................................... 206
10. NATO Media Information Centres (NMICs) .................................................... 206
11. Invitations to Media - Real World PA Support to an Exercise ........................ 207
12. Registration/Accreditation of Media Representatives - Real World PA Support
to an Exercise. ......................................................................................................... 207
Annex 10-A Annex L to EXPLAN - Format ........................................................ 208
Chapter 11 - Imagery ................................................................................................. 210
1. Introduction .................................................................................................... 210
2. Imagery Terms ............................................................................................... 210
3. Use of Social Media Sites .............................................................................. 211
4. ACO/ACT Imagery use by Conventional Media ............................................. 211
5. Imagery Standards ......................................................................................... 212
6. Technical Requirements ................................................................................ 212
7. Imagery and Privacy ...................................................................................... 212
8. Image Editing and Alteration .......................................................................... 212
vi
9. Defense Visual Information Distribution Service (DVIDS) .............................. 213

Annex 11-A Photoshop Stills Workflow and Metadata Guide ............................ 215
Annex 11-B - Still And Video Captions ................................................................. 218
Annex 11-C – Still Image (Stills) Workflow ........................................................... 221
Annex 11-D Lightroom and Photo Mechanic Stills Workflow and Metadata Guide
228
Annex 11-E – Video Specifics .............................................................................. 229
Annex 11-F - Post Task ....................................................................................... 230
Appendix A: NATO Structure, Policy and Command and Control .................... 231
Appendix B: Public Affairs Releasable Products ............................................... 236
Appendix C: Basic Journalism ............................................................................ 237
Appendix D: Print Style Guide ............................................................................. 243
Appendix E: Lexicon of Terms ............................................................................ 251
Appendix F: List of Acronyms ............................................................................. 262
Appendix G: Cross-Cultural Communications ................................................... 267
Appendix H: Country Codes ................................................................................ 268
Appendix I: Handbook Change and Recommendations Submission Form ...... 273
vii
Chapter 1 - Introduction to Military Public Affairs in NATO
1. Definition of Mil PA. NATO Mil PA is the capability responsible for promoting
NATO's military aims and objectives by communicating accurate information in a
timely manner to various audiences. This communication enhances awareness and
understanding of the military aspects of the Alliance's role, aims, operations,
missions, activities and issues, thereby reinforcing its organisational credibility. This
includes planning and conducting the basic functions of Mil PA as defined in
paragraph four. Mil PA is the lead function responsible for the External and Internal
Communication as defined in MC 0457/03. The Allied Command Operations and
Allied Command Transformation Public Affairs Handbook provides guidance on
extent capabilities to the Mil PA community.1
2. Mandate.
a. Public support for NATO’s missions and tasks follows from public understanding
of how the Alliance makes a difference to international peace and security. Public
confidence, in turn, is enhanced by NATO’s ability to achieve its mandate in a
way that is open, transparent and consistent with member nation values and
expectations. Military Public Affairs (Mil PA) policy in NATO is derived from the
higher principles of democracy that includes freedom of expression and of the
media. NATO Commanders and Public Affairs Officer (PAOs) are bound by
NATO policies to inform the public and by international law not to impede the
media or freedom of expression.
b. Maintaining Credibility. In order to maintain credibility of the organisation,
messages must be truthful, accurate and timely. Messages must match the
actions of the command at all levels. Discrepancies in messaging from a PAO or
Commander versus the actions of the troops on the ground erode credibility.
Messaging must be coordinated effort across communications staff elements as
well as higher and subordinate HQs to ensure there are no conflicting events or
actions and resulting in inaccurate messaging and aiding in the adversaries
disinformation campaign.
c. Adversaries. Information Confrontation is a recognised element of doctrine and
practice of NATO’s potential adversaries. Both state and non-state actors
conduct hostile information operations against NATO and individual Allies, which
will continue across the full spectrum of peace, crisis and conflict. The purpose of
hostile information campaigns is to undermine NATO coherence and shape the
information environment in favour of the adversary, including priming the
information space in preparation for potential crisis escalation. Adversaries and
potential adversaries use technology and speed to their advantage, often
disregarding or manipulating truth and accuracy in the process. Multiple
adversary groups (perhaps sometimes opposed in overall intent) often unify in
their aims to discredit NATO and Western institutions. This collective can easily
coordinate to erode public support for Alliance operations using very simple,
effective narratives, which challenge the legitimacy of NATO objectives and
leverage inexpensive digital engagement technologies such as botnets to
artificially amplify disinformation, misinformation and public distrust. Overcoming
1 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 7.
1
and combating these efforts with an Alliance of 30 national interests and

perspectives is challenging and requires thoughtful, comprehensive planning and
synchronised implementation of communications plans. NATO commanders
must conduct their missions in this environment. In a comprehensive approach to
operations, enhancing public understanding and maintaining Alliance credibility
are the two main efforts of the PA function.
3. Principles of Mil PA.2
a. Tell and show the NATO story. All Mil PA activity is founded on NATO's values.
Mil PA efforts support commanders and staff in the execution of their mission and
are conducted in accordance with higher NATO political and military direction.
Practitioners are first and foremost NATO Mil PA staff and they should develop
and promulgate compelling narratives that support the Alliance's military aims
and objectives in line with the Commander's priorities and respective of the
Strategic Communications (StratCom) framework.
b. Provide accurate information in a timely manner. This is critical to functional and
organisational credibility and trust with publics, internal audiences and media,
and helps deter adversary disinformation in a 24/7 media environment. The
impact of Mil PA activity is often directly proportional to the timeliness and
accuracy of the Mil PA effort or response: information delivered quickly by NATO
representatives can have a qualitatively different effect than the same information
delivered a day or even an hour later.
c. Ensure that information is consistent, co-ordinated and integrated with own and
higher headquarters. One effect of the global Information Environment (IE) is that
publics can receive information about military operations from all levels of
command, including reports from theatre, from multiple sources. Communication
is a collective and integrated effort. Words and actions must be aligned and
commanders should ensure that their Mil PA operations disseminate a consistent
message through NATO's many voices, and that military information activities 3
are well coordinated according to the NATO Military Policy on Strategic
Communications.4
d. Practise appropriate operational security. The provisions of operational security
and propriety must be considered and adhered to before releasing information.
NATO staff work is often pre-decisional, therefore care in addressing holding
statements to support pre-decisional actions is critical to ensure messaging does
not get ahead of NAC5-Ievel decisions. Protecting NATO against criticism or
embarrassment is not a reason to classify or withhold information.
e. Conduct work mindful of multinational sensitivities, and respectful of the local and
regional cultural environment. It is critical that the IE be understood wherever the
Alliance is conducting its activities. NATO operations can be adversely affected
by culturally inappropriate references or imagery. Conversely, the effect and

3 Information activities are actions designed to affect information and/or information systems, performed
by any actor and include protective measures (AJP 3.10).
4 MC 0628, NATO Military Policy on Strategic Communications, 26 July 2017.
5 North Atlantic Council
2
impact of communications is made stronger when it is informed by an

understanding and appreciation of local custom, tradition and culture, and a good
appraisal of the Information Environment.
4. Functions of Mil PA. 6
a. Media activities. Media activities are designed to provide information through all
mass communication means to a wide variety of audiences. Commanders and
staffs, through their Public Affairs Offices, should be prepared to respond to
media inquiries, issue statements, conduct briefings and interviews, arrange for
media access to permanent and operational units and distribute information
through traditional and digital media, as a means to develop relations with the
purveyors and the consumers of news.
b. Digital Engagement. Digital media activities provide information directly to our
audiences and stakeholders through online and social media channels.
Delivering successful communications campaigns for NATO requires
understanding of the wider StratCom goals, and supporting with effective digital
media products, which are also compliant with NATO branding.
c. Outreach Activities. Outreach activities aim at fostering strategic relations with
key external stakeholders who have an interest in military issues and activities,
such as think tanks, academia, military-related associations, school groups, and
other key stakeholders. They are often invited to comment as unbiased Subject
Matter Experts (SMEs) in the field of security and defence policy, and more
specifically on NATO policy, decisions and actions, and can therefore provide a
sustainable "force multiplier" effect.
d. Internal Communications. Internal communications efforts facilitate
communication with and among NATO military and civilian personnel and their
families. Its purpose is to inform about the command, its people and its activities,
and is distinct from administrative information or direction from the Chain of
Command that is normally found in administrative or routine orders. Effective
programmes keep internal audiences informed about significant developments
that affect them at work; create an awareness of the organisation's goals and
activities; and makes command personnel more effective representatives of the
organisation.
e. Community Relations. Community relations programmes are associated with the
interaction between NATO military installations in NATO Nations and their
surrounding civilian communities. These programmes address issues of interest
to and foster relations with the public.
f. Media Monitoring and Analysis. Media monitoring and analysis provides early
warning and analysis of media reports in briefings to Senior Leadership; media
environment analyses help prepare communications plans; and post-
engagement feedback and evaluation. Media monitoring and analysis use both
internal and external tools, as well as human analysis, to quantitatively and
qualitatively understand the media space. Raw data is gathered to provide
feedback on a weekly, monthly and quarterly basis as evaluation reports, as well
3
as on an ad-hoc basis as required. The Media Monitoring and Analysis Section

liaises closely with staff functions, such as StratCom, Cyber and Intelligence, as
well as higher and lower commands.
5. Responsibilities.7
a. Political Level: The NAC provides overall guidance and direction to NATO
StratCom efforts, as well as mission-specific strategic and political guidance for
NATO information activities. The SecGen provides specific direction and
guidance on StratCom to all NATO civilian and military bodies and commands,
and also directs all Public Diplomacy activities except Press and Media. The
NATO Spokesperson, on behalf of SG, provides day-to-day direction of all
headquarters media activities, including messaging, and offers guidance to Mil
PA to ensure NATO messages and communications are consistent with political
direction & guidance.
b. The NATO Military Committee (MC): The MC establishes policy for NATO Mil
PA. The chairman of the MC (CMC) is the principal military spokesperson for the
Alliance and all military issues. It provides military guidance for Mil PA including
operations, exercises, capabilities and training. Furthermore it develops and
maintains Mil PA related Crisis Response Measures.
c. International Military Staff (IMS): The IMS’s Public Affairs and StratCom Advisor
(PASCAD) supports IMS PA requirements, contributes to the fulfilment of the
IMS’s role by advising the CMC on Mil PA matters and StratCom issues.
PASCAD is the MC’s spokesperson, and facilitates interaction and coordination
between the two Strategic Commands, the Mc and IS/PDD8 on Mil PA matters.
He is also the principal contact within IMS for StratCom issues.
d. Strategic Commands: In accordance with the NATO HQ’s guidance, the Strategic
Commanders provide overall guidance to Mil PA within their respective area of
responsibility. SACEUR9 is the principal military spokesperson for NATO
operations. SACT10 is the principal military spokesperson for NATO warfare
development. The Chief Public Affairs Officer (CPAO) SHAPE directs, plans, and
executes strategic level Mil PA for Allied Command Operations (ACO) in support
of NATO operations or other activities under SACEUR’s direction and guidance.
The CPAO for Allied Command Transformation (ACT) directs, plans, and
executes strategic level Mil PA in support of NATO transformation activities
under SACT’s direction and responsibility.
e. Subordinate Commands: CPAOs for operational and tactical-level Commands
and organisations subordinate to ACO and ACT are responsible to their
respective Commanders for all Mil PA programming and activities of their HQ.
6. Mil PA Relationship to Strategic Communication (StratCom) and other
Information Functions.
7 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 10, 11, 12, 13, 14.
8 International Staff/ Public Diplomacy Division
9 Supreme Allied Commander Europe
10 Supreme Allied Commander Transformation
4
a. Relationship to StratCom. Mil PA is part of the wider NATO Strategic

Communications (StratCom) effort that aims to enhance coherence of all
information and communication activities and capabilities, both civilian and
military.11 The MC 0628 provides clear guidance on Mil PA involvement in the
planning or executing Information Operations (Info Ops), Psychological
Operations (PSYOPS) or deception operations. The Chief StratCom/ Director of
Communications (or similar title) issues direction and guidance to communication
capabilities and information staff function to ensure their integration within the
HQs operations analysis, planning, execution and assessment in accordance
with the Commander’s Intent.12
b. Relationship to other Information Functions. Info Ops as part of the
communications directorate (or similar staff element) are a staff function to
analyse the Information Environment (IE), to plan, synchronise and assess
information activities to create desired effects on the will, understanding
adversaries, enemies and other NAC-approved audiences in support of Alliance
missions’ objectives. While coordination is essential, Mil PA and Info Ops are
separate, but related functions, with separate lines of authority. In order to
maintain credibility, the Chief StratCom/Director of Communications (or similar
title) has to ensure Mil PA will have no role in planning or executing PSYOPS or
deception operations. This does not prohibit the coordination and deconfliction of
all communications activities. Rather, coordination and de-confliction is essential
in maintaining the integrity and consistency of Alliance narratives and messages.
7. Mil PA Approaches. 13
a. A Mil PA approach provides a guide respecting the Level of Ambition or
expectations of the desired profile for an activity, event or issue. The Mil PA
approach for each activity or situation needs to be assessed on a case-by-case
basis, being attentive to the public and external/ internal audience interest, and is
informed by Mil PA considerations of best issues management and security.
NATO defines three Mil PA approaches:
b. Very Active Mil PA approach: significant and deliberate effort will be invested to
promote awareness, visibility and to provide context to the narrative/ storyline.
This approach is called for where real public interest is anticipated or desired.
c. Active Mil PA approach: routine effort will be invested to promote public
awareness. This approach may be used when the activity is expected to have
some audience interest, or where the Mil PA return on investment given the time
and resources expended is expected to be modest.
d. Reactive Mil PA approach: could be used when little to no public interest is
anticipated; where operational security, policy, privacy, propriety, or higher
guidance indicates that an active or proactive approach is not appropriate; or
11 MC 0628, NATO Military Policy on Strategic Communication, 26 July 2017, Para 7: “StratCom, in the
context of the NATO military, is the integration of communication capabilities and information staff
function with other military activities, in order to understand and shape the Information Environment
(IE), in support of NATO aims and objectives.”
12 MC 0628, NATO Military Policy on Strategic Communications, 26 July 2017, Para 12.
13 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 24, 25.
5
when full disclosure is not yet possible, for instance based on pre-decisional
topics. A Mil PA plan and media lines, should be developed in anticipation of
media or public queries. As such, being reactive still means being responsive to
queries.
8. Mil PA products. 14
a. All NATO Mil PA products will adhere to the NATO Brand Guide and NATO
Visual Identity Guidelines, as determined and issued by NATO HQ Public
Diplomacy Division.
b. Public and Media Queries. All media queries will be directed to a PAO within that
HQ or unit so that interest in the activity or issue can be tracked, assessed and
dealt with in an appropriate fashion.
c. Media Interviews. All interviews between external media outlets and personnel
assigned to permanent and deployed NATO HQ’s require that the organisation’s
PAO be made aware beforehand; the PAO will evaluate the request and
recommend a course of action. Chain of Command or Commander’s approval
may be required if the subject is of a sensitive nature. The interview should be
monitored by a PAO in attendance.
d. Public Speaking and writing. Any person working for, or on behalf of, NATO
military forces who speaks in an organised setting to external audiences or
intends on publishing his/her writing about a NATO-related topic in the public
domain is to seek advice from the organisation’s Mil PA staff, who will advise on
whether prior approval from the member’s Chain of Command should be sought.
e. PA Guidance. CPAO’s may develop and promulgate Public Affairs Guidance
(PAG) to address issues not described or forecast in existing operation Plans or
strategies. Usually, PAG’s will recommend the approach, summarise the issues,
identify the lead organisation(s), identify spokespersons, list messages, and
provide coordinating instructions.
f. Imagery. The increasing dominance of visual media means that NATO cannot
effectively tell its story without imagery (still, and video plus sound). All Mil PA
activities should therefore consider ways and means to collect, properly identify
and distribute imagery gathering capability are encouraged to develop one. In
addition to supporting national Mil PA objectives, proactively sharing imagery
with higher NATO HQs will help leverage its overall impact with regional and
international audiences, an effect that may be difficult for any one nation to
obtain.
g. Digital Engagement Management. Digital Engagement is a robust part of NATO’s
ability to directly and effectively communicate in a conversational and visual way
with audiences. Digital media management is the process of harnessing and
combining capabilities to achieve communication goals in line with Commander’s
intent.
h. Media Monitoring and Analysis. The role of information is an important
consideration in military planning and operations. With the advent of the internet,
6
the expansion of information technology, the widespread availability or wireless

communications, and the far-reaching impact of social media, today’s information
environment poses new and complex challenges for military operations. With a
better understanding of the information environment and the use of integrated
communication plans, there are several key products Mil PA can provide to
Senior Leadership and Staff (News Reviews, Morning Update Briefings,
Information Environment Assessments, Quarterly Assessments, Event
Feedback, Media Environment Assessment, and Country Media Reviews).
9. Audiences.
a. NATO Mil PA strives to interact with a variety of audiences, each with different
concerns, levels of understanding and technology capabilities. The need to
communicate effectively with a wide range of audiences is not just desirable, it is
essential to gain and maintain understanding and support for NATO’s objectives
and operations. Effectively tailoring messaging to a particular audience,
understanding of these groups – their background, history, and way of
consuming information – is required. This requires staff coordination with J2,
PsyOps, Info Ops, Cultural team etc.. Some general categories of audiences
include:
b. External Audiences: all non-NATO entities, including the media and the general
population. This group may be further sub-divided, such as into national/regional
audiences including adversaries.
c. Internal Audiences: Chains of command, families.
d. Third Party Actors /Key Influencers: Think-tanks, academic institutions, Non-
Governmental Organisations (NGOs).
e. Key Stakeholders: Organisations, corporations with vested interest.
f. NATO Mil PA can communicate to these audiences directly, through third party
advocates, or through the media. It is important to understand that the media is
both an audience and a medium by which Commanders through their Mil PA
attempt to reach a wider audience, since media is a public influencer.
10. PA Policies.
a. It is vital to remember, however, that Mil PA in NATO will not supersede the
civilian public diplomacy leadership of the Alliance. Across all functions, NATO
policy is directed first by the unanimous political consent of the 30 nations
forming the North Atlantic Council (NAC) and then executed by the Secretary
General (SECGEN) and International Staff (IS).
b. From this framework, Military Committee (MC) Directives are developed by the
unanimous consent of the 30 national Chiefs of Defence (CHODs). Strategic
Commanders, Supreme Allied Commander Europe (SACEUR) and Supreme
Allied Command Transformation (SACT) then translate this guidance into
command- level policies and direction and guidance for subordinate commands
in the NATO Command Structure (NCS)/NATO Force Structure (NFS).
7
11. Key References for Mil PA.

PO(2009)0141, NATO Strategic Communications Policy; dated 29 September 2009.
MC 0628 (Final), NATO Military Policy on Strategic Communications, dated 26 Jul 17.
MC 0457/3 (Final), NATO Military Policy on Public Affairs; dated 28 May 2019.
MCM-0085-2010, Military Concept for NATO Strategic Communications, dated 11
August 2010.
NATO Strategic Communications Handbook V1.0, dated 20 September 2017.
ACO Directive 095-001, Allied Command Operations Public Affairs; dated 4 June 2013.
ACO Directive 095-002, Allied Command Operations Strategic Communications, dated
21 May 2012.
ACO Directive 095-003, ACO Directive on Social Media, dated 16 September 2014 –
pending updated in 2020.
ACO Directive 095-004, Public Communication on Airspace Incidents, dated 26
February 2015.
ACO Directive 095-005, Website Synchronisation, dated 14 December 2015.
ACO Directive 095-006, Visual Support for Public Affairs Communications, dated 21
August 2015.
ACT Directive 95-10, Public Affairs Policy; dated 3 September 2008.
8
Chapter 2 - Role of the (Chief) Public Affairs Officer

1. Introduction. In order for a PAO to succeed within ACO/ACT and remain relevant
and effective, PAOs need to continuously adapt through understanding the
information environment as well as the opportunities and constraints placed upon
the public affairs community. NATO has prescribed policies in which a PAO must
operate. The PAO must also be knowledgeable and sensitive to national policies
that must be taken into consideration when planning, coordinating, developing
talking points, and engaging audiences.
2. Relationships.
a. Relationship to the Commander. Mil PA is a Command responsibility at all levels.
Commanders and staff must communicate in a timely manner with the internal
and external publics of NATO and non-NATO nations in order to gain
understanding of the Alliance's objectives and missions. Ultimately, the
Commander sets the command’s tone for outreach and communications. The
CPAO/ Spokesperson holds an independent advisory role and direct access to
the Commander on Mil PA matters and will not be subordinated to any other staff
element.15 Furthermore CPAO must be integrated into every major aspect of the
organization and operation in order to maintain visibility on operations and other
activities, to interject advice to the command group from the communicator’s
perspective, and to remain proactive in integrating communications plans and
strategies into the operational planning process.
b. Relationship with the designated spokesperson. The Commander is likely to be
seen as the most credible spokesperson for the mission or headquarters, who
will often speak publicly, and should therefore seek and receive the advice and
support of the CPAO, specifically in preparation for media interviews or public
engagements. The Commander has the authority to designate a spokesperson to
speak on his/her behalf. In this situation the relationship between the CPAO and
spokesperson must be established. The CPAO is expected to support the
spokesperson to fulfil information requirements and further the command’s
communications objectives.
c. Relationship to Strategic and subordinated Commands. The CPAO must also
integrate into the vertical command structure. He should maintain frequent
communication, both up and down the formal organisational PA hierarchy. Often,
information is passed through these networks much faster than the traditional
operations command and control chain and can be very useful to not only the PA
practitioners, but also the command and staff members. The CPAOs of the
Strategic HQs will provide overall guidance and direction to Mil PA within their
respective area of responsibility.16
3. (Chief) Public Affairs Officer Responsibilities.
a. The CPAO is the Principal Advisor on PA within the command. The CPAO must
be authoritative and proactive when advising senior leaders on PA, policy and
strategies, and ensure the commander and senior leaders are aware of NATO
15 MC 0457/3, NATO Military Strategy on Public Affairs, 28 May 2019, Para 18.
16 See Chapter 1, Para 1.5. - Responsibilities, 1.5.4. - Strategic Commands.
9
policies in order for them to make informed decisions. Furthermore (CPAO) has
to provide expert public affairs advice to assist leaders in making and
communicating decisions that affect the organisation’s ability to accomplish the
mission.
b. To assist the commander with their mandate, CPAOs are tasked with directing,
planning17, and executing Mil PA in support of NATO operations or other
activities under their respective Commander’s direction and responsibility.
c. CPAO must advise the Commander on the best options to utilise the core
functions of External Communications18 and Internal Communications to
leverage various social media technologies and networks, imagery and training
to derive the greatest effect when communicating actions and intent to the
various audiences.
d. CPAO must make every effort to pass lessons learned to higher headquarters
and to ACT in order to capitalise on both the positive and negative real-world and
exercise experiences. This is a critical but often overlooked aspect which makes
an impact on future PA training and execution.
e. To be effective, CPAOs need to:
i. understand the strategic, operational and technical environments within
which it operates.
ii. understand the Commander’s Direction and Guidance (D&G), the role and
place of StratCom through a common appreciation and thorough
understanding of the mission, the Information Environment, and the
impact it has on all activities to determine how best to achieve Unity of
Effort/Messaging within the Alliance.
iii. understand the special relationship between nations assigning troops to
NATO missions, operations and activities and to NATO’s PA efforts.19
iv. understand his/ her role in the political/military dynamic and not become
involved in the political or diplomatic aspects of the Alliance. Only after
coordinating through the ACO and/or ACT PAO and getting approval for
direct liaison, Mil PAOs may then engage public affairs colleagues in
national capitals when the circumstances warrant it.
v. coordinate PA activities, laterally and vertically, within the organisation’s
area of responsibility.
vi. ensure readiness of the organisation’s PA personnel, resources and tools
through PA training, employing communication tools and techniques to
17 See chapter 3 for more information

18 Includes Media Relations, Outreach, Direct audience engagement via Social Media and Community
Relations.
19 Nations have their individual national political and operational imperatives, but it is also in everyone’s
interest that NATO and the nations maintain unity of effort and unity of messaging regarding missions,
activities and the management of incidents. Therefore lateral coordination between national capitals
and Ministries of Defence is, by NATO policy, the role of NATO HQ.
10
link the command to its audiences, opinion leaders and news media in
order to promote public understanding and support.
vii. engage on all channels towards an operational effect that supports the
commander’s intent.
4. CPAO Responsibilities in Multi-national Environments.
a. The respective senior Mil CPAO has the responsibility to reach out and
coordinate the PA activities within the organisation’s area of responsibility which
includes NATO PAOs at subordinate headquarters, but should also be mindful of
PAOs deployed in support of individual national contingents.
b. PAOs of national contingents report and coordinate PA activities within national
chains, and, because they are in a national chain of command vice a NATO one,
may overlook the value-added that coordination with the NATO PA chain can
bring.
c. To increase the likelihood that national PAOs deployed in NATO operations are
aware of NATO PA policies, guidance and messaging, senior Mil CPAOs at the
deployed level should establish lines of communications with national contingent
PAOs in the Area of Responsibility (AOR) in addition to their operational chain of
command.20
5. CPAO as Trainer.
a. PA Staff Training. The CPAO must also ensure the staff is trained and prepared
to collaborate and assist PA efforts in support of the mission’s objectives. In this
respect the CPAO takes the role as mentor and trainer for the organisation.
Likewise, the CPAO must ensure the PA staff is resourced with the required and
appropriate tools and technology to accomplish the mission.
b. Service Member PA Training. Service member interaction with the media in
today’s operations, exercises and other military training is not only likely, but
almost probable. As such service members must be trained on how to interact
with the media. The CPAO serves as the subject matter expert (SME) for all
media training in the command.
c. Senior Leader Training. The CPAO, as the SME, advises and trains the
Commander and Senior Leaders on conducting media interviews and delivery
techniques.
d. Host Nation (HN) Mentoring. The CPAO will, at times, be called upon to mentor
HN and indigenous agencies. In Afghanistan, for example, the former-ISAF PA
staff was instrumental in standing up the Afghan Government Media Information
Centre. In all NATO missions and operations, Mil PA personnel should be
actively involved in planning and conducting training for their HN counterparts.
20 For example, if a senior Mil C,PAO has three separate national contingents working within the region,
the senior Mil C.PAO should habitually coordinate with these national contingent PAOs to gain
situational awareness of their activities, inform them of the applicable NATO policies and guidance, and
provide situational reports to the higher headquarters, all the while coordinating efforts to maximize
effects.
11
CPAOs should be prepared for such tasks as the situation and higher
headquarters direct.
6. Unit Public Affairs Representatives (UPARs).
a. Whether a unit has an authorized PAO or not, the Commander has the overall
responsibility for providing Direction and Guidance to conduct a PA program in
accordance with the higher commands public affairs guidance (PAG) or
integrated communications plan (ICP).
b. If a unit has not an authorized PAO in either its Peacetime Establishment (PE) or
Crisis Establishment (CE), a prudent measure would be for a Commander to
appoint a UPAR to conduct PA duties on a reduced scale.
c. The UPAR serves as the liaison between the unit and the higher headquarters
for PA issues, bringing PA issues to the attention of the higher headquarters PA
staff and can construct initial drafts of PA planning products, PA annexes, news
releases or talking points for submission for approval through the PA chain of
command.
d. As the UPAR is typically not a trained PAO, the UPAR is most likely conducting
these responsibilities as an additional duty to their full time job; hence, the duties
of the UPAR should be limited and the higher headquarters should maintain
situational awareness over actions.
e. The training of UPARs is covered briefly in Chapter 9.
12
Chapter 3 - Public Affairs Officer Planning and Staff Integration

1. Introduction. Planning and preparation is the key to success in any military
operation, mission, exercises and training. PAOs must develop detailed and easily
understood plans that are nested with the Commander’s intent as well as the higher
and subordinate headquarters to be effective.
2. Integration into the Command’s Planning Process.
a. Mil PA must maintain a presence in the various planning cells and working
groups within the headquarters to ensure PA is integrated into all future
operations, missions, exercises and training. This is critical to ensure that unity of
purpose is met.
b. Early involvement of Mil PA in the planning process ensures that the
Commander’s public affairs intent is addressed and integrated into the planning.
It will also ensure the required resources are incorporated into the mission
service support requirements. Transportation, security, access and other
resources are rarely ‘owned’ by PA and must be allocated or tasked to support
PA operations. Full integration into the staff and planning processes are the
preferred method to ensure such assets are allocated.
c. Although Mil PA and StratCom perform different functions, they are
complementary to each other and both further the Commander’s objectives.
PAOs should also coordinate with Info Ops and PSYOPS to ensure unity of
message, but care should be taken to maintain separation from execution of Info
Ops and PsyOps. See MC 0457/3 for the MC’s direction.
3. Mil PA Planning Policy.
a. Every NATO operation, mission, activity, exercise and training must have a PA
plan detailing the objectives of the Mil PA activity, the intent of the programmed
activities, the Mil PA approach to be taken and the tools and resources needed to
communicate. The PA plan must support the overall mission objectives and
StratCom Framework. If appropriate, the integrated communications plan will be
forwarded to NATO HQ for approval as part of the larger Strategic Concept of
Operations (CONOPS)/Operation Plan (OPLAN)21.
b. Tactical level CONOPS, OPLANs or operations orders (OPORDs)22 PA annexes
will be reviewed by ACO/ACT accordingly.
21 The Strategic CONOPS establishes SACEUR’s concept for the conduct of a NATO-led military
operation, in concert with other non-military and non-NATO efforts, to achieve the NATO Military
Strategic Objectives (MSOs) and conditions required to assist in the attainment of the desired NATO
end state. The Operational CONOPS, developed in collaboration with the Strategic and Component
levels, is the formal expression of the Operational level Commander’s intent for the conduct of the
campaign or operation, including the deployment, employment, and sustainment of forces.
22 The difference between an OPLAN and an OPORD is that the OPLAN states critical assumptions
that form the basis of the plan and time of execution is not introduced. These assumptions have to be
revalidated to describe the situation awareness needed to transform the OPLAN into an executable
OPORD. The OPLAN becomes an OPORD when the conditions of execution occur and an execution
time is determined. An OPORD should include only such detail as is necessary for commanders of
13
4. Planning Cycle.
a. There are numerous planning models and each nation’s process differs slightly.
Currently, NATO abides by the Comprehensive Operational Planning Directive
(COPD) for developing Strategic and Operational level OPLANs in support of the
NATO Crisis Management Process (NCMP)23.
b. This process is used at the highest levels of NATO to drive political decisions to
begin military planning and is beyond the scope of this Handbook. It is important
to understand, however, that regardless of the specific planning model used,
there are generally recognized steps in the planning cycle.
c. Each planning model will use different nomenclature but the basic steps (and
those of NATO’s Strategic level planning) are included in a generic model as
Annex 3-B and Annex 3-C.
d. Although all operations are unique, their planning and conduct can be
approached in the same manner. AJP-524 presents an overarching framework of
the key planning principles, considerations and processes that are followed in
planning. It describes how planning activities and processes are integrated and
coordinated to support decision-making and producing plans, orders and
directives for all types of operations. It focuses on the operational level, although
it also has utility at the strategic and tactical levels.
e. Planning develops viable options to achieve an acceptable outcome from an
unacceptable situation. Military planning is a sequence of activities undertaken
by commanders and staff at all levels. Planning identifies the actions, effects,
decisive conditions and objectives required for mission accomplishment. It is not
an end in itself but an adaptive process for confronting changing conditions and a
wilful adversary. Consequently, military planning requires active and continuing
collaboration and dialogue by commanders and staff at all levels of command.
The results of planning – plans – articulate how those actions (ways) and
resources (means) are employed to achieve objectives (ends).
f. All planning models will generate certain products throughout their process,
namely warning orders, OPLANs, OPORDs or fragmentary orders (FRAGOs)25.
These orders are intended to inform subordinate commands of the key tasks,
intent, and timings, early enough to begin parallel planning or to initiate the
required actions. This information can be put out as paragraphs within the larger
base order or can be disseminated as PA annexes to those orders.
subordinate formations/units to issue their own orders and to ensure coordination. An OPORD may be
written, oral, or graphical (traces, overlays, etc.), or a combination of these forms.
23 The COPD can be adapted to the Component/Tactical level in order to enhance collaborative
planning activity.
24 AJP 5 – Allied Joint Doctrine for the Planning of Operation, 11 February 2019.
25 In rapidly changing situations commanders may not have time to issue full OPORD. Instead, a
FRAGO, which is an abbreviated form of an OPORD, may be issued. The FRAGO will include only the
parts of the original OPORD that have changed.
14
g. The PA annex is designated as Annex TT in COPD. The template found at

Annex 3-D provides the continuity and memory aid to address the important and
relevant issues for PA planning.
h. Key to the success of PA planning is to ensure that the Mil PA aspects are
integrated and synchronized with the larger plan and that the PA plan is issued
as part of the OPLAN or OPORD.
5. Planning Hierarchy.
a. High level guidance. Generally, Mil PA planning is informed by guidance from
either of two sources: the Political-Military level or the military Strategic
Command level. In either case, the initial guidance might be provided informally,
as a directive from the SECGEN or Strategic Commander or published in a
higher level PA strategy or StratCom framework. Often, requirements for Mil PA
planning are done through media analysis or identifying requirements as
situations develop. Do not let the lack of formal guidance delay the initiation of
planning for important issues.
b. Mil PA Outputs. Based on the higher level guidance or the identified requirement,
these outputs will take the form of a PA Strategy, PA Plan or PA Guidance
(PAG). Each of these products should be directive in nature and provide clear
and concise guidance, tasks and purposes and coordinating instructions for ease
of understanding and unity of effort
c. PA Strategy. This document provides a broad Mil PA approach that sets overall
themes and goals for an organisation or initiative, and usually covers one through
several years. The strategy should include enduring themes and overarching
messages. Action-oriented PA plans derive their guidance from PA strategies
approved by higher authorities.
d. PA Plan. PA plans are the details relating to the planning and conduct of a Mil
PA-related activity; in other words the ‘execution’ guidance detailing the what,
where, when, how and by whom. It can also specify what needs to be done in
year one or year two of a multi-year PA strategy, in effect ‘operationalizing’ the
strategy. On the Operational level, a PA plan is presented in a five paragraph
OPLAN or OPORD Annex format. When developing an organizational or
institutional PA plan, the format is less formal and can be presented in
memorandum or policy paper format.
e. PAG. A package of information to support the public discussion of organisational
issues and events. Such guidance can range from a prescribed response to a
specific question to a more comprehensive package. Included could be an
approved Mil PA policy, news statements, answers to anticipated media
questions, and community relations guidance. The PAG also addresses the
method(s), timing, location, and other details governing the release of information
to the public. A PAG example is included at Annex 3-F.
f. Messaging Products. Frequently, situations will dictate an immediate need for
holding lines, talking points (TPs), or lines to take (LTTs). These products do not
constitute PA plans or PAG in that they do not address issues such as timings,
coordination measures or provide issue context to the PA practitioner. Avoid the
15
lure of merely providing such lines, in lieu of a formal or coordinated plan.

Conversely, a good PA plan or PAG will include these messaging products
proactively.
6. Types of PA Planning.
a. Specific Issue or Event Planning. Events will arise that require separate
planning.26 These events may be tied into larger strategic issues but require
focused attention in the short to medium term. Categories of Mil PA planning
might include timings of media advisories, photographic and video support, news
releases, media facilitation, preparation of SMEs and handling interview requests
and development of Talking Points (TPs). Such plans might also be referred to
as PAG.
b. Contingency Planning. Events or problems which might arise which were
identified during the planning process can be addressed in contingency planning.
For instance, an operation is conducted in an area known for earthquakes, the
planners can develop contingency plans to deal with this event, should it happen.
Having a plan ‘on the shelf’ will assist in rapidly addressing the problems which
can keep such emergencies from developing into a crisis. Contingencies should
be rank ordered by probability and by severity. An event which has a very high
likelihood of occurring but little to no impact on the operation or public opinion
should be ranked as a low priority for planning. Conversely, high probability,
severe events should get the immediate attention of the planners.
c. Crisis Management Communication. Unforeseen events occur. Sometimes these
events are so serious or severe that they challenge the future or legitimacy of an
organization. For these circumstances, there is a need for managing the crisis
before it becomes overwhelming. A detailed example of Crisis Communication
Planning is included as Annex 3-I to this chapter.
7. Higher and Subordinate HQ Coordination during the Planning Process.
a. It is imperative that the higher HQ keep the subordinate commands informed of
the planning progress to ensure that parallel and collaborative planning takes
place. Without this critical step, the subordinate command could be taken by
surprise and will have to quickly react to the higher HQ’s intent. A good guide is
the ‘One Third, Two Thirds Rule’, in which the higher HQ will take one third of the
time prior to the start of the operation to develop its plan.27 By providing as much
information as possible through warning orders and open communication early in
the process, the subordinate commands will have even more time and insight to
ensure they can fulfil the higher HQ’s intent and vision as well as, provide advice
to the higher HQ if required.
b. Within manning and resource constraints, PA planners should attempt to utilize
liaison officers (LOs) as much as possible. Having a dedicated LO at either the
higher or the subordinate HQ increases the possibility of communications
26 For example changes of command, announcements for restructuring of headquarters, command

directives, etc.
27 If, for example, an operation is to begin in 90 days, the higher HQ would strive to complete its plan
by day 30 to leave the remaining 60 days for the subordinate commands to complete their plans.
16
dramatically. Even if the LO is only in place for critical planning events, the
dedication of such an officer is most likely worth the effort.
8. Planning Considerations.
a. Regardless of the model, the following key questions guide all Mil PA planning:
i. What effect are you trying to achieve?
ii. Who is your audience?
iii. Why are you communicating the messages – what effect is sought?
iv. What is the overall environment into which you are communicating?
v. What is your message?
vi. How are you going to tell them?
vii. When are you going to tell them?
viii. How do you measure progress or success?
ix. Are there security, privacy or other limiting factors?
x. How does this fit into the overall NATO picture, and how does it relate to
Info Ops and PSYOPS plans?
b. Other planning considerations include:
i. What are the PA Centres of Gravity (COGs) and the decisive points?
ii. What are the critical points that show public opinion or media environment
are changing?
iii. Developing a ‘Public Affairs Collection Plan’ conducted by thorough
research and analysis to identify shifts in trends of the information
environment. Changes in trends could dictate changes to plans.
iv. What assets are required? Assets could include dedicated Combat
Camera, transportation, exception to policy for media to fly on military
aircraft, download and transmission of images on military computer
systems, etc.
v. Do you have an updated distribution list/plan that includes email
addresses and/or web and social media platforms?
vi. Developing a visual imagery dissemination plan. How will PA get images
to the media and general public? Do you have an updated distribution
list/plan (email and/or social media posting)?
vii. What are the potential issues and who are the trusted SMEs to speak to
these issues? Are they willing to speak, prepared to speak and available
to speak at the decisive points?
17
viii. What are the national restrictions to the release of information, images,
etc.?
c. Conducting a thorough Mission Analysis and Staff Estimate28 will allow the PAO
to accurately answer these questions.
9. Examples. The following annexes are provided as guides for the PA planning and
staff integration process. They are written to provide continuity across Mil PA and to
draw the planners’ attention to the important aspects of PA planning.
28 In military terms an ‘Estimate’ is a command-led military problem solving process which is applied to
ill-structured problems in uncertain and dynamic environments against shifting, competing or ill-defined
goals, often in high stake and time-pressured situations. It combines objective, rational analysis with
the power of intuition (a combination of experience and intelligence) and its output is a decision about
a Course of Action (COA).
18
Annex 3-A Public Affairs Staff Estimate
The starting point for PA contributions to staff planning is the PA Staff Estimate. The PA
Staff Estimate consolidates information on the mission audiences, media presence and
capabilities, public opinion, PA assets and PAG. It also looks at emerging trends in media
coverage; that covers everything from current events to internal and external
communications issues. It requires PA Staff to conduct an analysis of any news media
and public environments that will affect or be affected by the mission. Based on those
observations, PA leaders make recommendations on how to best employ PA assets.
This is not a static document created just for the beginning of an operation. It is a living
document intended to maintain a record of the current environment in a theatre of
operations or mission. It must be continually reviewed in order to reflect changes in the
situational awareness.
The information contained in the estimate will feed the operations orders or plans and
subsequent revisions of those products, if kept current and accurate.
Sources of information are not restricted to NATO documents. Any legitimate resource
may feed this estimate.
The format and headings should be tailored to the specific operations. For example,
stand-alone documents and reports may fit the bill for the information required in the
estimate and therefore might be included and tabbed within a PA Staff Estimate binder.
These might comprise TPs, themes, command messages, and PAG with proposed
questions and answers (Q&As) for engaging the media and what effect this event is trying
to achieve.
The following is an example of a PA Staff Estimate modified from the U.S. Army
Handbook and Canadian PA planning suggestions. However, any other format could be
valid as long as the estimate provides the data and information to make educated
decisions within the planning cycle.
EXAMPLE PA STAFF ESTIMATE:
1. Mission. Restate the command’s mission from the PA perspective. This as analysis
of the mission continues, will eventually become the Annex TT Paragraph 2.
2. Situation. This paragraph describes the operation‘s strategic and operational media
environment and identifies the critical factors that may affect the command‘s mission.
a. Information Environment. Describe the general characteristics of the operation and
the information environment in the area of operations.
b. Audience Analysis. Who are the audiences, both internal and external? What are
their information needs? How do they get their information: television, radio,
newspapers or word of mouth? Is the media state-run or independent? Does the
audience population have telephones, cell phones, fax machines or Internet
connections? These devices are frequently found even in developing countries and
must be considered during the analysis of information channels.
19
c. Media Presence. What media representatives and organisations are in the area of
operation? Are they radio, television, online or print? Are they state-run or
independent? What is their political slant? Are they receptive to Alliance
information products such as news releases or other print or electronic products?
Is the media interested in live interviews with Alliance commanders and soldiers?
d. Media Capabilities. Assess the media's information collection and communication
technology, specifically identifying their level of visual information acquisition and
satellite communication capabilities. It includes an analysis of the logistics support,
transportation assets, and host-nation communications infrastructure available to
them.
e. Adversaries’ Capabilities. Assess the adversary's or adversaries’ information
strategy, information tactics and communication technology. Specifically identify
their level of visual information acquisition, methods and means of disseminating
information and purpose and intent of communications. It includes an analysis of
the logistics support, transportation assets, and network communications
infrastructure available to them. InfoOps, PSYOPS and J2 should be good sources
of information.
f. Media Content. Assess the global media's presentation of information, agendas
and emerging trends and analyse and prioritize the potential strategic and
operational level 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 for credibility, fairness and balance.
g. Public Opinion. What are the opinions/beliefs of the local populations; of the
international community; and of the Alliance members’ national populations?
h. Information Channel Availabilities. Assess the information channels available for
communications in and out of the Area of Responsibility (AOR). Identify the means
available to the commander for receipt, transmission, and dissemination of voice,
data, text, graphics, and digital visual imaging. Describes command, coalition, and
local national facilities and equipment available, to include an analysis of available
telephone lines for voice and data transmission, the accessibility of audio and
video channels, the prevalence of private communications devices such as soldier-
owned cellular telephones, facsimile machines, computers, portable radios and
televisions, still and video cameras, and the nature and flow of the information
possible through these channels.
i. Information Needs. Assess the information needs of the previously identified key
publics. It analyses key internal and external audiences and assesses their news
and information expectations. Identify the types of information made available to
these key audiences.
j. Filters. Who are the key influencers? What are the key influences? What are the
motivations and biases?
k. Personnel and Resources Available. What is the available PA force structure,
translators, Combat Camera and/or administrative staff?
20
l. PA Guidance. What guidance has been received from higher levels?29 Official
positions on theatre issues are naturally not developed at the tactical level. What
is the theatre strategic/national command authority position? This is often
coordinated and de-conflicted at all levels via conference calls and other
communication means.
3. Analysis of relative strengths, weaknesses, opportunities, threats (SWOT
Analysis) of friendly and enemy forces.
a. Strengths: capabilities that enables PA to perform well. It is only strength if it helps
PA to meet its task.
b. Weaknesses: characteristics that prohibit PA from working well. Limitations or
deficiencies in resources or capabilities.
c. Opportunities: trends, forces, events, ideas to capitalise on.
d. Threats: outside events or forces that PA needs to plan for or decide how to
mitigate.
4. Analysis of Courses of Action (COAs).
a. Analyse each COA based on the PA objectives from higher HQ or political HQ.
b. Indicate problems and deficiencies. At a minimum, subparagraphs should include
media facilitation and support, news and information provision, and force training
and support.
c. Analyse each COA from a PA point of view to determine its advantages and
disadvantages for conducting PA. The detail in which the analysis is made is
determined by the level of command, scope of operations, and of urgency of need.
5. Comparisons of COAs.
a. Compare each COA.
b. List advantages and disadvantages of each COA under consideration.
c. Include methods of overcoming deficiencies or modification required for each
COA.
6. Conclusions.
a. Indicate whether you can support the command mission (restated in paragraph
from the PA viewpoint).
b. Indicate which COAs you can best support.
c. List major PA deficiencies, which commander must consider. Include specific
recommendations about methods of eliminating or reducing their effects.
29Until specific planning guidance from the Commander becomes available, some assumptions may
be needed for initiating planning or preparing the estimate. These must be clearly stated as
assumptions. The assumptions will be later modified as factual data or planning guidance becomes
available.
21
Annex 3-B Military Planning Model for Public Affairs – Operational & Tactical
Level (Generic Model)
1. Receipt of the higher Commander’s Planning Directive with the mission. The
mission might be directed by a Commander or it might be an acknowledged need for
future action.
a. Warning Order #1 (Commander alerts Subordinate HQ of impending mission and
alerts to begin collaborative/parallel planning).
2. Research and Mission Analysis.
a. Tasks and Considerations within the planning step:
i. Update Staff Estimate.
ii. Analyse Higher Mission / Intent.
iii. Identify Specified / Implied Tasks /Essential Tasks.
iv. Review Task Organization / Assets.
v. Determine Restrictions / Constraints.
vi. Assess Risk.
vii. Identify Critical Facts / Assumptions.
b. Product or Outputs:
i. Develop intent for PA.
ii. Warning Order #2 (Initiate movement to preposition resources and
personnel, guarantee logistics, establish timings, etc.).
3. Course of Action (COA) development. Tasks and Considerations within the
planning step:
a. Generate options.
b. Develop embed, media engagement or visual information plans.
c. Identify resource requirements.
d. Assign responsibilities.
e. Prepare COAs.
4. COA Comparison/Wargaming. Tasks and Considerations within the planning step:
a. Identify resource shortcomings.
b. Compare COAs against intent and resources available.
22
5. Appropriate COA Selection. Product or Outputs. Planning Directive to subordinate

HQ (to trigger COA development at its level. It includes the refined COA,
Commander’s intent, final operational design, and subordinate HQ missions).
6. CONOPS development (with PA contribution and collaboration from subordinate
HQ).
7. CONOPS approval by higher authority.
8. Plan development (with PA contribution and collaboration from subordinate
HQ).
9. Plan approval by higher authority.
a. Tasks and Considerations within the planning step - approval authority accepts
plan and authorizes resources.
b. Product or Outputs - Warning Order #3 or PA Annex/PA paragraph in Plan.
10. Plan implementation (execution).
11. Operations assessment: evaluate – take a self-critical look at how your plan was
executed and determine what worked and what did not30. This feeds into the research
for the next event, or can lead you to make a course correction to the current activity,
if required.
12. Transition (new CONOPS and OPLAN for transition).
30 The Annex OO (Operations Assessment) to the OPLAN contains metrics to allow activity (Measure
of Performance, MOP) and results (Measure of Effectiveness, MOE) to be measured, as well as plan
for collecting these data. Below the Operational level typically only MOP is measured.
23
Annex 3-C Military Planning Model for Public Affairs – Strategic Level
1. Receipt of the MC tasker for SACEUR’s Strategic Assessment (SSA). Product or

Output: Strategic Warning Order (SACEUR alerts selected JHQ/CC and other
appropriate subordinate HQs to start collaborative planning and operational
appreciation of the strategic environment).
2. Develop and coordinate SSA.
a. Tasks and considerations within the planning step:
i. Update PA Staff Estimate.
ii. Review NATO political direction and guidance and Policy statements.
iii. Develop a Strategic Appreciation of the crisis (nature, scale and scope of
the problem and analysis of the strategic environment and the key
factors)31.
iv. Analyse the principal actors and their roles in the crisis (Capabilities and
Behaviour of these actors and their Strategic COGs).
v. Appreciate international interests and engagement in the crisis.
(international legal aspects, international interests and objectives,
international commitments, information environment, media and public
affairs environment, international common aims, objectives and desired end
state conditions).
vi. Determine implications for NATO, including potential strategic risks and
threats.
vii. Appreciate potential strategic ends (including NATO end state, strategic
objectives and effects), ways and means.
viii. Develop military considerations (applicability and use of military instrument
and Non-NATO interaction requirements).
ix. Coordinate and Submit SSA to MC.
b. Product or Outputs: SSA (with PA contribution).
3. Receipt of the MC tasker for SACEUR’s to develop Military Response Options
(MROs)32.
4. MROs Development.
a. Tasks and considerations within the planning step:
i. Review Political Guidance and Direction.
31Includes, among others, the key information factors.

32NAC may also request through MC the development of MROs when requesting the SSA, if time
constraints dictate.
24
ii. Appreciate Lessons Learned from Similar Previous Operations.

iii. Select and Develop MROs.
iv. Analyse, Evaluate and Compare MROs.
v. Coordinate (includes advice from selected JHQ/CC) and submit MROs to
MC.
b. Product or Outputs: MROs (with PA contribution).
5. Receipt of the NAC Initiation Directive (NID) with MC guidance for strategic plan
development.
a. Product or Outputs: SACEUR’s Strategic Planning Directive (SPD) to selected
JHQ/CC and appropriated subordinate HQs with guidance for operational
estimate.
6. Strategic CONOPS development.
a. Tasks and considerations within the planning step: Coordinate and submit
CONOPS to MC.
b. Product or Outputs: CONOPS (with PA contribution).
7. Strategic CONOPS approval by NAC.
8. Receipt of NAC Force Activation Directive (FAD) with MC guidance.
9. Strategic Plan development.
a. Tasks and considerations within the planning step: Coordinate and submit Plan to
MC.
b. Product or Outputs:
i. Plan (with PA contribution).
ii. SACEUR’s Activation Warning (ACTWARN) or calling letter with provisional
Combined Joint Statement of Requirements (CJSOR) to nations.
iii. SACEUR’s Activation Request (ACTREQ) to confirm force contribution to
nations.
iv. SACEUR’s Activation Pre-Deployment (ACTPRED) to nations (if required).
10. Plan approval by NAC.
11. Receipt of the NAC Execution Directive (NED) with MC guidance.
a. Product or Outputs: SACEUR’s Activation Order (ACTORD) to nations.
12. Plan Implementation (execution).
25
13. Operations assessment: evaluate – take a self-critical look at how your plan was
executed and determine what worked and what did not33. This feeds into the research
for the next event, or can lead you to make a course correction to the current activity,
if required.
14. Transition (new Strategic CONOPS and OPLAN for transition).
33 The Annex OO to the OPLAN contains metrics to allow results (MOE) to be measured, as well as
plan for collecting these data.
26
Annex 3-D Guidance on drafting Public Affairs CONOPS/OPLAN/OPORD

Annexes
1. The purpose to prescribe a PA Annex format is twofold. First, by using the approved
format, the writer ensures continuity, in that NATO military officers will be familiar with
the format and will understand where to find the vital information within that format.
Second, this template serves as a checklist to ensure the PA planner has considered
the important aspects and issues for PA operations.
2. The PA OPLAN/OPORD Annex is both, a tool for conveying the details of the
operation plan to the subordinate headquarters and a legally binding order signed by
the Commander responsible for the operation. As such, it should be concise,
relevant and directive in nature. Additionally, the Annex is not a solitary document.
The Annex cannot be developed in isolation from the base document – its major points
should be included within the base document whilst also incorporating the major points
of the base document into it.
3. The five main paragraph headings and bold subparagraph headings are
mandatory. Plain text subparagraph headings may be omitted or supplemented as
required. It is important that the Annex must accurately describe the environment,
state the mission and provide the details for conducting the PA and communication
operation in a manner useful to other PA practitioners. Deviation from this format is
authorized but not recommended.
4. If appropriate, use an appendix to provide the necessary detail required for a particular
topic, rather than a paragraph in the base order. Appendices are often useful as
standalone products or templates for subordinate HQs use. For instance, master
messages or service member media cards can be included as appendices to distribute
directly to the intended recipient.
5. Depending on the resources and staffing available to the particular NATO military
headquarters drafting the Annex TT, higher headquarters assistance or contractor
assistance might be sought in order to provide useful, knowledgeable and informed
guidance to the subordinate command. Planning should not be conducted ’in a
vacuum’. Proper planning should be coordinated across military and political lines, up
and down the chain of command and with the ultimate goal being unity of effort.
27
ANNEX TT TO
OPLAN XXX
DATED …..
OPLAN XXX
(TITLE of OPLAN)
PUBLIC AFFAIRS
REFERENCES:
A. PO(2009)0141, NATO Strategic Communications Policy, dated 29 September 2009
B. MC 0628, NATO Military Policy on Strategic Communications, dated 26 July 2017
C. MC 0457/3, NATO Military Policy on Public Affairs, dated 28 May 2019
D. MCM-0085-2010 (Rev 1), Military Concept for NATO Strategic Communications,
dated 11 August 2010
E. AD 095-001, ACO Public Affairs, dated 4 June 2013
F. AD 095-002, ACO Strategic Communications, dated 21 May 2012
G. ACO/ACT Public Affairs Handbook, dated April 2020
Time zone used throughout this order: ZULU

1. Situation. The situation paragraph consists of a brief general description of the
communication situation, with emphasis on information particularly affecting PA
operations such as the public environment in the theatre of operations i.e., positive to
NATO, hostile to NATO. Note: To ensure unity of effort, recommend a joint annex with
the other communications disciplines (StratCom, Info Ops, PSYOPS).
a. Enemy forces / Opposing or Hostile forces.
i. Identify the threats to friendly PA efforts or success of the mission.
ii. Describe the opposing forces’ capability/expertise in propaganda or media
operations that will require specific counter-actions.
iii. Outline any other threats to friendly communications efforts. The scope of
this analysis will increase from Tactical to Strategic level.
b. Friendly Forces.
i. Outline the higher HQ’s PA and adjacent agencies’ communications plans.
ii. Identify any and all other forces or authorities in the Joint Operations Area
(JOA) with PA capacity and/or capabilities and consider the required
coordinative activities.
28
c. Attachments/ detachments. Highlight critical elements of the task organization

that will provide additional PA capacity and/or capability e.g. subordinate NATO
Media Information Centres or detachments of specialist staffs such as NATO TV
crews or combat camera teams.
d. Availability of local infrastructure to support PA activities. For example,
internet infrastructure in place, Government/Joint/Multi-national Media Information
Centres, etc..
e. Media activity, friendly and hostile. Identify specific entities as well as trends
and state how these will impact fulfilling the PA mission in theatre.
f. Assumptions. (If applicable). Planners must make assumptions when faced with
a lack of information or uncertainties in order to further the PA plan. Assumptions
must be plausible, necessary and realistic and should eventually be confirmed or
denied to ensure that the plan remains valid.
g. Any other information relevant to the information environment.
2. PA Mission. A clear and concise statement of the PA mission, addressing the WHO,
WHAT, WHEN, WHERE, WHY AND HOW of the PA element. State clearly, in simple
terms, how the PA effort will support the Commander in achieving his desired
objectives. A clear task and purpose must be provided and the mission must be nested
to both the owning HQ and the higher HQ StratCom and PA missions.
3. Execution.
a. Commander’s PA Intent. Clearly and concisely explain the Commander’s vision
of how Mil PA activities will be conducted. This paragraph should make clear how
much effort will be invested in PA activity.
b. Concept of Operations. A detailed discussion of the overall PA mission,
explaining how Mil PA activities will be conducted in each phase of the plan and
what the priorities, goals and objectives are. All of which should exist as a specific
sub-task and purpose for each phase, detail them in an appendix if required.
i. PA Approach. Very Active, Active or Reactive (see MC 0457/3).
ii. PA Purpose.
iii. PA Priorities of Effort.
iv. Desired PA end-state.
c. Key Tasks.
i. State the overall key tasks that must be accomplished.
ii. State tasks and purposes for each subordinate PA entity. Detail
requirements for media operations and internal communications including
but not limited to:
1. development of PA plans;
2. capturing, archiving and disseminating imagery (still and video);
29
3. web site and social media web site management;

4. media monitoring;
5. building and maintaining relationships with local/ international media,
third party advocates and other stakeholders (IO’s, NGO’s, etc.);
6. producing internal information product for troops in theatre;
7. media training for key leaders or service members.
d. Coordinating Instructions.
i. Master Messages. They should be attached as an Appendix.
ii. Commander’s Critical Information Requirements (CCIRs). Identify types of
PA information or events which may have an impact on the conduct of the
campaign that the Commander should be made aware. PA
recommendations should be integrated into the overall list of CCIR’s, which
the staff presents to the Commander for approval. These should not be
separate and/or isolated PA CCIRs. Examples might include; inaccurate
leader articles in influential media outlets, speeches by senior public figures
(ministers and heads of state) of NATO and Troop Contributing Nations
(TCNs) and public statements about the conduct of the mission by senior
NATO figures or combat video that shows enemy of friendly forces actions
which visually reinforce our messages.
iii. Release Authority. State who will have authority to release information and
what coordination is required (attach an appendix with a release authority
matrix if required).
iv. Synchronization and Timings. Examples include:
1. Provide details of critical PA timings, synchronization aspects or key
battle rhythm events.
2. Deadlines: indicate any critical deadlines/timings.
3. Briefings: state how frequently these will be conducted by whom and
any briefing materials that may be required e.g., CDs, briefing cards.
4. Routine news conferences/briefings: state how frequently these will be
conducted by whom.
v. Sensitive Issues.
1. Casualties/Accidents/Incidents. Describe the procedure to be used to
coordinate the release of information on casualties. Be clear about the
delineation of responsibility between national elements and NATO PA
staffs. Address incidents involving CIVCAS (both HN and international)
as well military casualties from more than one nation in a single incident.
2. HN law. Describe any specific considerations that might apply to
journalists or media operations activities as a result of HN law. If there
30
is a NATO Status of Forces Agreement (SOFA) state whether its

provisions would apply to journalists accompanying NATO military
personnel into theatre and include it as a reference to this annex.
3. Cultural/ethnic/religious issues (where applicable).
4. Caveats. The Annex TT should specifically direct that caveats will not
be released publically.
5. Limitations on the use of images showing prisoners of war (Geneva
Conventions).
vi. Media Facilitation.
1. Media Accreditation Procedures.
2. Embedded Media Policies. State whether media will be embedded
during the operation and if so how it will be accomplished.
vii. Security. Both physical security and operational security (OPSEC). Include
at a minimum:
1. Reception, accreditation and identification of media: describe
procedures.
2. Reporting restrictions: state any restrictions that may be imposed on the
media and why.
3. Security review and how to clear, declassify documents and information
for public release and/or use as PA products.
viii. Liaison with other actors in the information community. Explain how the PA
staff will conduct normal coordination and de-confliction with StratCom,
PSYOPS and Info Ops.
ix. Escort Officers: what training will escort officers be provided, who will supply
them and who will brief them.
x. Specialist support: describe the requirements and arrangements for access
to interpreters, translators and cultural advisors.
xi. Strategy for coordination with civilian agencies, IOs, and NGOs?
4. Service Support.
a. Concept of logistics support for PA.
b. Transportation. Consider the following:
i. Transport of photographers and videographers.
ii. Drivers, communications, integration into Higher HQ movement control.
iii. Concept to move media through theatre and approval process/authorities,
etc.
31
iv. Prioritization of media on intra- and inter- theatre transportation.

c. Contracting and purchasing. Consider the following:
i. NATO Contracting vs. National Contracting.
ii. Process and Authority.
iii. Local National hiring (media analysts, translators, cultural advisors).
iv. Command Information printing and contracting.
v. Photo and video equipment.
vi. Laptops and software for imagery editing.
vii. Mobile or satellite phones.
d. Briefing and Press Conference Support considerations. Consider the
following:
i. Conference room.
ii. Maps, display boards, large screen TV monitors, overhead projectors, etc.
iii. Interpreters, simultaneous translation equipment, transcription services.
iv. Microphones, speakers, splitter boxes, etc.
v. Food and beverage costs.
e. Other acquisition aspects to consider:
i. Power supplies, voltage, conversion.
ii. Stationary.
iii. Petty cash.
iv. Still and video cameras
v. Printers and photocopiers.
vi. Individual digital recorders (one per person in Media Ops/escort).
vii. Organic transportation (armoured or not) and its inherent requirements
(drivers, security, maintenance, etc.).
5. Command and Signal.
a. Command.
i. PA Organisation. Will be detailed in an Appendix. Include an organization
chart of the relationship between PA and the Command Group/General
Staff, J-Staff and other Communications divisions.
32
ii. Identify the chain of command and control, locations of the command posts
and PA offices, succession of authority.
iii. Include requirements for PA staff to liaise with their counterparts throughout
the chain of command in order to develop coherent PA advice and
recommendations.
b. Signal. Issues to consider include:
i. PA points of contact (POC) list, which includes name, rank, unit assigned,
title/duty position, phone numbers (secure, non-secure, IVSN, VOIP,
mobile, etc.), and email addresses, to include group addresses.
ii. Integrated media use of communication assets. If integrated media are
anticipated state clearly whether media may be permitted to file copy using
military communications channels.
iii. Computer integration, OPSEC, thumb-drive usage, etc.
iv. Details on the use and acquisition of telephone lines (with international dial-
out capability to communicate), mobile or satellite telephones, fax
machines, telephone answering machines, etc.
v. Internet connectivity and computers with unrestricted access, mission
secret computers, etc. Include the requirement for access to the ACO Open
Source System (AOSS) for media monitoring (requires broadband internet
connection).
vi. Details for use and acquisition of satellite TV with international news
channels.
vii. Video transmission systems (DVIDS34 or similar system compatible with
NATO requirements).
viii. Commercial/Public radio monitoring facilities.
///Signature Blocks///
34 Digital Video and Imagery Distribution System.
33
APPENDICES:
1. Background and public environment analysis (general information about print and
broadcast media, telephone system, internet, social media, communication policy,
etc.).
2. PA C2 structure – include as an appendix if not addressed in Paragraph 5.
3. PA approach, goals and objectives, audiences and master messages.
a. PA approach, goals and associated objectives by phase.
b. Key Audience Analysis.
i. Audience groups may be identified by; geography e.g. citizens of NATO
member nations, interest group e.g. international think tanks/IOs/NGOs,
ethnicity or some other characteristic.
ii. Audience groups need to be identified when different communications
issues need to be considered.
iii. It should be remembered that, in the age of the internet and satellite
television, messaging leaks across audience boundaries and must be
consistent, relevant and appropriate.
c. PA Master Messages, TPs, Holding Lines, Q&As. These messages, coordinated
with StratCom, should be enduring but may require different emphasis or even
amendment by phase of mission. Messages should be related to audiences and
often derive from existing, higher level messages or guidance. TPs, Holding Lines,
and Q&As dealing with specific issues of the operations should be living
documents and must be updated as the mission develops. The effective
management of TPs, Holding Lines and Q&A is a primary responsibility of the PA
effort.
4. Guidelines for release of information, media registration and ground rules,
imagery support and casualty reporting.
a. Media Accreditation & Ground Rules, Liability Waivers and PA Guidelines
(includes releasable and non-releasable information, report of casualties and any
other sensitive issue).
b. Imagery guidelines. At a minimum include:
i. Direction and guidance for acquisition of images to support the
communications plan. Direction for archiving, meta-data and cut lines.
ii. Direction for transmission procedures and distribution lists (imagery
websites, DVIDS, etc.).
iii. POCs for assistance.
5. Any other appendix as required, e.g.:
a. Daily and/or Weekly Reporting format, and any other required template.
34
b. Service Member Media Cards. Include quick reference cards for NATO service
members highlighting the important themes and messages and acceptable
guidelines for dealing with the media.
c. PA and Communications Battle Rhythm, taking into consideration Higher HQ and
NATO HQ battle rhythm.
d. Map of AOR with PA assets, transmission facilities, NMIC , NMICs, etc.
e. Organisation of the NMIC / PA structure.
f. Release Authority Matrix.
35
Annex 3-E Public Affairs Plan and Example
1. In some situations, an Annex TT is not appropriate to convey the details of a Mil PA

activity. In these instances, a more narrative-style PA plan is the alternative. This type
of plan is typically used within multi-agency or multi-national events rather than the
OPLAN or OPORD Annex TT, used when directing a PA plan within a particular
command.
2. The format for a Mil PA plan is flexible. It must convey the major points of the plan in
a clear, thorough, yet concise document in which the intended PA operatives and their
supported commanders understand the objectives of the plan, key themes, timelines
and expectations/responsibilities. A narrative-style PA plan may be used for tactical
and local events as well as large picture strategic events, although the level of detail
contained within the plan might vary. Strategic level plans tend to be more broad in
nature while tactical and local plans will be much more directive. The situation dictates
the level of detail. Regardless, a good narrative-style PA plan should cover the
following:
a. List applicable references.
b. Include a background paragraph(s) which will inform the reader of the history of
the issue, higher level perspectives, planning assumptions, and how the
issue/event fits into the larger picture. Within this paragraph the communications
problem should be defined.
c. Intended audiences. An analysis of the various audiences is preferred.
d. Objectives of the plan. What does the command or multi-agency taskforce intend
to accomplish with this plan.
e. Activities – list specific activities which will be conducted and describe how each
assists in the accomplishment of the goal or objective. Group activities in support
of specific objectives and by phase if there is a roll-out schedule over time.
f. Other planning considerations – vertical and horizontal.
g. Explicit statements of the PA approach and a narrative concept statement.
h. Critical timings and phasing.
i. Responsibilities and guidance.
j. Themes, Messages, TPs and/or Q&A’s (as appropriate).
k. Measures of success or milestones to achieve.
l. Any other key information, useful to the PA operatives or external agencies
implementing the plan or coordinating additional actions.
36
Example PA Plan:
Allied Command Operations

SHAPE
Communication Plan
NATO 70th Anniversary

OVERVIEW:
NATO will celebrate its 70th anniversary on April 4, 2019. In the months prior and
following, SHAPE has an opportunity so conduct an information campaign highlighting
both NATO’s and SHAPE’s rich history.
COMMUNICATION OBJECTIVE:
Communicate NATO’s 70th Anniversary to audiences both internally and externally in
order to positively portray Alliance unity and cohesion over the last 70 years in an ever-
changing and dynamic political and security environment.
COMMUNICATION STRATEGIES:
1. Develop a 10-13-episode podcast highlighting NATO’s and SHAPE’s rich history and
tying historic events to today’s organization.
2. Market podcast episodes to media outlets, think tanks, historical societies, military
veteran associations and academia.
3. Conduct media engagments highlighting NATO and SHAPE history and promoting the
podcast.
4. Place history kiosk in SHAPE lobby and run historic footage, podcast episodes and
photos on continuous loop.
BACKGROUND:
NATO will celebrate its 70th anniversary on April 4, 2019 and SHAPE has been a part of
that history since 1951. Both NATO and SHAPE have a rich history that has impacted the
political and military environment of the entire world, this anniversary is an opportunity to
highlight this rich history.
Due to a lack of imagery, both photo and video, this organisations history does not lend
itself to long format video products. However, its history does lend itself to longer,
narrative-driven story telling making it ideal for a podcast.
Podcasts are radio style audio recordings that can be downloaded from a variety of
applications including iTunes, Castbox and The Podcast App. They vary in length from a
few minutes to several hours and are typically accompanied by show notes explaining the
37
episode, applicable visual support such as a short format video or photos and background
info on persons interviewed.
The success of this communication campaign in the NATO 70 anniversary year will lie in
appropriately marketing this product to a variety of organisations. It also relies on the
product, the podcast, being produced to the highest quality level possible.
The SHAPE podcast will feature 10-13 episodes highlighting interesting events or periods
of time in NATO and SHAPE history. The concept for each episode is laid out below.
AUDIENCES:
1. PRIMARY:
a. Military and civilian personnel assigned to ACO and its sub-commands
b. Members of Allied History Organisations such as the Pritzker Military Museum
2. SECONDARY:
a. NATO and SHAPE Veterans
b. Allied nation military and veterans
c. Allied nation decision and policy makers
3. TERTIARY: Partner nation military personnel and civilians
COMMAND THEMES AND MESSAGES:
1. AN ENDURING ALLIANCE
Despite existing in an uncertain and ever changing political and security environment,
NATO has evolved and therefore endured the last 70 years.
2. UNITY AND COHESION
The Alliance has not only remained cohesive in the face of global conflict, but added
16 new members since its formation. NATO’s ability to respond to crisis and conflict
does not come from any one nation, but the strength and solidarity of all members.
3. READINESS
From the addition of strategic headquarters in 1951 to the change in response strategy
after the end of the cold war, NATO has always placed readiness and the ability to
respond to any crisis at the forefront of its values.
PRODUCTS, RELEASE TIMELINES AND POTENTIAL MARKETING:
CAVEAT: All products and timelines are based on a swift approval of this plan. Delay in
approval or large scale changes will require an adjusted timeline.
All episodes will be accompanied by a 30-60 second video for social media to be released
the day prior as a way of promoting the episode.
1. Episode 1: Birth of an Alliance (Airs December 21, 2018) – This episode will open with
the question of “What is NATO?” and dispelling myths about the Alliance. Next it sets
the world scene in 1949 and why the Alliance was necessary. It will also highlight the
original 13 members and the basics of the treaty. The episode concludes in 1950 with
the realization that NATO needed a strategic military headquarters, SHAPE.
Interviews with Elizabeth Rosen on NATO myths (need to find an additional interview.
38
2. Episode 2: To Lead a Military, You Need and HQ (Airs January 18, 2019) - Episode
will feature a brief recap on why NATO deemed a strategic headquarters necessary
and why General Eisenhower was selected as the first SACEUR. There is the potential
for an interesting anecdote about the desk that SACEUR sits at today and whether or
not it was the same desk General Eisenhower used. It will also highlight the committee
that planned out SHAPE’s roles and responsiblities within the Alliance. The episode
will conclude with the activation of SHAPE and its earliest accessions: Germany,
Turkey and Greece.
Potential interviews include: Nancy Eisenhower, General Eisenhower’s
granddaughter, a historian from Paris to discuss the committee that met in the Astoria
Hotel to plan SHAPE and SACEUR to talk about the Eisenhower Desk.
3. Episode 3: A Crisis in Berlin (Airs February 15, 2019) – Explains the politics of the
time and why the Soviet Union decided to drive the three Western Allies from Berlin
with the Berlin Ultimatum. Hosts will also highlight Live Oak, the covert planning group
located at SHAPE in reaction to the Berlin Crisis and their mitigation plans. Episode
will end with the construction of the Berlin Wall.
Potential interview: a historian in Berlin to discuss the crisis and how it impacted the
world.
4. Episode 4: SHAPE’s Move to Belgium Part I (Airs March 15, 2019) – Hosts will explain
the politics of the time, why France made the decision to move all foreign military out
of the contry and all French military from the NATO Command Structure. Hosts will
also emphasize that France did not leave the Alliance during this time. Episode will
highlight why Belgium was chosen for both NATO and SHAPE, more particularly the
choice of Casteau for SHAPE. Opportunity for a light hearted anecdote about
SACEUR’s hesitance in choosing Casteau. Conclude with SHAPE’s colors lowering
in France.
Potential interview: French historian in Roquencourt, France to talk about the
transition of SHAPE from that location.
5. Episode 5: SHAPE’s Move to Belgium Part II “Miracle of Mons” (Airs April 19, 2019) –
Episode opens with the SHAPE colors being provisionally raised over Casteau and
the welcoming attitude of the people of Mons towards SHAPEANS. Episode highlights
that construction continued seven days a week in order to ensure construction would
be completed in less than six months. Episode will also discuss SACEUR’s chateau
as a part of SHAPE’s history.
Potential interview: Mons historian to discuss SHAPE’s construction and the enduring
relationship between the people of Mons and SHAPE.
6. Episode 6: A Flexible Response to Crisis Part I (Airs May 17, 2019) – Hosts explain
the original NATO strategy in response to aggression: massive retaliation including
threat of nuclear war. Highlight the crises in the world that led to a shift in thinking
(Berlin Crisis and Bay of Pigs). Episode concludes with what that shift in thinking might
be.
Potential interview:
7. Episode 7: A Flexible Response to Crisis Part II (Airs June 21, 2019) – Hosts explain
SACEURs role in the development of a new strategy in response to crisis and war and
make the link to how we are doing the same right now through NCS-A. Hosts will
discuss studies conducted by NATo and SHAPE to determine the forces needed to
39
respond in a new security environment. Conclude with exercises where Flexible

Response was tested.
Potential interview:
8. Episode 8: Terrorism and Attempted Assassination (Airs July 19, 2019) – Hosts open
by discussing assassination throughout history and why they occur. Hosts introduce
the rise of political and ideological terrorism in Europe in the 1970s. Episode will
highlight the assassination attempt on SACEUR Haig and the East-German Terrorist
organization that made the attempt. Episode will reference periodicals from the time
and television news audio if available.
Potential interview: historian or political advisor with expertise in terrorism.
9. Episode 9: Heating Up in the Cold War (Airs August 16, 2019) – Hosts introduce the
political climate, the Soviet Union is overstretched in Afghanistan and the Arms Race
is in full swing in Europe. This arms race caused increased potential for a conventional
war between NATO nations and the Soviet Union and led to snap exercises such as
Reforgers. In spite of this tumultuous time, Spain accessed into NATO in 1982.
Episode concludes with end of the Cold War and destruction of the Berlin Wall.
Potential interviews: European historian who can speak to the impact of Reforger
Exercises on European infrastructure (roads and ports being closed) and a NATO
military veteran who can speak to the exercises themselves.
10. Episode 10: Making Partners from Old Enemies (Airs September 20, 2019) – Hosts
open by discussing the end of the Warsaw Pact, what it did in the Cold War and the
implications of its ending. Highlight the NATO Russia Founding Act and Russia being
welcomed as a Partner for Peace with a focus on Russians visiting NATO and SHAPE.
Hosts will use this episode as a means of discussing the NATO accession process,
why so many former Soviet nations were eager to join and the countries that accessed
in 1999: Poland, Czech Republic and Hungary).
Potential interviews: NATO Political Advisor on the accession process and the
Warsaw Pact.
11. Episode 11: Balkan Wars, NATO Becomes Operational (Airs October 18, 2019) –
Hosts orient audience to the Balkan region by mentioning specific historic instances
that impacted world history. Follow up by describing the ethnic diversity, tension and
identity in this region and how all these things made it a political powderkeg. Hosts will
highlight that this was a UN and NATO mission. This also marks the first time NATO
is involved in a military operation, not just training. Hosts will showcase SACEURs
impact to negotiations in the Balkans and conclude by discussing Kosovo Forces
enduring mission.
Potential interviews: Kosovo historian to speak to the political climate and tensions at
the time and current commander assigned to KFOR.
12. Episode 12: Proving Solidarity: Artivle 5 and the War in Afghanistan (Airs November
15, 2019) – Open episode with audio from the 9-11 terror attacks and hosts discuss
where they were that day. Hosts will orient the audience to the Taliban and draw a
parallel to Daesh in both motivation and brutality. Episode will highlight this as the first
and only Article 5 invocation in NATO history and the outpouring of support from
NATO, partner nations and the UN. Discuss the foundation of ISAF and its transition
to Resolute Support Mission. Discuss the countries accessed in 2004: Bulgaria,
40
Estonia, Latvia, Lithuania, Romania, Slovakia and Slovenia; 2009: Albania and
Croatia.
Potential interviews: Former ISAF commander and current RSM commander to
discuss the mission then and now, and (if possible) Rakmini Callimachi (host of
Calliphate) to discuss parallels between Taliban and Daesh and her experience
reporting in Afghanistan.
13. Episode 13: SHAPE and NATO, Where Are We Now? (Airs December 20, 2019) –
Hosts open by discussing the Warsaw and Wales Summit and their implications to the
Alliance. Discuss the new views on readiness including the Very High Readiness Joint
Task Force, 4-30s and the Readiness Initiative. Hosts will discuss the most recent
iteration of NCS-A and how the organization continues to change. Close with the
accession of Montenegro in 2017 and current SACEUR and SECGEN’s visition for
NATO and SHAPE in the future.
Potential interviews: SACEUR and SECGEN to discuss recent history and way ahead.
14. Infographics (Ongoing): As applicable, SHAPE production will create infographics
highlighting aspects of NATO and SHAPE history in conjunction with appropriate
episodes.
POST-PRODUCTION MARKETING:
1. Podcast Applications – SHAPE PAO will use the free application “Podbean” to upload
its podcast to iTunes, Castbox and The Podcast App simultaneously. They will work
with iTunes specifically to ensure this podcast is the “Featured Podcast” for two weeks
after its initial release. Being the “Featured Podcast” ensures it will be prominently
displayed for users looking for new podcast content.
2. Military Historical Organisations – The podcast and all accompanying products will be
marketed to Military History Organisations such as the Pritzker Military Museum and
The Society for Military History for amplification and promotion.
3. Museums – The podcast and all accompanying products will be marketed to military
museums across Europe, the U.S. and Canada including but not limited to: The Army
Museum in France, The Royal Museum of the Armed Forces and Military History in
Belgium, and Museum of Military History in Italy. SHAPE will request amplification and
promotion from these organisations.
4. Civilian Media – Before the release of this podcast SHAPE PAO will coordinate an
appearance of a VVIP from SHAPE, SACEUR or DSACEUR, to host a media
roundtable or engagement in order to promote the podcast and accompanying
products.
Podcast hosts, SFC Alex Burnett and Dr. Stella Adorf, will reach out to other history
driven podcasts to promote and coordinate appearances on these podcasts.
5. Academia: The podcast and all accompanying products will be marketed to
universities throughout Europe, the U.S., and Canada for promotion and amplification.
6. SHAPE and ACO: Each episode of the podcast will be uploaded to YouTube and the
link will go out as an All User Message allowing SHAPE and ACO personnel to easily
stream the episode on their Unclassfied computers.
7. Social Media: Each episode of this podcast will be accompanied by a 30-60 second
video for publication on social media to tease the episode. A link to each episode on
41
all three major podcast hubs will be shared on social media on release day. Each
episode will be uploaded to YouTube for easy streaming on social media.
SHAPE will create a hashtag in close coordination with NATO social media for this
podcast.
TASKS AND REQUESTS:
1. NATO HQ is requested to:
a. coordinate with SHAPE PAO and HIS in the production of the podcast including
providing imagery, audio and interviews if required;
b. amplify podcast social media videos and episodes when appropriate;
c. incorporate SHAPE products into their 70th anniversary campaign; and
d. create a permanent link to the podcast site on the NATO homepage.
2. IMS is requested to:
a. amplify podcast social media videos and episodes when appropriate; and
b. create a permanent link to the podcast site on the NATO homepage.
3. SHAPE Staff Sections will:
a. HIS:
i. commit desk officer to this project as lead and host;
ii. conduct research in support of each episode;
iii. assist in writing scripts for each episode; and
iv. fact check research done by other sections.
b. SIA:
i. review each episode for accuracy and cultural sensitivities.
c. MEO:
i. commit desk officer to this project to act as lead and host;
ii. assist in writing scripts for each episode;
iii. assist in researching each episode;
iv. market podcast to appropriate civilian media outlets; and
v. coordinate media event prior to podcast release.
d. Outreach:
i. identify and market podcast to appropriate think tanks;
ii. identify and market podcast to appropriate museums and historical
organisations;
iii. identify and market podcast to appropriate universities;
iv. highlight podcast to SHAPE visitors;
v. coordinate with NATO HQ to ensure all NATO 70th Anniversary events are
synchronized with SHAPE; and
vi. ensure each episode is distributed internally via AUM.
42
e. Web/Social Media:
i. create podcast homepage on SHAPE website;
ii. ensure YouTube and podcast application links are on podcast homepage; and
iii. share all podcast content to social media as appropriate.
f. Production:
i. assist in production of all podcast episodes;
ii. produce 30-60 second video teasers for each episode; and
iii. produce infographics for episodes as required.
g. J1:
i. hire two temporary personnel: one script writer for MEO and one research
assistant for HIS; and
ii. ensure their contracts last through the end of this project (December 2019).
h. J8:
i. fund temporary hires; and
ii. provide initial funding of 25,000 euros.
4. COMMANDS AND JTFs will:
a. distribute the YouTube link to each podcast episode internally via AUM;
b. share all podcast products via social media; and
c. report all social media metrics to SHAPE PAO.
MEDIA:
SHAPE MEO will coordinate with civilian media outlets to drive interest in the podcast
and NATO 70th Anniversary.
CRISIS COMMUNICATION:
The need for Crisis Communication as it pertains to NATO’s 70th Anniversary is
considered low. However, media issues with the potential to bring negative or intense
media attention must be reported through the Public Affairs Coordination chain as well as
through the chain of command with a proposed plan of action to mitigate the situation as
soon as possible by the most efficient means. If the information can only be share on the
secure means, PAOs should strive to advise their higher headquarters on the low side
that an issue is ongoing to avoid delays.
ISSUE SPECIFIC MESSAGING:
Issue specific messaging pertaining to NATO’s 70th Anniversary needs to be continually
updated and shared with all levels of command. SHAPE PA maintains Lines to Take that
strives to cover all domains and main issues. While an internal product, it is regularly
updated and available for all Commands and JFCs in order to develop their commander’s
briefing package.
43
Annex 3-F Public Affairs Guidance (PAG) Template
Letterhead for Responsible HQ
Subject: This is ‘chapter’ heading, such as Air Policing, KFOR, Partnership for
Peace, etc. This is used for filing the individual Talking Points, Holding
Lines within a larger book.
Issue: This is the actual topic to be discussed. For example elections, support to
local government, manning issues, etc.
This is not meant to be unduly restrictive; use as many as needed to

ensure that the issues are dealt with appropriately.
The major difference between the main information sheet and a sub-issue
is totally discretionary. With use, this will become more easily defined.
PA Approach: Include a brief concept for the scheme of release and posture (Very
Active, Active, or Reactive) here.
At times a phased approach might be appropriate.
Date Date of the original document.

originated:
Date/Time of Date and time become critical in an evolving issue.

last update:
Expiry date: Latest date this Talking Points/Holding Lines should be used without
revision.
If the Talking Points/Holding Lines are to be revised, annotate with the

comment: Revise by (date). This should ensure that the info is timely and
not overtaken by events.
To be used This is where you define those allowed to use this information in
by: responding to media. It should aim to be more permissive than restrictive.
However, if the situation warrants communication by a single source,
clearly annotate here.
Issue This is the context needed to understand the issue at hand, and the
overview: overall aim of any communications on the subject or issue. If the
overview becomes lengthy or is better explained in a separate document,
annotate and attach an annex.
44
Messages: List the three main messages you wish to present to the audience. These
messages should usually be nested to a higher level communications
plan or Commander’s intent.
Talking This is where you can become more prescriptive in the communications
Points: about the issue. They should be concise, make a point, and be sufficiently
complete to provide the spokesperson with a script for the media
engagement.
Questions and Q&As are useful for preparing for an interview and must reflect potential
Answers: journalists’ questions. They are not meant to replace basic research on a
topic; they are meant to trigger quick responses to obvious or dangerous
questions. At a minimum, five positive and five negative questions should
be prepared to reflect realistic media queries. Format the Q&As as such:
Q1.
A1.
Q2.
A2. etc.
Fact & Clearly state the PA posture for facts and figures. Some might be useful
Figures: for an open audience, others might only be useful only if pushed or with a
more knowledgeable audience.
Background This is the detail needed to understand the broader subject and why this
and other has become a newsworthy issue.
Information:
Include as much detail as needed for a spokesperson to understand and
explain this issue.
Consider adding old backgrounders as well if they help better understand

the evolution of the issue. Use annexes if necessary. Website and hyper-
links might be appropriate.
Officer of As the issue can rapidly evolve, provide names, phone numbers and e-
Primary mail addresses for the POCs for SMEs who can update the spokesperson
Importance: or validate that the data is relevant and current.
Author: Drafter of the Talking Points/Holding Lines with phone and e-mail contact.
This person should effectively be the most knowledgeable PAO on this
issue.
Coordinated List POCs who provided input, validated or coordinated for release of the
with: information.
Releasing Name, phone number and e-mail address of the releasing authority. This
authority: should be the CPAO or higher.
45
Annex 3-G Visual Information and Imagery Planning
Reference: MC 0457/3, Paragraph 29.e. (Imagery) and Chapter 11 of PA Handbook

1. The increasing dominance of visual media, particularly in light of the digital media
environment and changing consumer news habits, means that NATO cannot
effectively tell its story without imagery (still, and video plus sound). This can take the
form of NATO providing imagery itself, or by facilitating media access to NATO people
and activities. All Mil PA activities should therefore consider ways and means to
collect, properly identify and distribute imagery. NATO Nations that do not already
have a deployable military imagery gathering capability are encouraged to develop
one. In addition to supporting national Mil PA objectives, proactively sharing imagery
with higher NATO Headquarters will help leverage its overall impact with regional and
international audiences, an effect that may be difficult for anyone nation to obtain.
NATO encourages Nations, within the national OPSEC rules and priorities, to
implement policies for the rapid identification and declassification of such imagery in
order to make it available to support Mil PA efforts.
2. To address these requirements, PAOs must develop an Imagery Plan and ensure they
are included in operations plans. On the macro level, these plans are addressed in
organizational Standard Operation Procedures (SOPs) and appendices to the PA
Annex. On the micro level, they are stated by detailed task and purpose by the
photography team’s supervisor.
3. Regardless of the level, the PAO must state the task, purpose, requirements and
expectations, while ensuring realistic means to transmit and disseminate the images
are in place and coordinated vertically and horizontally. Without expressed direction
and resource planning the subordinate commands, staff officers and photographers
will not know the command’s expectations.
4. Consider the following factors and comments when developing an Imagery Plan:
HQ Objectives What are the HQ’s objectives and how can imagery support
these objectives?
If the HQ’s objectives are heavily reliant on public perception
of information outputs, did the HQ weight the public affairs and
imagery collecting effort with the appropriate resources?
Is the command’s emphasis on imagery and its
declassification and/or release known and understood by the
rest of the command? Do they understand their role in
supporting the imagery plan (J-3, J-2, J-6, J-4, Air
transportation planners, etc.)?
Are the above mentioned considerations included in any
official order, SOP or policy letter to empower the PAO to
leverage assistance?
46
Audience Who are the intended audiences and how do they receive their
information?
Which medium(s) is the most appropriate for addressing these
audiences?
Are there agreements, restrictions, cultural taboos, ground
rules or ethical issues which should be considered when
developing the imagery plan or which should be addressed as
instructions to photographers?
In what format will the audience view the imagery? Include this
information to ensure the photographers and staff
officers/NCOs understand the format requirements.
Intent for Imagery Are there specified tasks within the OPLAN or OPORD for
imagery? Whether specified or not, what are the implied tasks
which will require imagery support?
How will the imagery be presented or published?
In what format should imagery be submitted?
Timing Is the imagery to be disseminated immediately, archived for
later use or released as part of a phased operation?
Are the images time-sensitive. Is the photographer required to
transmit images from the field and, if so, does he have the
capability?
Who is responsible for receiving, embargoing and
safeguarding the images if they are to be used in a phased
operation?
Resource Network What agencies or equipment are available to co-opt support
from (national, Alliance, embassies, ministries, regional
commands, higher HQ, HN, IOs, GOs, NGOs, etc.?)
Who can assist and what is their contact information? (i.e.
NATO Multimedia Portal
https://www.natomultimedia.tv/portal/index.html) and
Defense Imagery (http://www.defenseimagery.mil/index.html)
If there are gaps in resources, develop solutions and
recommendations to overcome the deficiencies. Provide the
recommendations to the appropriate HQ or action officer.
Reception Plan Who is the responsible party on the ground to receive the
photos/video?
How will they process or edit the images?
What is the intent for the images after reception?
47
Propriety What are the considerations for images of detainees, persons

under arrest or prisoners of war? This could vary by nation
according to its interpretation of the International Laws of
Armed Conflict.
What are the considerations for images of casualties, friendly,
enemy, civilian?
Are there copyright issues? Some nations restrict the release
of photos. Generally, higher headquarters can assist with this
if informed of the problem.
Classification and Who will initially assign a classification to the images?
Declassification Who can authorize the declassification of the images?
What is the process for declassification?
What is the means of identifying then declassifying
Unmanned Aerial Vehicle (UAV) footage or Weapon Systems
Video (WSV)?
What is the process for identifying the UAV or WSV footage
as useable? Will the PAO have the authority or will this be a
Commander’s call?
Note: Some nations have very specific photo restrictions on
equipment and especially on photographing Special
Operations Forces (SOF) personnel so the national
considerations have to be observed.
Transmission Plan What are the methods available for transmitting imagery
(NATO Multimedia, DVIDS, .ftp, Internet, photo repository
website, etc.)?
Who are the POCs for each method?
Address bandwidth issues prior to the operation?
Identify passwords for using each of these resources?
Note: NATO has a DVIDS page, an USA repository of imagery
to be available to the media. It is recommended that
commands maintain active credentials to use the DVIDS
functions. Liberal use of NATO TV is also a highly
recommended.
Release Authority What is the scheme of authority for release of the imagery?
With which agencies will coordination be required prior to
release of images (higher HQ, subordinate HQ, multi-national,
joint, HN, NGO, etc.).
48
Define mission How does the PAO define “mission complete” to the
complete End State photographer? Does the photographer understand that the
mission does not end, for instance, until the photos are edited,
captioned, uploaded/ archived and/or transmitted (Ref/ Annex
9a)? Without expressing these expectations the photographer
may not comprehend the PAO’s expectations. Confusion in
these matters could jeopardize achieving the command’s
intent.
49
Annex 3-H Resource Acquisition in NATO
1. The NATO Crisis Response Operations (CROs) Capability Delivery Process.

a. For NATO, new equipment and capabilities are either provided through national
means or are submitted for approval through the CROs Capability Delivery
Process. This process is executed to ensure that NATO money is spent prudently,
efficiently and effectively.
b. The process allows for headquarters at any level to identify a capability then,
through staffing up the headquarters chains, ensures that the capability can be
integrated into other systems, does not cause unnecessary redundancy and is
appropriately prioritized for funding.
c. Once a capability is identified it must be documented and submitted through the
respective headquarters (i.e. if the tactical/operational headquarters PAO shop
identifies the requirement, it must be submitted through that headquarters). From
that point, it will proceed through the following series of boards and committees to
develop the scope of the project, align the capability within existing capabilities and
resources, and identify the funding methods:
i. Operational Requirements Review Board (ORRB) – Tactical/ Operational
HQ.
ii. Crisis Requirements Coordination Board (CRCB) – Permanent Operational
HQ.
iii. Crisis Management Requirements Board (CMRB) – ACO/ACT.
iv. NATO Office of Resources – NATO HQ.
v. Infrastructure Committee (IC) – NATO HQ.
vi. Contracting – HN or Appropriate HQ.
vii. Implementation – HN or Appropriate HQ.
viii. Capability Delivery.
d. Note that this is a revolving and very time consuming process to make sure that
NATO is not wasting money on systems that cannot ‘talk’ to each other, negate
effects of other equipment through frequency conflicts and fit into the larger, longer
term plans. The flow of the process will start at the level which identifies the
requirement, flows through the ACO/ACT headquarters, to NATO HQ, and then
back down the military chain for the actual contracting of the equipment or
services. This process encompasses the entire J-Staff in addition to the advocates
of the requirement at all levels of the chain of command.
e. Decisions on Common Funding, Host Nation sponsorship and other financial
matters are considered at the NATO and SHAPE levels. These decisions are out
of the purview of the operational level PAO. The operational level PAO’s main
responsibility is to focus on writing a clearly defined requirement with a valid
justification and coordinating with the higher headquarters so they can push the
request through the process.
50
2. Crisis Urgent Requirement (CUR) Checklist.

a. Once the capability is identified take the following actions. Recommendations are
also included to ensure that the requirement is properly and effectively staffed.
b. Submit the requirement via the CUR and the Requirement Summary Sheet (RSS)
formats RSS to the Operational Requirements Board (ORB). Examples of these
forms are included in this Annex.
i. Request a capability rather than a piece of equipment. Example – request
a system or data base to accredit media with the ability to categorize
journalists’ personal information, photo, etc. rather than requesting a laptop,
computer, and passport photo camera. This will allow more flexibility when
contracting.
ii. The CUR should be written as a stand-alone defence of the requirements.
This is the argument which will compete with all other requirements for
money and time. Reference doctrine or direction when possible.
iii. The CUR should be written clearly, concisely, and precisely. It should be
simple enough for non-native speakers to understand yet still be powerful
enough to explain the requirement when under scrutiny.
iv. Coordinate with your counterparts at the higher headquarters. Establish
contacts with the project officers at the higher headquarters levels, as they
will be the champions of the request through the staffing process.
v. Submit the draft CUR and RSS to your SHAPE and JFC counterpart. These
officers offer a good perspective, provide continuity and have experienced
the process. They are a useful sounding board and can provide great insight
into developing the resource requirement.
c. Submit the CUR and RSS to the Operational Requirements Board (ORB) at your
HQ and be prepared to defend the requirement throughout the process.
d. Follow-up frequently with the ORB Secretary. Just as turbulence affects the PAO
staff, the personnel responsible for the ORRB, CRCB and CRMB change
frequently as well. Frequent follow-ups will ensure that they are aware of your
priorities. Do not be afraid to ask for their help. They are the experts on the process.
e. Ensure that you have a method to pass the request to follow-on colleagues. Most
service members are assigned to the operation/mission for a short duration and
may not see the CUR come to completion. Be sure that replacements are briefed
on the individual requirement, justification, status and process. Continuity is vital.
51
f. Example of Crisis Urgent Requirement (CUR) Request.
CRISIS RESPONSE OPERATION URGENT REQUIREMENT (CUR).

Date: 16 December 2018
To: Secretary CRCB
Subject: Portable Simultaneous Translation Equipment for RSM HQ PAO.
References:
A. HQ RSM PAO RSM/PAO/1204 – Background CONOPS
B. FRAGO 376-2018 (Security at regular GMIC Press Conferences)
C. SG(2016) 0160-REV1 Revised Funding Arrangements for RSM
SECTION 1: REQUIREMENT IDENTIFICATION

1. Originator Number: 220/RS/OPS
a. Requirement Definition Owner: RSM HQ PAO – Deputy Chief Media
Operations
2. Action/ Authorizing Officers:
Responsible Authorized
HQ/COM Action Officer Authorized By
Division On
RSM HQ PAO Lt CDR J. Gater, Capt. Mark 16 Dec 18

RS HQ PAO Windsor GBR, N,
Deputy CHIEF Ch PAO
Media Ops
JFCBS PAO Valentin Poponete, Capt. Meiert 05 Jan 19

SO Media (DEU Navy), Ch
Relations RS PAO
SHAPE PAO Lt. Col. Wright, W Col. Derek Crotts

(USA-A), SO PAO (USA A), Ch PAO
SECTION 2: REQUIREMENT DEFINITION

3. Details of the requirement
a. Urgent Requirement Definition: Purchase of an integrated ‘simultaneous
translation kit’ to enable the simultaneous translation of RSCOMRS media
engagements.
b. Location of Works: PAO Building, RS HQ, Kabul (but capable of being transported
to various locations such as Embassies and the Government Media Centre).
52
c. The scope of work includes: The procurement of 1 x portable audio system

allowing COMRS to be translated, simultaneously as he speaks, into up to five
different languages to an audience of up to 50 personnel, listening with wireless
headsets. System must:
i. allow COMRS to communicate through up to five interpreters
simultaneously translating into five different languages to a maximum of 50
members of the audience.
ii. be portable (must fit into the back no more than two SUVs to be transported
to the various press conference sites - GMIC, MOI, MOD, COMRS office,
etc.)
iii. be wireless to avoid bulk, avoid excessive set up time and mitigate tripping
hazards.
iv. be easy to set up, operate and maintain - personnel fluctuation at RS
mandates ease of training and operation.
v. run on 230V power - must run at RS HQ and the Government Information
Centre.
vi. will be used to transmit information to an open source audience.
d. User of the Capability: RS HQ PAO in support of COM-RS
e. Military Justification:
i. Justification: Simultaneous translation equipment is needed to facilitate
COMRS media and key leader engagements held in up to five differing
languages (Dari, Pashtu, Farsi, etc.).
1. System will replace existing use of ‘one-after-the-other’ translation which
halves the available media contact time. Current system is very slow,
tedious and does not use COMRS’s time effectively or efficiently.
2. RS PAO holds mission essential COMRS, General Officer, Ministry and
Regional Command press conferences and round table discussions
eight times per month in a variety of locations to include RS HQ,
Government Media Centre, various embassies, etc.
3. The system must be portable in order to be moved in the organic PAO
up-armoured SUVs.
4. Renting is not a cost effective or reliable option. Rental systems costs
1100 euro for six hours. Used at least 8 times a month, the system
covers the costs in less than one year. Renting the system is not flexible
enough for the very fluid events occurring in theatre. COMRS has been
called upon to conduct very short notice emergency press conferences
regarding important events or incidents, making it impossible to find one
for rent at short notice.
5. This capability has been specifically endorsed/approved by COMRS.
53
ii. Impact of Failure: Currently, press conferences, round-tables and other

media engagements can only be conducted with consecutive translation
across multiple languages, thus doubling meeting times and severely
reducing the effectiveness of such meetings. For example, in a recent
COMRS round-table with Afghan journalists, only 45 minutes was available
in the commander’s programme; due to the need for translation and the
number of attendees, there was only time for each media outlet to ask one
question. This is a waste of COMRS’s valuable time and has a negative
impact on our mission.
4. Technical Considerations for the Requirement: The portable wireless audio system to
facilitate simultaneous translation is an ’out-of-the-box’ kit that will operate with local
Afghan supplied power. This stand-alone capability will not interface with any other
RS HQ equipment now or in future.
5. Duration of the Requirement: Duration of RS mission.
6. Standards and Interoperability: System must be stand-alone, requiring only external
230v power.
7. Other Special Requirements:
a. Constraints: System must be portable, wireless, easy to set up, operate and
maintain and run on 230V power.
8. Precedence considerations: Extremely Urgent. COMRS endorses this new capability
which is vital to the ongoing success of the mission as soon as possible.
SECTION 3: LINES OF DEVELOPMENT
9. Lines of Development:
a. Doctrine: No Change
b. Training: Nil required.
c. Personnel: Nil required.
d. Equipment (CIS and Non CIS):
i. CIS – Nil.
ii. Non CIS - one (1) portable Simultaneous Translation Equipment set is now
required
e. Organisation: No Change
f. Infrastructure (Real Estate and Civil Works / Electronic):
i. Real Estate and Civil Works: Nil.
ii. Electronic: Nil
g. Information and Interoperability: Nil
54
h. Logistics: O&M costs are not expected to exceed 2000 EUR for re-charging,
battery and spare part replacement.
i. Security: For the translation/transmission of UNCLASSIFIED material.
SECTION 4: IMPLEMENTATION AND TIMELINES
10. Implementation:
a. Host Nation (HN) Recommendation: SHAPE
b. Responsibility for Design: Nil.
c. Responsibility for Implementation: SHAPE delegated to JFCB or further delegated
to HQ RS P&C office. Deviation authority requested to authorize the delegated
Financial Controller the authority to approve the appropriate procurement
deviations necessary to award the contract in a timely manner.
11. Staffing and Implementation Timelines:
Template Actual Remarks
Action Estimated Time
Time line Time
Requirement Endorsed by 16 Dec 18 E-day
Definition ORRB
*(5 Weeks)
Endorsed by CRCB 15 Jan 19 Aim E+2 Weeks
Endorsed by Aim E+4 Weeks (+1 week for
CMRB CG)
Request for APF If necessary
Cost Estimate TBCE Submitted to Estimated date must be verified
*(4-12 Weeks) NOR by the Host Nation / NOR.
Authorization* IC Authorization
(2 Weeks)
Contract Award 70 days after IC Estimated date must be verified
approval (timeline by the Host Nation.
can be much
shorter if
Deviation is
approved; 11c
above)
IOC 30 days after Estimated date must be verified
contract award by the Host Nation.
FOC Estimated date must be verified
by the Host Nation.
55
SECTION 5: COST ESTIMATE AND FUNDING VALIDATION

12. Cost Estimate: one (1) portable Simultaneous Translation Equipment set is estimated
at less than 50000 Euro.
13. Requirement Initiation and Funding Validation:
a. Has this requirement been initiated or have any funds been committed for this
requirement? No
b. Any request for special consideration for early initiation and/or committing of any
funds? No, but very high priority for RS HQ and has been endorsed by COMRS.
c. Is this requirement a part of any Development Plan (Infrastructure/CIS): This is a
companion directive to the initiative detailed in Ref B.
NOTE: Eligibility and/or Rationale for NATO Funding: The cost of this MMR cannot be
attributed to any single nation, being in support of RS HQ and its’ Crisis Establishment.
Simultaneous Translation Equipment sets for CE personnel and equipment for HQ
elements are eligible for common funding in accordance with Ref C. This equipment will
be employed by a multinational PA office in order to better provide information to a
multinational media audience.
Example of Requirement Summary Sheet (RSS) for CMRB.
SHAPE, 23/02/20192018, CMRB Meeting Number: 399

1. CUR Number: 2. Subject: Simultaneous Translation Equipment for
220-RS-OPS RS
3. Originated by: 4. SHAPE Lead Division and Project Officer:
LTC WRIGHT, W (PAO) PAO, LTC WRIGHT
5. Date introduced to 6. Date assigned to Lead Division and staffing
CMRB: time in SHAPE:
15 FEB 19 15 JAN 19
7. Definition of the Requirement:
● RS requires a simultaneous translation system that will allow COMRS to
communicate through up to five interpreters simultaneously translating the
speaker’s words into five different languages to a maximum of 50 members
of the audience.
● Equipment must be portable (must fit into the back an SUV to be transported
to the various press conference sites - GMIC, MOI, MOD, COMRS office,
etc.)
● System should be wireless to avoid bulk, avoid excessive set up time and
mitigate tripping hazards
● System should be easy to set up, operate and maintain - personnel
fluctuation at RS mandates ease of training and operation.
● System should run on 230V power.
● System will be used to transmit information to an open source audience.
56
8. Does this Project represent only the MMR (reference)? Yes

(SG(2007)0464 – Action Plan on NATO’s Strategic Communications (5 Jul 07)
9. Military Justification: COMRS requires this equipment to effectively
communicate the RS objectives and actions to the local, regional and international
media in Afghanistan in support of:
● Comprehensive Strategic Political Military Plan to Guide NATO’s
Engagement in Afghanistan (3 Apr 18)
● SG(2007)0464 – Action Plan on NATO’s Strategic Communications (5 Jul
17)
● MC Dir. 457-2 – NATO Military Policy on Public Affairs
● ACO Strategic Communications Directive 95-2 (5 Mar 08)
● NAC RS Strategic Vision (3 Apr 08)
● RS Theatre Communications Strategy.
10. Cost Estimate : (when required) Under 50K EUR
11. Associated O&M costs: (when required) replacement batteries and spare
parts; Under 2000 EUR per year
12. Is this project eligible for Common Funding (reference)? SG(2016) 0160
REV-1
13. Proposed HN: SHAPE
14. ACO Staffing Timelines Total weeks after ORRB: 8
Date released by ORRB: 23 DEC 18
Date released by CRCB: 15 JAN 19
Date received at SHAPE: 15 JAN 19
15. Planned
Forecast (and
Implementation Actual
amended)
Milestones (from HN):
a. TBCE Submitted to
NOR:
b. IC Authorization:
c. Contract Award:
d. IOC
e. FOC
16. Key points for Discussion:
17. Lines of Development Coordination:
a. Training (ACT LO Team): Nil required
b. Equipment:
(1) CIS (J6): Nil
(2) Non CIS (J4): One (1) portable Simultaneous Translation Equipment set is
now required
57
c. Personnel (J1): Nil required

d. Infrastructure
(1) Real Estate and Civil Works (J4) Nil
(2) Electronic (J6): Nil
e. Doctrine (ACT LO Team): Nil
f. Organisation (J3):
g. Information and Interoperability (J3): Nil

h. Logistics (J4): O&M costs are not expected to exceed 2000 EUR for re-
charging, battery and spare part replacement
i. Security (J2): For the translation/transmission of UNCLASSIFIED material
18. Is the requirement included in (RS, KAF, or C4I) Development Plans
(Reference): This is a companion directive to the initiative detailed in FRAGO
376-2008 (Security at regular GMIC Press Conferences)
19. Potential ACT Targeted Support (to include Mid to Long Term plans)
(ACT LO Team):
20. CMD Position : To endorse the requirement
21. Recommendation:
22. Options/Risks:
Prepared by: LTC Wright, SHAPE PAO
Reviewed by: 23. CMRB Decision:

Approved by: Col. Derek Crotts (USA
A), Ch PAO
58
Annex 3-I Issue and Crisis Management
Definition of a crisis: an event that creates or threatens to create harshly negative media
coverage that could damage the reputation or future viability of an organization.
Definition of an issue: an external or internal factor – usually lasting over a mid- to long-
range time frame – that could represent a serious obstacle to achieving an organization’s
objectives and cause damage to its reputation if not managed well.
1. Issue and crisis management as part of the PA planning process.
a. Issue and crisis management is a significant part of the PA planning process.
Every issue or event could potentially escalate into a crisis. Issues and crisis
management is a process of identifying a potential issue or crisis and co-ordinating
an organisation’s response.
b. Issues and crises will always occur - the key to mitigating the negative impact is,
first, to solve the underlying problem and second, to communicate the
organisation’s actions effectively. Managing the underlying issue is the
Commander’s responsibility with the PAO acting in a supporting role to
communicate to the public. Without effective management of the central issue, PA
cannot be effective and the organisation will eventually lose credibility.
c. When dealing with an issue, an organisation must proactively keep the public
informed of its actions in a timely and accurate manner. Poorly managed
communications chip away at an organisation’s credibility, undermine public
confidence and contribute to the emergence of crises. Properly managed
communications strategies entail co-ordinated responses emphasizing
identification and reporting actual or potential issues and problems, taking action
to address and resolve issues quickly and effectively, and keeping audiences
informed of what is being done to address the issues.
d. Specific issues should be monitored to assess the potential impact on the
organisation; determine any changes in public opinion on major issues; and
provide Commanders with regular assessments of public opinion relating to such
issues. Media analysis and opinion polls are examples of means to track issues.
Because public opinion is an imprecise prediction of behaviour, issues-tracking
must be a dynamic process carried out over time.
e. When faced with an issue or crisis, ensure that the requirement to inform the public
is not delayed by the search for solutions. Instead, acknowledge the problem and
inform the public immediately of the corrective actions being considered. Keep the
public informed of developments as they occur - inform the media; tell them what
you know; tell them what you don’t know; and tell the media when you think you
will have more answers. In most cases, an organisation has less than an hour
to respond to public and media queries before it loses credibility. A response
stating, “We’re looking into it and will get back to you shortly,” is better than saying
nothing at all.
f. OPSEC must be enforced at all times. When dealing with an issue or a crisis, PA
activities must never undermine the safety of military personnel engaged in a
military operation, or the success of a military operation or activity.
59
g. JFCs/SSCs and deployed HQs should have an issues/crisis management team,

of which the PAO is an integral part. The time to decide who needs to be part of
this team is not in the middle of a crisis. Included in this Annex are a checklist for
issues and crisis management and an example of a crisis management SOP.
2. Guidelines for Crisis Management. There are certain basic considerations common
to all crises. The following guidelines form the basis for dealing with the aspects of
crisis management:
a. Be informed. Keep an eye on the current issues in the media that could lead to
your issues making the news and becoming a crisis. Try to identify potential issues
before they begin to smoulder and ignite. Track the public environment.
b. Do advance work. Plan and anticipate what may go wrong. Pull together a crisis
management team. Build relationships of trust with key stakeholders and the local
community. This trust will pay dividends.
c. Some examples of potential events to anticipate include:
Aircraft Accident Hostage Situation Senior Leader KIA

Destructive Fire at HQ Investigations Logistics attacks
Nuclear Incident Mass Casualties Poisoning/Food
Contamination
Environmental Damage Civilian Casualties Service Member
(CIVCAS) Misconduct
Natural Disaster Historical Site Damage Political Announcements
Cyber Attacks Assassination Base Attack/Intrusion
Personnel Harmful High profile “Blue on Green”
Missing/Captured statements
Security Leak Loss of Sensitive Loss of major equipment
Equipment items, such as ship,
drone, rocket
d. Get the facts. Determine the situation and then assess the PA implications. At this
formative stage, make sure that the PA TechNet and appropriate command
authorities know about the situation. Establish what information is approved for
public release, and whether or not someone has prepared messages/talking
points.
e. Prepare messages/TPs that you will want to use when you receive media queries.
Engage with the responsible office. Draft news releases, Q&As and Talking
Points/Holding Line to use when the crisis occurs. Ask tough questions and
prepare appropriate answers.
f. Know who has the lead. It may not be you. It could be NATO HQ Public Diplomatic
Division (PDD), national authorities, HN, ACO/ACT or the theatre command.
Respect that lead and stay in your lane.
60
g. Designate a spokesperson. The spokesperson must be well informed and

comfortable with the issue, since the credibility of the spokesperson is of
paramount importance. The spokesperson should also be pre-selected and have
received media and on-camera interview techniques training. You may also need
a technical or SME if the issue is highly technical or complex. This person should
also receive media and on-camera interview techniques training.
h. Designate an ‘anticipator’. The anticipator is a member of the crisis management
team whose role is to assess how the crisis will evolve and provide advice and
proposed solutions to manage that evolution with the aim of seizing the initiative.
This person cannot be engaged in the minute-by-minute management of the crisis
because the function requires that the individual has a ‘bird’s eye view’ of the
process to better predict future direction.
i. Maintain regular communications between PA and command staff. There is
nothing worse in crisis situations than not knowing what is going on. Provide
regular updates to the senior headquarters, and make sure they pass you regular
instructions and situation reports. Keep your people informed.
j. Check standard operating procedures. Although not all possible crisis situations
may be covered, there is no point wasting time reinventing the wheel. For example,
most military installations have standard operating procedures that govern actions
that must be taken in the event of a fuel spill, for example.
k. Get relevant, accurate information to the public as soon as possible. Truthful,
accurate and timely is the appropriate posture in times of crisis. It is better to tell
bad news sooner rather than later. Once you have received clearance to make
public statements, you should do so quickly and thoroughly. Update public
information regularly as new material becomes available. Provide truthful, accurate
and timely information however accuracy should never be sacrificed for speed.
l. Be accessible. The media will be interested in the reactions and comments of
military authorities, even if developments are slow. Remember that news updates,
especially radio and television reports, must appear immediately to be
newsworthy. For the media, it is far better to attribute a no-change report to a
NATO Spokesperson than to report no further word is available from the same
sources. Accessibility also implies openness and progress, two important image
builders during times of crisis.
m. Be thorough. Make every effort to pass the same information to all media agencies.
During crisis situations, the media and the public often depend entirely on PAOs
for information updates. If you do not pass new information to all agencies as
events unfold, you can damage future relationships. Consider posting updates to
website and social media platforms and directing all media to same location to
ensure consistency of message and fairness. This implies 24/7 access to updated
website in a timely manner. Log all media queries. See Annex 4-B for Response
to Query template and Annex 4-C for Response to Query Log template.
n. Be considerate. Take care not to violate privacy regulations. Respect the rules for
releasing casualty information before the next of kin is notified.
61
o. Be professional. Crises bring out the best and the worst in individuals and
organisations. Maintain a cool, balanced approach, and avoid being drawn into
activities that are not directly related to managing public communications.
p. Adhere to information/document management archival practices in accordance
with applicable NATO directives. Information management is critical when working
in a stressful situation within a group dynamic.
q. Be honest in preparing the post-crisis assessment. An after-action report can be
of tremendous value if prepared objectively, paying equal attention to successes
and failures. You can only find future solutions by analysing past failures.
3. Other Considerations for Crisis Management.
a. Appearance and tone do matter. Choose words appropriate to the situation and be
cognizant of underpinning context.
b. Mind the emotions/intellect pendulum as a crisis unfolds. There is a time for ‘cold,
scientific facts’ and there are circumstances where facts will not be heard as
emotions take control. Generally, issues can be discussed between groups of
professionals. But in public hearings, or in demonstrations, facts often give way to
emotions. If you can address a crisis early, as it begins to develop, you’ll have a
greater opportunity to win with intellectual arguments – and a greater number of
alternatives for action.
c. Command the information. Stay ahead of the story by maintaining follow-on press
releases, statements, making responders or support network officials available for
escorted media interviews.
d. Be perceived as having nothing to hide without speculating on causes or specifics
that may be part of an administrative, criminal or safety investigation.
e. Stay tight organizationally, but stay loose tactically. Flexibility is essential and
options should be continuously re-examined.
f. Constantly evaluate your messages and feedback. Watch the situation on an
hourly or daily basis. Use clippings, surveys, personal and public meetings, or
focus groups to gauge their information needs and perceptions.
g. Keep the communications lines open after the crisis. Maintain contact with your
allies and other audiences. Good communications never really ends. Internally,
review what the crisis has taught you about the effectiveness of your crisis
communications plan. Externally, you may have to replenish your goodwill ‘bank
account’. Opinion research can tell you how well you’ve weathered a crisis and
point the way for your communications between the crises.
h. A tactic that has worked, particularly in Afghanistan CIVCAS allegations, is to
deploy PA assets with a larger Crisis Action Team (CAT). This PA contingent of
the CAT would deploy to the incident site to document evidence and mitigation
efforts. The mission, resources and priority will dictate the size and composition of
such a team. Irrespective of those factors, the team must be competent, prepared
to deploy within the specified time and must be fully trained and knowledgeable as
to the mission and requirements. Product return and release is critical to success.
62
i. Manage the expectations of the public. Some issues cannot be fixed in days,
weeks or even months. Some are only resolvable through much higher levels of
diplomacy, policy or funding.
4. Checklist for Issues and Crisis Management.
Managing crises is similar in procedure to managing issues. The only real difference is
the speed at which events unfold and the degree to which the organisation becomes
overwhelmed. When a crisis erupts, the following activities should take place immediately.
In parentheses is the person in the organisation responsible for the action.
 Find out what happened. (Cmd. Group, CCOMC/Ops Team, issues management
team).
 Assemble the issues management team. (Cmdr.).
 Define the issue and the organisation’s position. (Cmdr. or SME as appropriate).
 Determine whether or not there are any legal implications. (Legal Advisor).
 Identify the SME. (Cmdr.).
 Identify the spokesperson(s); should be the SME. (Cmdr. with PAO advice).
 Continue to gather information. (Issues management team).
 Deploy assets as required and feasible. Ensure assets are briefed on their
requirements, are properly resources and have a clear understanding of their purpose.
Planning for rapid product return and release is critical.
 Keep record of events to help develop/update holding lines, statement, etc. (PAOs).
 Lateral coordination up the chain of command. (Cmdr. or MA/EA as appropriate).
 Develop initial statement. (PAO with SME and Legal Advisor [as required]).
 Develop any other required PA products such as talking points, news release,
backgrounder, etc. (PAO with SME and Legal Advisor [as required]).
 Alert website manager to post PA products as required. (PAO).
 Hold news conference if appropriate. (PAO should confer with higher HQ PA).
 Conduct regular briefings to the media. (Spokesperson with PAO support).
 Call in other resources if the existing team becomes overwhelmed or activate crisis
PA plan. (SME with PAO input).
 Assign someone as the anticipator to forecast crisis evolution and begin preparations.
(Cmdr. or issues management team leader).
 Monitor/Analyse media coverage and take corrective action as required. (PAO).
 Conduct comprehensive After Action Review – Implement lessons learned. (All).
63
5. Sample Headquarters Crisis Communications SOP.

SUBJECT: (Insert Unit) Crisis Communications SOP
1. Purpose. To establish a Crisis Communications SOP for (Insert Unit) that provides
an initial communication, IAW designated communication priorities, within one hour of
plan implementation.
2. Applicability. Personnel performing crisis communications duties for the Public
Affairs Office, (Insert Unit).
3. Coordination and Responsibilities.
a. PAO. As the crisis communications manager, the PAO is responsible for
formulating communications policy and objectives relating to the particular crisis;
provides expertise and assistance required to carry out command communications
policy; determines if it is necessary to formally notify the Higher Headquarters
according to applicable NATO guidance and policy; ensures timely preparation,
coordination, review and implementation of crises annexes; marshals Crisis
Communication team/resources; coordinates for a Legal Advisor support; ensures
coordination and timely release and dissemination of crisis communications to the
affected communities and media; coordinates crisis communication functions with
senior staff at the scene of the incident, when and if required. Implements the Crisis
Communication Team alert roster. The PAO coordinates this plan with the
Commander.
b. C, Media Operations/ Deputy PAO. In support of the CPAO, assumes duties
assigned by PAO; reviews crisis communication plan annexes; mans emergency
Operations Centre; and when implemented, coordinate crisis communication
functions.
c. Senior Non-commissioned Officer. In support of C, Media Operations/ Deputy
PAO, assumes duties as assigned by PAO or Deputy PAO; analyses installation
mission, location and infrastructure to identify likely crises; coordinates and
prepares crisis communication plan annexes; plans and establishes NMIC, when
and if implemented, to coordinate crisis communication functions; prepares Crisis
Communication Team alert roster with shift rotations to ensure site manning as
required.
d. Staff Legal Advisor. Provides legal guidance and reviews statements prior to
release.
4. Procedures.
a. This crisis communications plan will be implemented upon notification by the
Commander or other authorized person that a crisis exists.
i. The Commander, or designee such as the Deputy Commander, Chief of
Staff or J-3/Director of Operations, is the designated Crisis Team Manager
(CTM) for crises occurring within the facility.
ii. Exceptions: the Commander may designate a Commander or Commandant
of a subordinate unit as CTM for a localized crisis pertaining solely to
64
breaches of order, discipline or regulation by their assigned personnel (staff,

faculty or student body). The Commander has designated the Deputy
Commander and DCOS OPs to manage environmental crises occurring on
the facility.
b. The POC list at (Annex TBD) contains names and phone numbers of:
i. Commander and senior staff (J-staff, special staff, directors, tenant unit
commanders and commandants);
ii. Local and regional broadcast and print media, wire services news desks;
stance on military should be included.
iii. Mayors and public safety officials of adjacent communities;
iv. Senior headquarters’ and senior HQ PAOs will be maintained as an
appendix to this plan. The roster will be reviewed and updated semi-
annually.
c. Refer to the appropriate annex for crisis-specific guidance. Crisis communications
management fact/information sheets designed to provide guidance for each type
of situation identified as a smouldering crisis are at annexes plan. (Note – Each
potential crisis situation should be identified and addressed in separate annexes
or ‘playbooks’).
d. Only the PAO or PAO’s designee(s) may authorize release of information.
e. Members of the Crisis Communications Team will log their activities to facilitate
after action review for evaluation of crisis communications procedures.
5. Files. (UNCLAS) Electronic files will be used for coordination. Final version of the
product should be saved on NATO Secret EDMS (or NATO unclass EDMS when
available). When saving, adhere to EDMS standards for marking content so it is
searchable by all relevant personnel.
6. References.
(Note: Attach as applicable)
65
Chapter 4 - Media Activities (Operations)

1. Introduction.
a. Media Relations is the doctrinally acceptable term set forth in MC 0457/3 and AD
095-001 to describe the activities designed to provide information through
traditional mass communication means to NATO audiences. This Handbook
acknowledges this terminology but also recognises that mere connections or
associations and separate and isolated activities will no longer suffice at the
Tactical, Operational, and Strategic levels. It acknowledges an extremely complex
environment at each of those levels that requires an increased level of coordination
across the communication landscape. Therefore, this Handbook more
appropriately refers to the function as media operations to reflect the current
realities at those levels. Both terms are used interchangeably and are equally
acceptable.
b. Commanders and staffs, through their PAOs, will be prepared to respond to media
inquiries, issue statements, conduct briefings and interviews, arrange for access
to permanent and operational units, distribute information including imagery, etc.,
all as a means to develop relations with the purveyors and the consumers of news.
c. The media, in its traditional (print, radio, television) and social (bloggers, vloggers,
citizen journalists, etc.) forms, is a conduit to tell and show, in words and images,
the NATO story to local, national, and international audiences. Relationships with
the media must therefore be forged and strengthened on a proactive and continual
basis, particularly before a crisis emerges. Maintaining such relationships provides
the media with opportunities to constantly learn and receive updates about our
NATO organisations and to better understand how we operate in order to provide
appropriate context when reporting.
d. Since the Commander is likely to be seen as the most credible spokesperson for
his/her mission or headquarters, he/she will often speak publicly, and seek and
receive the advice and support of the CPAO, specifically in preparation for media
interviews or public engagements. However, any uniformed member of NATO
regardless of rank or position, who responds to media or speaks publicly about an
issue, will be perceived as "a NATO military spokesperson," regardless of whether
that is technically the case or not. All PA practitioners, particularly those working
in media operations, should be empowered to interact with the media to deliver the
agreed and appropriate Alliance messages in support of communications
objectives. Media interactions must be transparent and off-the-record interactions
should be the exception, not the norm. Everyone within the PA community should
be leveraged and empowered to engage the media in an official capacity, on the
record and fully attributed, provided those personnel are trained, knowledgeable
and acting within their lanes and responsibilities.
2. Guidelines to PAO - Working with Media. The following are guidelines for Mil PAOs
to follow when working with the media:
a. Develop a relationship with local, national and international reporters and maintain
regular contact. Once a firm relationship is established, journalists will continue to
contact that PAO.
66
b. Establish a specific system of contact with journalists (email, mobile). Maintain a

master media contact list and update it regularly.
c. Know and understand your local media. Understand the requirements, capabilities,
limitations, deadlines, political affiliation, biases, and other motivations of the local
media representatives. This understanding will better prepare your staff to meet
their needs and will assist with projecting your message to them.
d. Always return media calls or emails as soon as possible. Even if the answer is “I
don’t know” a speedy reply and an honest answer will assist in building relations
and credibility.
e. Be courteous and fair in dealing with various media agencies.
f. Help news media representatives obtain the releasable information they need. Do
not be obstructive. Bad news does not get better with age.
g. Be accurate. Check and confirm all factual information. Even if you are not quoted
extensively, your knowledge and attitude may have a considerable impact on the
journalist as far as the slant and tone of the report are concerned.
h. Do not compromise accuracy for timeliness. Release what information you can
verify as accurate before the reporter’s deadline with a promise to provide
additional information as it is available.
i. Always use accurate security classifications. If an item of information is classified,
say so but do not pretend it is classified simply to avoid answering sensitive
questions.
j. Have reasonable expectations. Competition for space and broadcast time is fierce
and editors and news directors decide which items to use.
k. Never make ‘off the record’ comments. All comments you make can be used and
attributed to you.
l. NATO supports freedom of the press. It is not appropriate for a PAO to pressure a
journalist to use or not use an item of information for publication or broadcast.
3. Requests for Information. Often, journalists will contact the Media Operations
Section with particular requests for information. The following are recommended
consideration points for addressing these requests:
a. Return media calls or emails as soon as possible.
b. Develop a system to record and log all media contacts (suggested templates are
provided at Annexes 4-B and 4-C) in order to:
i. Establish the exact nature of the enquiry (information to be used in
TV/Radio broadcast, live or recorded, for print, etc.).
ii. Determine specific questions and the reporter’s deadline.
67
iii. Determine the reporter’s level of knowledge of the subject matter. Do not
assume a reporter is either well-informed or ill-informed. You may need to
provide additional information.
iv. Ascertain what specific areas are intended to be covered.
c. Determine who will need to provide the information (SME) and coordinate the
request with SME to compile a draft response.
d. Collect, review and edit responses provided by SMEs. Be sure to get appropriate
clearances before releasing information to the media.
e. Get approval from chain of command (CPAO, COS, DCOM, COM, headquarters,
NATO PDD) and/or Legal Advisor and/or Political Advisor as appropriate.
f. Provide information to the reporter. Additionally, include copies of relevant material
such as fact sheets, news releases, backgrounders as appropriate.
g. Arrange for collecting copy of news article or broadcast.
h. Analyse and evaluate the final product: was information reported accurately? Were
the command’s messages incorporated into the story? Was the article positive
toward NATO, your command, the operation? Did you meet your specified aims?
i. Immediately correct any substantial factual errors, either during interviews or after
publication. Errors left uncorrected stand as fact.
j. Provide feedback to leadership and chain of command.
4. Requests for Interviews. Consider the following recommendations when receiving
requests for interviews:
a. Timely responses aid in fostering the PAO/media relationship.
b. Establish the exact nature of the enquiry (a template of Interview Planning Guide
is provided as Annex 4-N) by collecting the following information:
i. Will the information be used in TV/Radio broadcast, live or recorded, for
print, etc.?
ii. Determine specific questions or subject areas to be covered during the
interview.
iii. Determine the reporter’s level of knowledge of the subject matter.
iv. When does the reporter want to conduct the interview?
v. Who does the reporter want to interview? Assess if that is the best person
to be interviewed based on the subject areas to be covered. Determine
appropriate interviewee and concurrence from chain of command. (CPAO,
J-Head, Chief of Staff, Deputy Commander or Commander).
68
c. What is the effect the organisation desires to achieve if granting the interview?
Recommend using SMART35 to establish the aim of the interview.
d. Confirm availability of interviewee and interpreter if required.
e. Confirm details of interview with the journalist (date, time, place).
f. Prepare the interviewee (a template of SME Interview Preparation Worksheet is
included as Annex 4-O):
i. Coordinate with the relevant SME to provide briefing material and/or talking
points.
ii. Conduct practice interview session, if time allows. Include time to practice
communicating through an interpreter.
g. Coordinate interview (access for reporter, PAO escort, location free of background
noise).
h. Record interview for official record-keeping purposes. Prepare transcript to send
to higher headquarters.
i. Arrange for collecting copies of news article or broadcast.
j. Analyse and evaluate final product: was information reported accurately? Were
command’s master messages incorporated into the story? Was the article positive
toward NATO, your command, the operation?
k. Immediately correct any substantial factual errors, either during interviews or after
publication. Errors left uncorrected stand as fact.
l. Provide feedback to leadership and chain of command.
5. Releasable Products. The following are suggestions for releasable products. This list
is by no means exhaustive (See Appendix B).
a. News Releases. A well-written news release is a necessary ingredient of most, if
not all PA plans. The news release serves not only as a source of information, but
also provides notice to editors and news directors of policy developments,
operations, events, and activities they may wish to cover in greater depth using
their own resources. For this reason, news releases must also be sent to radio and
television stations, and posted on the organisation’s Intranet and the Internet. It is
standard practise to send out the same news release to all media agencies that
you deal with at the same time. A checklist and example for writing news releases
can be found as Annexes 4-J and 4-K.
i. All news releases must be approved by the appropriate level authority and
comply with NATO Visual Identification Standards. Potentially contentious
or significant releases should be coordinated with higher headquarters
before release.
35 Specific – target a specific area for improvement; Measurable – quantify or at least suggest an
indicator of progress; Assignable – specify who will do it; Realistic – state what results can realistically
be achieved, given available resources; Time-related – specify when the result(s) can be achieved.
69
ii. Ideally, the content of a news release should be coordinated and staff by
the chain of command (not necessarily the PAO) to the internal
military/political audience before the media receives it - particularly if it is
very negative or tragic information.
iii. The news release is just one way of achieving a specific communications
objective or effect. Bear in mind, however, that not all activities warrant the
issuing of a news release.
b. Media Advisories. Media advisories serve to alert media to upcoming events or
products which have been made available to the public, by means other than news
releases (e.g. advising of upcoming media events, news conferences, or postings
of documents or images on website and/or social media sites). An example of the
recommended format can be found at Annex 4-L.
c. Declassified Documents. Documents may, at the discretion of the Commander and
with the appropriate staff coordination, be declassified or redacted in order to
release to the public. Release of these products will not be a unilateral decision of
the PAO. They will require proper staff and Command Group consultation and will
require notification to the higher headquarters PA channels.
d. Facts Sheets. Prepared fact sheets with basic information about your command or
operation are always very useful background material for media. The PAO should
maintain and update these products as required. Quite often pre-approved fact
sheets serve as responses when answering to media queries. Recommendation:
including recent/relevant fact sheets on the organisation’s website.
e. Infographic. Prepared infographic sheets with information about the operation is
always very useful background material for media. The Infographic can be
published with an article or used as an addition for social media posts. An
infographic serves also as a response when answering media queries.
Recommendation: including recent/relevant fact sheets on the organisation’s
website and/or social media platforms as appropriate.
f. Social Media Postings. Media, third party advocates and citizens around the world
monitor social media sites of all varieties. PAOs should strive to make use of these
resources.
6. News Conferences.
a. News conferences are generally a good way to reach a large number of media
with the same message at the same time. They follow a set procedure and can be
excellent communication tools as long as they are well organised, taking the needs
of the media into account. There is always an opening statement by a
spokesperson then a Q&As session with media for a pre-determined time period.
b. News conferences should always be moderated by a PAO. The moderator is the
event manager who sets the ground rules and time limits, introduces news
conference spokespersons/participants, manages the Q&As session after the
initial statement and wraps up the event. The moderator also takes notes during
the event in case follow-up action is required.
70
c. At the conclusion of the news conference, a transcript of the event, audio file or
summary of topics (with specific relevant quotes) should be posted to further
highlight the event. Once posted, consider publishing an additional media advisory
directing interested parties to the website link or social media outlet.
d. A news conference aide memoire, news conference procedure, room layout and
sample moderator’s opening remarks are at Annex 4-I.
7. Background Interviews. Background interviews, also called ‘backgrounders’, are a
good way to maintain contact and develop your relationships with local media.
Backgrounders are typically information that is provided to a reporter that can be used
without specific attribution. A background interview can be used to inform or educate
a reporter about your organisation, operation or specific topic or issue. It can also be
used to provide context and depth to complicated issues. Note that there is also a PA
product called a ‘backgrounder’ (fact sheet) so use the term ‘background interview’ to
ensure clarity. Background interviews and briefs are not ‘off the record’.
8. OPSEC. The need for OPSEC, versus the media demands for access to information,
is a historic challenge that military commanders must meet. Commanders must keep
in mind that the principles of democracy dictate that their forces must maintain the
support and confidence of their populations. This necessitates an open and honest
flow of information. Access to this information may conflict with the need for security
in military operations. If this is the case, it is acceptable to tell a journalist that certain
information cannot be released for that reason. PAOs should consult with other staff
agencies for advice when deciding release criteria for information.
9. Media Embargoes.
a. ‘Embargoed’ Information. At times it may be necessary to ‘embargo’ information
given to the media. An embargo is an agreement with one or more media
representatives not to publish defined information before a specific date and time
(expressed in GMT(ZULU)). The importance of a media embargo cannot be
overstated because of the impact on operations and on soldiers’ lives. It should be
used sparingly, in cases where it is important that information is released, but is
protected in terms of time sensitivity or OPSEC. Embargo time should be kept to
the absolute minimum necessary for OPSEC.
b. Violation of a Media Embargo. Should a journalist violate the rules of an
established embargo, the rules violation will be immediately reported back to the
Theatre CPAO and the media representative’s parent organisation or bureau chief.
Punitive actions should be considered to include withdrawal of NATO support to
the journalist or agency. The CPAO within the command will decide the course of
action to be taken in such circumstances, upon consulting with the Command
Group and higher headquarters.
10. Media Registration.
a. All media requesting support or access to units to cover NATO operations must be
registered. This includes traditional media working for established news agencies,
freelance journalist, and the various military media representatives who are not
supporting units on the battlefield.
71
b. Registration versus Accreditation.

i. Accreditation is the verification and validation that a person represents a
legitimate commercial news organisation. This means that accrediting
national or international organisations will physically verify the affiliation of
an applicant with a specific news organisation. It can also refer to the
accreditation card or other document issued to the media representative.
MC 0457/3 establishes for NATO that accreditation of journalists or other
media representatives is a national responsibility. NATO PDD is
responsible to verify journalists accredited to NATO HQ.
ii. Registration, however, is the process confirming the credentials of a
journalist or other media representative, who may be required to fill out a
registration form (name, agency, phone numbers, etc., see example in
Annex 4-V) and provide proof of identity and affiliation with a news
organisation (NATO may issue a photo-registration card ) to manage
access to NATO Media Operations/Information Centres (NMICs/NMICs),
facilities, properties and people. It is merely an accounting tool, which
provides PAOs the ability to know what media are represented in the
theatre, where they are located, and their movement around the theatre.
This information is helpful in planning and conducting media logistical
support and transportation, and in preparing subordinate commands for
media encounters. It is also helpful to commanders who might want to
provide newsworthy events to the media. Registration also identifies which
news media have asked for military assistance and access, and have
formally agreed to the command's media ground rules.
iii. The command should develop a registration policy and procedures for
allowing media access facilities, conduct interviews or cover planned
events, exercises or operations. Measures should be taken to streamline
theatre and national requirements in a single policy to avoid confusion.
iv. The following are the general expectations for a registration program:
1. The PAO will be responsible for journalist screening, collection of
biographical/agency information and providing accreditation cards or
badges for the news media representative. Journalists’ information will
be updated periodically.
2. The PAO will frequently coordinate with the access-control authority to
ensure the PAO staff is informed of current policies and procedures for
allowing access to non-NATO personnel.
3. The PAO will act as the advocate for media in all planning and policy
development with respects to force protection and base security
measures.
4. Media will provide accurate personal and biographical information, news
bureau and employment information, medical information, current
passport information and subscribe to other mandated measures (i.e.
photographic and biometric database, etc.).
72
5. The media personnel will be required to provide valid media credentials

in order to access NATO military compounds.
6. Journalists who refuse to agree to the military ground rules and who are
not registered will receive only the support and information assistance
as provided to the general public.
7. Journalists should be informed that registration and acceptance of
media ground rules will entitle them to better access to units and SMEs,
and provision of military ground and air transportation when possible.
v. The registration process is conducted in five basic steps:
1. Verify the identity of the news media representative (including checking
for valid passport/visa, professional media organisation membership
card, media ID card, other military press credentials, etc.)
2. Have them sign an agreement to abide by the established media ground
rules for the operation in exchange for granting support, access to units,
information and other privileges. If required, revoke credentials for those
who violate the ground rules (enforcement of this requirement is
essential).
3. Have news media representatives agree to and sign a liability waiver
that frees the military of responsibility if the media representative is killed
or injured as a result of covering the operation (an example of a waiver
of liability is at Annex 4-R). Any modifications to the waiver should be
reviewed by your legal advisor.
4. Give news media representatives proof of registration (memorandum,
press card, press badge or other identification).
5. Maintain a roster of registered media representatives and their assigned
locations / units (when embedded) during the time they are receiving
military support.
11. Media Escorts. Commands are required to address media escort requirements and,
as with the accreditation policy, streamlining of national policies should be attempted.
The following are expectations for media escort duties.
a. Media must be accredited prior to access to NATO operations.
b. Media should be escorted at all times.
c. Preferably, media escorts should be trained PAO staff members. However, history
shows that there are not enough PAO personnel to accommodate the high number
of media which cover NATO operations, particularly at the tactical level. In this
case, designated personnel, trained and empowered to fulfil the duties can be
authorized by the local command to perform the tasks of media escort.
d. Duties of Escort:
i. Brief media on expectations; re-iterate and enforce ground rules.
73
ii. Facilitate media through security and within military facilities.

iii. Ensure compliance with timelines and military procedures.
iv. Put military terms and concepts into context.
v. Explain and enforce OPSEC.
vi. Pitch additional stories and allow journalists to engage with interesting
people (identify in advance).
vii. Allow journalists to see/touch military equipment, observe military
demonstration.
viii. Assist media with filing products through military communication systems
as required.
ix. Conduct an after action review and assessments at completion of the
escort.
12. Embedded media. The practice of placing journalists within and under the control of
one side’s military during an armed conflict for a longer period. Embedded reporters
and photographers are attached to a specific military unit and permitted to accompany
troops into combat zones. During the embedded period a journalist can be attached
to a troop member (escort). PAO ensures the escort is fully aware and trained to
accompany media. See Annex 4-Q.
13. Media Training. Commanders, designated spokespersons or SMEs commonly called
upon to make media statements or be interviewed should undergo formal media
training. Chapter 7 of this Handbook covers the various aspects of PA training.
14. Working with Interpreters. In the NATO environment, it is often necessary to work
with interpreters. It is important to work with accredited and trusted interpreters when
conducting interviews. Interpreters are often local civilian hires and can be a good
source of cultural information. A comprehensive list of planning factors for working
with interpreters is included as Appendix G at the back of the Handbook.
15. Establish NATO Media Information Centre (NMIC), constituted by the deployment
of up to four Joint Media Operations Teams and Combat Camera. See Annex 4-A.
74
Annex 4-A Establishing a NATO Media Information Centre
1. NATO Media Information Centre (NMIC)36.

a. NMICs fulfil the requirement for a focal point for the news media during military
operations. The NMIC is an element of a PA office or section established within a
NATO body, mission or operation, to deal with day-to-day management of media
operations, specifically in response to crisis management. In essence, it is a
command post for media support efforts. It serves as both the primary information
source and as a logistical support and coordination base for commercial news
organisations covering the operation.
b. NMICs are organised when large numbers of news media representatives are
anticipated to cover military activities and may be formed for all types of operations
or for any stage within an operation.
c. NMICs are subordinate to the command's PAO and should support and be
responsible to the senior Commander of the operation on a 24-hour basis. They
provide the Commander a professional, immediately available, fully trained
organisation designed to respond to HN, regional and international civilian media
interest in NATO military operations.
d. NMICs are comprised of up to five Joint Media Operation Teams (JMOT) and
Combat Camera.
e. A recommended Crisis Establish (CE) structure for a NMIC is included at the end
of this Annex; however actual number of personnel will be dependent on the
operation, mission, activity, or exercise.
f. In addition, the NMIC provides the following functions:
i. Act as the primary interface between the Joint Force and the media.
ii. Act as the primary information release mechanism for the Joint
Commander; including responsibility for OPSEC and Personal Security
(PERSEC).
iii. Provide oversight and enforcement of media guidelines and ground rules.
iv. Develop and integrate MilPA plans and programmes within overall
StratCom Integrated Communications Plan.
v. Coordinate media coverage, visits and embeds.
vi. Provide media registration and accreditation.
vii. Coordinate with all participating Alliance national PA/MilPA entities.
viii. Prepare and conduct press briefings and news conferences.
36The term NMIC replaces the term NMOC (NATO Media Operations Centre). All functions for MilPA
are included the NMIC.
75
ix. Facilitate the declassification and release of operational imagery and

weapon system video.
x. Collect, archive and disseminate imagery.
xi. Conduct Media Monitoring as part of IEA.
xii. Conduct Digital Engagement and Outreach.
g. The Joint Media Operations Team (JMOT) is able to:
i. Act as the primary interface between a commander and the media.
ii. Develop plans and programs for MilPA activities.
iii. Coordinate media coverage, visits and embeds.
iv. Prepare and conduct press briefings and news conferences.
v. Conduct Media Monitoring as part of IEA.
vi. Conduct Digital Engagement and Outreach.
vii. Provide the C2 framework for an NMIC.
h. The Combat Camera Team(s) is able to:
i. Collect, Edit and Transmit video imagery and audio products.
ii. Collect, Edit and Transmit still photography.
iii. Conduct interviews, write and edit stories.
i. The physical facilities of the NMIC should be adequate to accomplish the mission
and project a professional image to internal and external visitors. Daily operations
necessitate that the NMIC staff work space, including equipment areas, meeting
rooms and security control points, are separate from any media work space that
may be made available to media in the NMIC. Access to open internet, also
referred to as “dirty” internet lines to conduct media and social media analysis.
Security conditions for a particular operation may preclude allowing media into the
PAO workspace, and media may have their own working arrangements, including
being accommodated with national contingents, thereby reducing the demand for
work space in the NMIC.
j. If feasible, a separate area outside the security zone needs to be available to
conduct news conferences and briefings. Included in this requirement is adequate
internet, lighting, excess noise levels reduced, sound system available,
simultaneous translation equipment, electrical power access available, splitter box,
stage or raised platform for both the participants and for television/still
photographers, seating arrangements which can accommodate the anticipated
number of media, and support requirements for interpreters.
k. During the first 24 hours after arrival in a new theatre of operation, a NMIC can
provide limited media support services. But within this first operational day, the
NMIC must:
76
i. Establish a ‘hasty media centre’ as the initial focal point for the news media
until additional media support forces arrive.
ii. Establish communication with higher and subordinate HQ, SHAPE and
NATO HQ and with units operating within the theatre.
iii. In coordination with Higher HQs, establish / identify designated location on
website to post official communications, such a press announcements, duty
phone numbers, etc.
iv. Gain a situational awareness of the media in theatre under Alliance national
invitations.
v. Establish command structure, lines of authority and release authority within
the theatre.
vi. Coordinate with appropriate authority for leasing and purchasing contracts.
vii. Begin to register news media personnel in the area.
viii. Provide basic media support (coordination of media access to subordinate
units and media escort as resources permit).
ix. Assist or conduct command news briefings and conferences.
x. Coordinate SME interviews.
xi. Be capable of assisting in the transmission of media products.
2. Digital Engagement. Establish which digital platforms (web & social media accounts)
to use, post to and monitor.
3. Example of PA lines of authority of a DJFC NMIC:
NATO HQ
PDD, MOC
HQ SHAPE
PA Office
Coordination
HNs
DJFC HQ NMIC
PA Office
Coordination
ACC SOCC LCC MCC JLSG

PA Office PA Office PA Office PA Office PAOs
77
4. Example NMIC organisation.

a. Part of the Initial Entry Force (IEF) will be the PA team of deployed JFC HQ. The
NMIC will start to deploy with and co-locate with the initial CE and will be the main
POC for all media in the theatre. The head of NMIC is the deployed JFC HQ PA
advisor (DJFC CPAO) and the NMIC/PAO organisation is as follows:
# Post Rank Unit

Command and Administration
1 CPAO OF-5 JFC
2 Admin NCO OR-7 Augmentee
3 Technician OR-5 Augmentee
4 Chief, PA Plans and Analysis OF-4 JFC
5 Staff Officer, PA Plans OF-4 JFC
6 Staff Officer, Visual Information Plans OF-2 JFC
7 NCO, PA Plans OR-7 Augmentee
8 Staff Officer, Media Analysis - Day OF-2 Augmentee
9 Staff Officer, Media Analysis - Night OF-2 Augmentee
10 NCO, Media Analysis OR-7 Augmentee
11 NCO, Media Analysis OR-5 Augmentee
12 Chief, Media Operations/Deputy CPAO OF-4 JFC
13 Deputy Chief, Media Ops OF-4 Augmentee
14 Staff Officer, Media Operations OF-3 JFC
15 Staff Officer, Media Operations OF-2 Augmentee
16 NCO, Media Operations OR-8 JFC
17 NCO, Media Operations OR-6 Augmentee
18 Chief, Social Media OF-3 Augmentee
19 NCO, Social Media OR-7 Augmentee
20 Chief, Production OF-3 Augmentee
21 NCO, Combat Camera / Editor OR-6 Augmentee
22 NCO, Combat Camera Photographer / Videographer OR-8 JFC
23 NCO, Combat Camera Videographer / Photographer OR-5 Augmentee
HN's PAO LNO's
24 HN 1 PAO Staff Officer OF-2/3 Augmentee
78
5. Recommended CE for Crisis Response Operations NMIC.

Command and Administration
# Position Recommended Supervisor
Rank
1 CPAO OF-5 Commander
2 Executive Officer OF-3 CPAO
3 SGM OR-9 CPAO
4 Technician OR-6 SGM
5 Technician OR-5 SGM
6 Admin NCO OR-7 SGM
7 Admin Assistant OR-4 Admin NCO
8 Driver OR-4 Admin NCO
9 Chief, PA Plans and Analysis OF-4 CPAO
10 Chief, PA Plans OF-3 Chief, PA
Plans/Analysis
11 Staff Officer, PA Plans OF-2 Chief, PA Plans
12 Staff Officer, Visual Information OF-2 Chief, PA Plans
Plans
13 NCO, PA Plans OR-7 Chief, PA Plans
14 Chief, Media Analysis OF-3 Chief, PA
Plans/Analysis
15 Staff Officer, Media Analysis - Day OF-2 Chief, Media
Analysis
16 Staff Officer, Media Analysis - OF-2 Chief, Media
Night Analysis
17 NCO, Media Analysis OR-7 Chief, Media
Analysis
18 NCO, Media Analysis OR-5 Chief, Media
Analysis
19 Chief, Media Operations/Deputy OF-4 CPAO
CPAO
20 Deputy, Media Operations OF-3 Chief, Media
Operations
21 NCO, Media Operations OR-8 Chief, Media
Operations
22 Staff Officer, Media Operations OF-2 Chief, Media
Operations
23 Staff Officer, Media Operations OF-2 Chief, Media
Operations
Operations
Operations
26 Chief, Social Media OF-3 CPAO
27 Deputy Chief Social Media OF-2 Chief, Social Media
28 Staff Officer, Social Media OF-2 Chief, Social Media
29 NCO, Social Media OR-7 Chief, Social Media
30 Chief, Production OF-3 CPAO
79
31 NCO, Production OR-7 Chief, Production

32 Editor OR-6 Chief, Production
33 Editor OR-6 Chief, Production
34 NCO, Combat Camera OR-8 Chief, Production
35 Combat Camera Photographer OR-5 NCO, Combat
Camera
Camera
Camera
38 Combat Camera Videographer OR-5 NCO, Combat
Camera
Camera
Camera
HN’s PAO LNOs

41 LNO OF-2/3
…
80
Annex 4-B Response to Query Form
Response to Query Record Form
SUPREME HEADQUARTERS ALLIED POWERS EUROPE

PUBLIC AFFAIRS OFFICE
B-7010 SHAPE, Belgium
Control Number:
Issue:
Date: RTQ Taken by:
Reporter’s Name Reporter’s Agency

and Badge and Bureau:
Number:
Phone Number: Mobile Number:
E-mail: Reporter’s deadline:
Specific Questions:
Actions Taken:
(Include
coordination /
information
sources)
Follow-up Actions:
Reviewed and Close out Date:

Closed out by:
Naming Convention
Control #: YYYYMMDD-(Sequence #)
Save as (File Name) on DHS: (Control Number), Issue, Agency, Reporter
81
Annex 4-C Response to Query Log
RTQ TRACKER
Supreme Headquarters Allied Powers Europe
Control Date/Time Date/Time Reporter's Medium Reporter's Issue Action Action Taken Hyperlink to RTQ
Number Received Responded Name Agency/Bureau Officer
82
Annex 4-D Media Registration and Reception Log

(Note: this can be used for single day events such as press conference, DV day or when
tracking approved embedded media during training & exercises)
Name Badge Type Agency DTG In DTG Out

and #
83
Annex 4-E Example Theatre Media Tracking Report

Recommended matrix to maintain situational awareness of embeds, current status of
embed requests, and provides a convenient briefing reference to inform the command
and higher HQ Public Affairs. This example is created in Word for inclusion in the
Handbook, but a spreadsheet (Excel or Access) would be of more utility to the user.
Embedded Approved Completed Pending Cancelled Disapproved Military

Approval Journalist
News Badge Region/ Request Sent to Region Ground
Journalist’s Name Start End Unit Intent Remarks
Organisation # Location Received Region Accepts Rules
Current Embeds
Y
Smith, James CNN 0458 14 Mar 24 Mar HQ HQ Day in the life of COM 15Feb 16Feb 20Feb
14Feb
Y
Johnson, Barry BBC 9231 4 Mar 19 Mar MR-S TF32 Cover offensive in MR-S 4Feb 6Feb 8Feb
3Feb
Y
McDonald, Don BFBS N/A 28 Feb 8 Mar MR-S 4/31 Command info 22Feb 22Feb 25Feb
14Feb
Y
Bond, James ITV 5400 28 Feb 6Mar MR-W WelGrd to cover combat ops 15Jan 17Jan 19Jan
10Feb
Y
Holmes, Gary CanPress 3045 26 Feb 24Mar MR-E BlkWtch To cover combat ops 12Feb 15Feb 17Feb
7Feb
Approved – Awaiting Embed Start

Y
Mamie, Joseph Xuhan Radio 0023 25 Mar 25 Apr MR-N 3rdBN Economic projects 1Mar 3Mar
22Aug
Y Journo cancelled due to logistics
Jackson, Chris NATO TV 0210 26 Mar 23Apr MR-N FRA BG R&D 5Mar 7Mar
8Sep issues.
Y
Keen, Jon Foreign Affairs 6783 8 Apr 22Apr MR-E BlkWtch COIN Strategy at tactical level 15Mar
27Aug
Y
Norris, Charles Techno Talk 8374 13 Apr 2May MR-W WelGrd UK Force Pro Eqpt. 15Mar
25May
Pending Approval
Kasporov, Joey Rus TV 9284 MR-W TF 2-2 11Mar Pending
Johnson, Martin Eyewitness TV 3547 MR-N 3rdBN PRT Activities 12Mar Pending
Embed Complete
Y
Wight, Jonathan Western News 5771 2Aug 19Aug MR-W TF 2-2 To cover combat ops 10Jul 12Jul 14Jul Story ran in WN on 3 Dec 09
10Jun
Y
Labelle, Paul Czech Times 3339 23Sep 29Sep MR-S 4/31 To cover combat ops 15Aug 17Aug 19Aug Story ran in CT 3 Oct
14Jul
Y
Bardot, Ricky AFP 6582 8Oct 5Apr MR-N 3rdBN To cover combat ops 15Sep 17Sep 19Sep Carried throughout wire service
18Aug
84
Annex 4-F Media Kit Guidelines

1. Media Kits are an effective tool to inform media representatives about the command,
operation, or standard issues prior to the event. They ensure that information is
accurate from the command’s perspective.
2. Consider inclusion of the following information when developing a press kit:
a. Schedule of events – do not forget contingency arrangements.
b. Ground Rules.
c. Strip maps, key routes, sites.
d. Fact sheets – equipment, organisations.
e. Infographic – visualisation of tools, equipment, and/ or procedures.
f. Biographies – key personalities or keynote speakers.
g. Advance copies of key note speeches.
h. Press releases, media advisories, special events calendar.
i. Video/Photos and cutlines.
j. Frequently Asked Questions (FAQs).
k. General information (i.e. command/organisational structure, rank structure, etc.).
l. Acronyms list.
m. Local lodging and restaurants.
n. Documentation referenced by SMEs or spokespersons.
o. Other information directed by the command.
3. Consider the following when preparing press kits:
a. Provide a PAO POC on each item in the press kit.
b. Make it professional and attractive. A simple folder with inside pockets is sufficient.
c. Get approval. Submit kit ideas to the PAO and appropriate approval authority for
review and approval.
d. Maintain OPSEC. Use open source information when possible.
e. Review press kits frequently to ensure the information is current and relevant to
the specific event.
f. Provide e-mail addresses and links to social media sites. Invite the media to join
those sites.
85
Annex 4-G Recommended for Media Packing List

IDENTIFICATION
Passport
National ID Card
Press Credentials
FINANCIAL COMMENTS
Cash Dining and mess facilities may only accept cash
Credit Card For incidental expenses
QTY CLOTHING & EQUIPMENT (Minimum requirements)

1 Backpack (day and a half pack)
1 Luggage tag
1 Large garbage bag Line backpack to keep clothing dry
4 Underwear Appropriate for season and region
4 Socks Wool blends best to keep feet dry
4 Under shirts
2 Long sleeve shirts, cotton, button Protect skin from sun and insects
2 Cotton trousers (jeans or fatigue-type)
1 pr Hiking boots Safety footwear may be advisable on board ships
1 pr Athletic shoes (cross trainers) All terrain running shoes
1 Baseball cap/hat Sun/rain protection
1 pr Sunglasses Wrap-around, poly-carb for eye protection
1 pr Dust goggles
1 pr Extra pair of prescription glasses
1 Hooded raincoat, Gore-tex material
1 pr Gloves Protective / seasonal dependant
1 Fleece jacket liner Appropriate for season and region
1 Sleeping bag Appropriate for season and region
1 Sleeping mat or pad
1 Mini-flashlight with batteries and red lens
Extra batteries
1 Camelbak-type water container
1 Face scarf For dusty conditions
1 Kevlar helmet
1 Flak vest (with protective armour plates)
1 Alarm clock, battery powered
1 Electrical surge suppressor
1 Charger with Electrical power converter Appropriate to Host Nation voltage and format
Journalism equipment and supplies
Life jacket is required onboard ships. Depending on national
policies, some units could loan this equipment and other
protective gear prior coordination.
QTY HYGIENE ITEMS

1 Razor (As required)
1 Toothbrush
1 Toothpaste
1 Deodorant
1 Sun screen
1 Shampoo (sample size)
1 Bar soap
2 Bath towel, medium size
2 Wash cloth
1 Roll of toilet paper (ziplock bag)
Over the counter or prescription medicines Optional - 30 days worth (consider anti-motion sickness pills if
required, e.g., when embedded on board ships)
3 Laundry soap (individual portions)
1 Foot powder Optional
1 pr Shower shoes
Journalists may bring sufficient equipment to cover operations. However, it is the journalist’s responsibility to carry their own gear.
Transmitters are authorized but blackouts may be imposed as per tactical and OPSEC requirements.
All equipment and clothing should be neutral, subdued colours for tactical considerations. Avoid easily flammable synthetic fabrics.
Please refer questions to Public Affairs – Media Operations (insert contact information).
86
Annex 4-H Media at Entry Control Points

The following is recommended verbiage for Entry Control Point (ECP) Media Guidance.
1. Units will ensure that base/unit security elements are provided current approved
media rosters.
2. ECP elements will be directed and rehearsed on the following tasks when approached
by media attempting to gain access to the base/unit or attempting to document
base/unit entry points:
a. Check media representative credentials. Only media listed on the current media
rosters will be allowed access to the base/unit unless accompanied by PAO
personnel. Media not listed on the approved media roster will be professionally
informed that they must contact the PAO for proper credentialing and denied
access to the base/unit. Base/unit security personnel will attempt to gain the
names of the media representatives and forward them to the PAO for tracking.
b. If credentialed media is unaccompanied by PAO personnel, the security
detachment will hold the media at the gate/gangway and notify PAO office.
c. Media attempting to take photographs of ECPs procedures or force protection
measures will be asked to delete the photographs, explaining that release of force
protection measures could release sensitive information to the enemy which could
result in coalition forces being injured or killed and that as stipulated in the media
ground rules, the reporter has an obligation to comply with these instructions or
have their credentials revoked. Observe and verify that the media has deleted or
erased the images. Report the situation to the PAO immediately. Forward the
reporter’s name, agency and credential numbers to the PAO.
d. Individuals documenting ECP procedures who do not possess any form of
credentials will be detained and treated in accordance with the current policy.
e. At no time will the media representative be allowed into an operations centre/room
or sensitive area without first making positive hand-off to a PAO representative.
87
Annex 4-I Preparing for a News Conference
1. Preparation. Use the following points as a guideline for organising and conducting
the news conference:
a. Obtain appropriate approvals. Your news conference should not come as a
surprise to the chain of command.
b. Consider national and international linkages and issues. Local issues may have
something in common with regional, national, and international issues.
c. Is a news conference the appropriate way to deliver the message? What effect are
you seeking to achieve and is this announcement or occurrence of important news
value? Identify measurement parameters (how are we defining success?) based
on desired effect.
d. Select the proper spokesperson. The principal spokesperson should be the most
senior and knowledgeable person available. You should thoroughly brief this
spokesperson using background material and relevant Q&As and then conduct a
rehearsal. Likewise prepare appropriate SMEs.
e. Select the proper venue. Choose a location large enough to accommodate the
numbers of journalists likely to attend. Confirm adequate electrical power is
available to accommodate television lights. Ensure facility has WiFi accessible to
the media. Make sure the location is easily accessible, and that media do not have
to carry heavy equipment long distances.
f. Access to venue. Facilitate access to the location of the news conference, to
include gate/ post access.
g. Interpreter. Determine if Interpreter is needed for press conference. If yes, how will
interpretation be done? Simultaneous and Sequential?
h. Send out invitations. Once coordinated with Higher HQs, send out a media
advisory usually about two-three days before the news conference, unless a news
conference is called at short notice following breaking news. Distribution for the
media advisory should include posting on the website, emailing to media
distribution list and potentially posting on social media platforms. Follow up the day
before with a telephone call to media, editors, or news directors. The day of the
news conference, set up a media register to record which agencies attended. If
time permits after the event, check back with those who did not show to find out
why and to offer them a copy of the media package you prepared for the event.
This demonstrates interest on your part, and it may help you get a better turnout
at future news conferences.
i. Establish ground rules. Based on the location of the news conference, identify the
media ground rules. Coordinate ground rules with host nation and higher
headquarters.
j. Prepare media kits and handouts carefully. Media kits are valuable aids because
they allow the officer who is conducting the news conference to refer to the kit for
technical questions or statistical details. The person giving the news conference
must be completely familiar with the contents of the kit, since credibility can suffer
88
if that person mistakenly refers to information not included in the kits. Distribute the
information kits and copies of prepared remarks before the news conference starts.
Refer to Annex 4-F Media Kit Guidelines.
k. Identify a moderator. As the PAO on site, you will often serve as moderator. The
moderator introduces the person giving the news conference, summarises the
contents of the information kit, and indicates who is next in line to ask questions.
Basically, the moderator is a low-key master of ceremonies. As the moderator,
state the ground rules for the news conference and indicate the scope of material
to be covered in advance of the spokesperson’s arrival. If there is a time limit, let
the media know from the beginning. The moderator also has the important job of
bringing the news conference to a smooth conclusion, such as "I see we’re nearly
out of time. I’ll take one last question, please."
l. Select visual aids carefully. Make sure the media know from the outset which visual
aids will be available. For example, both television and print journalists will want
copies of photographs, B-Roll, charts, infographics and other available products.
If copies are not immediately available, you should say so, but be prepared to
provide them later on.
m. Accommodate all media. The table or lectern for the spokesperson giving the news
conference should be the focus of the proceedings, at the front of the room, ideally
on a slightly raised platform. You should prepare a large central aisle to permit
camera operators to shoot straight on. If you provide a centre aisle, make sure
there are also wide side aisles to give camera operators the freedom to move
during the news conference and to allow for unobtrusive access for late arrivals.
Alternatively, you should provide camera risers at the back of the room to permit
filming over the heads of other participants. In an outdoor setting, you can mark off
a semicircle facing the spokesperson, to allow the news conference participants
and the media to arrange themselves according to their requirements. Television
reporters usually want to maintain eye contact with their camera operators, and
broadcast reporters generally prefer to sit near the front of the room so they can
adjust sound levels. Generally speaking, print journalists can sit anywhere. From
a technical point of view, make sure appropriate audio-feed facilities are available
for all journalists who want to record the news conference. This usually includes a
set up of splitter boxes or patch boards off to one side or in the middle in front of
the cameras. These boxes or boards negate the need for every journalist to place
a microphone in front of the spokesperson giving the news conference.
n. Be prepared for frequent movement during the news conference. Movement is a
feature of news conferences which is often unexpected by those taking part for the
first time. Broadcast reporters move about to change adjust levels, television-
camera operators wander around looking for interesting angles, and
photographers move back and forth to obtain a variety of pictures. Be prepared for
movement within the Ground Rules, and brief the spokesperson/ SME giving the
news conference accordingly.
o. Time the news conference well. Ideally, news conferences should take place
between 10:00 and 11:30 a.m. This allows assignment chiefs time to locate and
assign reporters and gives media enough time to prepare for the event. A late-
morning news conference also ensures that night-shift personnel are off duty, and
89
day-shift people are well into their workday. This timing permits editors and news
directors to feature the material from the news conference on noon newscasts and
in afternoon and early-evening editions. News conferences in the afternoon run
the risk of being overtaken by fast-breaking stories. Also, media are sometimes
late. The later a news conference is scheduled, the more likely the chances that
the reporters assigned to cover it will be delayed or reassigned. In scheduling the
date and time for the news conference, consider the competition from other
scheduled events in the area.
2. Procedure for Conducting News Conferences. News conferences follow a set
procedure to ensure that the process is fair for both the organisation holding the news
conference and the media.
a. Moderator and spokesperson meet before the news conference starts to discuss
any final points. The moderator tells the spokesperson which media are present
and re-iterates main three points to be made at the news conference.
b. Five-minutes prior the appointed start time of the news conference, the moderator
introduces him/herself and outlines the procedure for the news conference and the
ground rules (as previously coordinated with Higher HQs, staff, spokesperson,
SME). Media are usually given one question then a supplementary.
c. Moderator gives a one-minute warning. Reminds media to silence all equipment.
d. Moderator introduces the spokesperson.
e. Spokesperson gives the prepared statement.
f. Moderator begins the Q&As session.
g. Q&As.
h. Moderator announces “Last Question.”
i. Last question or time limit is met.
j. Spokesperson ends with final statement, reiterating top three points.
k. Moderator ends news conference.
l. Spokesperson exits briefing room by the most direct route.
m. Conduct follow-on interviews if appropriate.
n. Debrief spokesperson.
o. Evaluate news conference comparing with measures of success defined during
the planning process.
90
Briefing Set-up Checklist

Briefing Subject Briefing Date Briefing Time
Speaker Briefing Location
Personnel Prep
Speaker provided talking points and 5 “most expected/ 5 “most challenging”
questions
Information environment assessment conducted
Speaker media prep “murder board” conducted
Facilitator selected and briefed
Escorts selected and briefed
Interpreters selected and briefed
Rehearsal conducted
SMART37 aims established
Site Prep
Briefing area secure and separated from the from the HQ’s/unit’s operations
centre or other sensitive spaces
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 it been checked/tested
Suitable WiFi
Suitable backdrop
Are the following items on hand (as appropriate):
Podium Pointer
Public address system Computer w/ CD/DVD
Projector screen Video Projector
Splitter box Television monitor
Lighting system Visual aids
Maps of area of operation News releases / press packets
Interpreter booth
Video camera or digital voice recorder to record briefing
Event catered or refreshments provided (as per funding regulations)
Sequence Plan
Secure media reception area
If necessary, media searched passing through security (Entry Control Point,
Building security, etc.)
Escort media into briefing area
Ground rules established by facilitator prior to SME arrival
SMEs introduced
Questions monitored and ground rules enforced
Escort media to reception area when briefing complete
After action review (AAR) completed and forwarded to CPAO
37 Specific – target a specific area for improvement; Measurable – quantify or at least suggest an
indicator of progress; Assignable – specify who will do it; Realistic – state what results can realistically
be achieved, given available resources; Time-related – specify when the result(s) can be achieved.
91
General Layout for a Press Conference
Separate Appropriate Backdrop
Entrance/Exit
for Spokesman
Spokesman’s
Podium
Area for
Digital
Recorders
Question Question
Mic
Question Mic
Mic
Media Seating Area
• Adequate Seating Media Seating Area

• Translation Headsets
• Media Kits in Seats
General Layout for a Press Conference
92
Video Camera Area Separate
Entrance/Exit
Audio Board for Spokesman
with
Access to
Power/Elec
Splitter Box
Media register,
receive media
Interpreters’ Media kits and sign
Booth Media
Registration for headphones
Kits here
Desk
Annex 4-J News Release Checklist
A News Release/ Press Release is a written communication that reports specific but brief
information about an event, circumstance, new equipment, or other happening.
The following checklist highlights the considerations for preparing a news release:
Decision Criteria
1. Is the information newsworthy?
2. What are we trying to achieve with the news release?
3. Is it more appropriate to have a news conference to get this information out?
4. For example:
a. Is the issue too complex for a news release?
b. In crisis situations, it is important to show that NATO has control of the situation and who is in
charge.
c. Will a news release give the perception that the organisation is hiding something?
5. Are we the appropriate organisation to be putting out this information? We do not speak for
NGOs, our allies, other governments or civilians.
6. Use news releases judiciously. Constantly posting releases with nothing substantive become
‘white noise’ and are soon ignored.
Production
1. Does the release answer the five Ws and two Hs? Are there any other details that should be
included?
2. Information arranged in descending order of importance (inverted pyramid)?
3. Does the release simply state the facts and events - no adjectives or adverbs?
4. Is the news release brief enough?
5. Does the news release conform to NATO style considerations?
6. Is the news release on proper letterhead with the name of a contact person?
7. Is the news release properly dated?
8. Is the news release for general, immediate, or delayed release?
9. Are the words ‘-END TEXT-‘ positioned at the end of the news release?
10. Are ‘Notes to the Editor’ positioned after the ‘-END TEXT-‘?
11. Make sure that you ‘accept all changes’ in the document and resave it to remove traces of earlier
edits AND the DRAFT watermark.
12. Have you checked that the contact phone number works what happens out of working hours? Is
there a duty officer number?
13. Has the news release been translated (if required and after approval)?
Approval
1. Have proper clearances by the chain of command been obtained?
2. Is the PA TechNet aware?
Release
1. To whom will you send the news release? Have you given copies of the news release to all of the
appropriate agencies?
2. How will you issue the news release?
3. When exactly will you release it?
4. Have you prepared a web version of the news release?
5. Will the release be posted on the social media sites?
Post Release
1. Is the original hard copy news release with original approval signatures on file?
2. Is the final, approved electronic version of the news release filed in the office electronic archive?
3. Did we meet our aims in distributing this news release?
93
Annex 4-K News Release Example
SUPREME HEADQUARTERS ALLIED POWERS EUROPE

ALLIED COMMAND OPERATIONS
NEWS RELEASE
SHAPE welcomes Romanian Chief of Defence Staff
13 January 2020
SHAPE, Belgium – The Romanian Chief of Defence Staff Lieutenant General Daniel
Petrescu visited Supreme Headquarters Allied Powers Europe (SHAPE) in Mons,
Belgium on Monday, Jan. 13, 2020.
Supreme Allied Commander Europe General Tod D. Wolters hosted Lieutenant General
Petrescu during the scheduled visit. The two and their staffs took part in discussions
focusing on: Headquarters Multinational Division South-East, Romania’s contribution to
NATO’s Readiness Initiative and Command Structure Adaptation, and the status of
training initiatives along with the country’s focus within NATO throughout the new year.
Romania joined the Alliance as a member nation in March 2004 after the Prague Summit.
They have contributed to missions in Bosnia and Herzegovina, Albania, Afghanistan and
Iraq.
Lieutenant General Petrescu was appointed to the position of Chief of Defence in

December 2019. He has also held various tactical, operational and strategic level
positions within the Romanian Armed Forces, NATO Headquarters and in multiple
theatres of operation.
- END -
SHAPE, Belgium (Jan. 13, 2020) Supreme
Allied Commander Europe General Tod D.
Wolters, left, greets Romanian Chief of
Defence Staff Lieutenant General Daniel
Petrescu during a visit to Supreme
Headquarters Allied Powers Europe.
During the visit General Wolters and
Lieutenant General Petrescu held
discussions focusing on Romania’s
involvement within NATO for the New
Year. (SHAPE Photo by MC1 Brett Dodge)
Allied Command Operations Public Affairs Office at SHAPE:

Tel: +32 (0)65 44 4119 (week days 0830 – 1730)
Mobile: 0032 (0) 475 77 31 05 (week days 1730 – 0830, weekends and holidays)
Email: shapepao@shape.nato.int
94
Annex 4-L Media Advisory Example
NORTH ATLANTIC TREATY ORGANIZATION

ORGANISATION DU TRAITÉ DE L’ATLANTIQUE NORD
HEADQUARTERS, SUPREME ALLIED COMMANDER TRANSFORMATION
7857 BLANDY ROAD, SUITE 100
NORFOLK, VIRGINIA 23551-2490
Public Affairs Office
+1-757-747-3600
March 13, 2019

FOR IMMEDIATE RELEASE
Media Advisory
Model NATO Challenge 2019 to be hosted at Virginia Wesleyan University
NORFOLK, Va. – The North Atlantic Treaty Organisation’s (NATO) Allied Command
Transformation and the Norfolk NATO Festival will co-host the 2019 Model NATO
Challenge at Virginia Wesleyan University on March 20 at 3 p.m.
The Model NATO Challenge is a scholarship competition in which the top 29 young adult
applicants from Hampton Roads are chosen to participate in a mock global crisis
simulation, confronting issues facing today’s 29-member NATO Alliance. Many of the
applicants are from Norfolk high schools.
Following the selection process, student diplomats are assigned mentors, who are military
officers assigned with NATO’s Allied Command Transformation located in Norfolk,
Virginia. The international staff officer mentors assist in preparing the students for the
challenge through formal discussions focused on their country’s culture, military
resources and political backgrounds.
During the challenge, student diplomats work together to address a mock crisis scenario
such as piracy, immigration or another global issue that could potentially impact the
Alliance. Student diplomats will be judged on their leadership and diplomacy skills, and
the top three finalists are awarded scholarships.
The Model NATO Challenge serves as a great bridge between the local community,
academia, military organisations and the NATO Alliance. Media in attendance will have
an opportunity to interview with student diplomats, mentors and community leaders from
the Norfolk NATO Festival.
All interested media must register with U.S. Navy Lt. Cmdr. Dawn Stankus
(dawn.stankus@act.nato.int, +1-757-685-9814) in the Allied Command Transformation
Public Affairs Office by 4 p.m. EST on March 18. Media are expected to arrive at Virginia
Wesleyan University no later than 2 p.m. on March 20 to be escorted to the event location.
Additional details will be provided to media following their registration.
For additional details about the Model NATO Challenge, please visit:
https://www.vafest.org/norfolk-nato-festival/education/model-nato-challenge/
For more information on NATO’s Allied Command Transformation visit:
http://www.act.nato.int/
95
Annex 4-M Fact Sheet Example
Exercise Dynamic Mariner Flotex – 19

NATO Crisis Response Exercise
Overview
Exercise Dynamic Mariner/Flotex-19 is a Crisis Response Exercise with an emphasis on
the training of the NATO Response Force Maritime element (NRF/M) and NATO Forces
on the littoral. The exercise is also a part of the Spanish Maritime Forces (SPMARFOR)
certification process for the NRF 2020.
The exercise will take place off the coast of Spain in the Atlantic Ocean, Mediterranean
and the adjacent territorial waters, land and airspace of Spain in the period 7-18 Oct 2019.
The exercise will be conducted in the following phases:
Phase 1: Harbour Phase (06-07 October 2019)
Phase 2: Training Phase (08-13 October 2019)
Phase 3: Operational Phase (13-18 October 2019)
Distinguished Visitors and Media Day (DVD/MD) will be held in two periods in 11 October
2019. The first period will be held in Sierra Del Retin area where DVs and media will follow
amphibious landing operations between 0900-1100. DVs and media will then be
transported onboard ESPS Castilla. Press Conference will be held between 1230-1300
on board ESPS Castilla, finally between 1430-1600 DVs and media will follow Aero-Naval
demonstrations.
Note: The NRF is a highly ready and technologically advanced, multinational force
comprised of land, air, maritime and Special Operations Forces (SOF) components that
the Alliance can deploy quickly, wherever needed.
Participants
The exercise involves more than 2000 sailors from 11 NATO nations; Belgium, Canada,
France, Germany, Greece, Italy, Norway, Portugal, Spain, Turkey and the United States.
23 surface ships, 2 submarines and 18 air assets (including Maritime Patrol Aircrafts and
Helicopters) will participate this exercise. NATO Command groups will also participate
including Allied Maritime Command, Standing NATO Maritime Group One (SNMG1) and
Standing NATO Maritime Group Two (SNMG2).
Operations
The exercise will include specific training such as; Surface, Air, Anti-Submarine Warfare
(ASW), Anti-Surface Warfare (ASuW), Mine Counter Measures (MCM), Amphibious,
Hybrid and Force Protection (FP) operations.
96
Participant Nations
Participant Assets
97
Annex 4-N Interview Planning Guide
Journalist’s
Name
Agency Type of
Medium
Office phone Mobile
phone
Email
What is the issue?

Which aspect is
the focus?
What is the story
or angle?
What effect do we
want to achieve?
Who else is being
interviewed?
How much is
already known?
Does journalist
need background
information?
When will the
story run?
What is the
journalist’s
deadline?
Will the interview
be live or edited
for broadcast?
Where will the
interview take
place?
How will it be
conducted?
Summarise
agenda and
boundaries
Arrange a time
when you will call
the journalist
Determine who is
the right person to
be interviewed
Obtain
authorisation if
required
Prepare yourself
98
Annex 4-O SME Interview Preparation Worksheet
Interview To be defined through negotiation process with journalist

Subject
Your Goal What you wish to accomplish from the interview
What’s Your Opening statement that outlines your organisation’s view point
Position?
Theme Choose a central theme that will appeal to your audience
Who are the 1.

messages
aimed at?
2.
3. Internal audience (your co-workers)
Main These are the main points to be addressed

Messages Message, Example, Evidence
(include for
each: Sound 1.
Bites,
Examples,
Analogies)
2.
3.
DEVELOP 5 Good 5 Bad

AND
PRACTISE 1. 1.
QUESTIONS
AND
ANSWERS 2. 2.
3. 3.
4. 4.
5.
5.
99
Annex 4-P NATO Military Spokesperson Training Debriefing Form
Date: Candidate:
Type of Event:
Performance :
Non-verbal communication:
Confident In control Prepared Body language Posture

Attitude:
Response to
Respectful Courteous Focused Not intimidated
unexpected
Delivery:
Facial
Voice Eye contact Gestures Mannerisms / Tics
expressions
Content:
Messaging:
Early mention Clear Complete Repetition Bridging

Language:
Appropriate Articulate Sound bites Jargon Clear and concise

Constraints:
Operational Security Next of Kin Notification Propriety
Remarks:
Signature of Debriefer
100
Annex 4-Q Media Embedding Guidance to PAOs
1. Intent. Consistent with Article 2 of NATO’s founding treaty, NATO encourages

transparency and media access to operations and exercises. Accommodating media
through allowing access to operations - what is traditionally known as embedding with
a unit - provides an opportunity for journalists to get a better understanding of the
issues faced by our forces and gives context to their reporting. Providing multi-national
media with access is important as it broadens the scope of their reporting and provides
audiences with a better understanding of the collaborative nature of allied operations.
2. Policy.
a. NATO does not have an agreed media embed policy and some nations are
apprehensive about a directive embedded media policy for a variety of concerns
such as the legal and medical ramifications, service member privacy, etc.. For this
reason, the ACO/ACT policy is that media embedding is coordinated with host
nations to ensure full understanding of respective national policies and procedures.
PAOs working for NATO will defer to those national policies.
b. Throughout MC 0457/3, the terms integrated, embedded and hosted media are
used. For simplicity, the term ‘embedded’ refers to a unit hosting a media
representative for the purpose of reporting on operations, training and exercises
for more than a 24-hour period.
c. For nations without established media embedding policies or ill-defined policies,
this Handbook provides recommendations and suggestions of best practices.
3. Embed Requests. PAOs who are approached by media to facilitate embedding
should generally seek to do so at the lowest level possible, through the chain of
command in theatre or via the operational HQ/SHAPE. The decision to accommodate
a journalist will be a command decision influenced by PAO recommendation.
4. Guidelines.
a. The goal is to provide the international community with as much accurate
information as possible about NATO efforts and requests will be prioritised using
the following criterion:
i. Priority 1 – International media and wire services.
ii. Priority 2 – National media relevant to the units in the AOR; and
iii. Priority 3 – Freelance media. Freelance media, photographers and
documentary filmmakers will not be embedded unless they are under
contract to a media outlet that will publish/broadcast their material.
b. Embed durations will be agreed to prior to the journalist embedding with the unit.
The commander approving the placement is the authority to grant or deny
extensions. It should be made clear at the outset that extensions are not automatic
and will be considered on a case-by-case basis.
101
5. Ground Rule Agreements.

a. Ground rule agreements will be signed by the embedding journalist and the unit
accommodating them. Deployed units accommodating media should use either
the national process and agreements for embedded media or the examples
annexed to this chapter. Ground rule agreements are ‘gentlemen’s agreements.’
Punitive repercussions other than discontinuing the embed and restricting future
access, transportation and assistance are rare.
b. It should be noted that although media may sign an indemnification agreement and
liability waiver, such waivers may have limited utility. National laws concerning
liability waivers differ. Consult a legal advisor familiar with the specific situation.
6. Accreditation and Registration. Embedding journalists must be accredited by a
media agency or organisation. Freelance journalists may embed but must have a letter
from the agency or organisation that has hired them. All journalists need a current,
valid media ID card to register with a NATO theatre of operation. Journalists should
have appropriate life and medical coverage to mitigate legal issues against the hosting
nation.
7. Accommodation Authority and Agreement.
a. Nations may be willing to embed media proposed through an ACO/ACT PA office.
The Commander of the hosting unit should seek any national approvals required.
In the event that this cannot be resolved locally and the NATO PA office feels that
the request is valid it should be referred to the next higher HQ for action.
b. As part of the embed agreement the media outlet and journalist must complete
and sign the following documents:
i. Ground Rules for Embedded Media on NATO Operations (see Annex 4-Q);
ii. Indemnification Agreement and Liability Waiver (Annex 4-R);
iii. Personal Biographical, Medical and Preference Statement (Annex 4-S).
c. Copies of these documents must be kept by the embedding journalist, theatre/
operational PA office and the unit with which the journalist is embedding.
8. Terminating Accommodation.
a. The accommodating unit’s PAO, with acknowledgement from the immediate
Commander and higher headquarters CPAO may terminate the agreement early
if an embedded journalist breaks the ground rules or if the operational situation
changes and the arrangement is no longer workable. However, early termination
of an arrangement without good reason may result in adverse publicity. The
Commander approving the placement must understand the media ground rules
when the initial request is made.
b. Embedded journalists are only supported while they remain with the unit or
command. If a journalist leaves the formation or unit, even temporarily, to cover
non-NATO related news, that journalist will temporarily lose embedded status. The
individual and the media outlet will be responsible for their own safety in these
circumstances. The Commander in charge of the operation will be kept advised of
102
any significant change to the status of embedded media through the theatre
CPAO.
c. ACO and ACT reserve the right to deny, postpone or cancel any embed request
and will not be liable for any expenses incurred by the journalist or media outlet in
preparation for the embed program, including the cost of airline tickets,
vaccinations, passports, visas, etc.
9. Ground Rules.
a. The aim of media ground rules during embedded media operations is to protect
OPSEC and ensure that embedded journalists have clear guidance regarding what
they can expect from the host unit. The media ground rules recognise the
journalist’s right to report and are not intended to prevent the release of derogatory,
embarrassing, negative or non-complementary information. There is no specific
review process for media products, however some nations may require factual
review of media reports. With respects to OPSEC, PA staff has the authority to
review any reporting of potentially sensitive operational issues to ensure there are
no breaches of security prior to release to the media and to the general public. The
PAO’s objective should be to work with the journalist to remove the sensitive
material in an amicable, professional manner. Content will not otherwise be
restricted.
b. Should a journalist obtain photographs or video of operationally sensitive
information or casualties the PAO should review the images, determine the risk to
OPSEC and either embargo the photos until release would no longer threaten
NATO lives or missions or request that the journalist delete or record over the
images. At no time with the PAO, escort or NATO personnel confiscate accredited,
registered media’s camera or equipment.
c. Embedded journalists must understand the ground rules and agree to follow them.
Ground rules will be agreed to in advance and signed by the embedding journalist
and by an appropriate supervisor/representative of the media outlet prior to the
embed. Violations of these rules may result in termination of embed status and
removal from the NATO area of operations. A standard set of ground rules are at
Annex 4-Q to this chapter. Journalists should be encouraged to carry a signed
copy of the ground rules with them at all times while embedded.
10. Disputes. Disputes on ground rules should be settled as soon as possible at the
lowest possible level by negotiation without recourse to any outside jurisdiction or third
party. If the issue cannot be resolved locally, it will be forwarded through the chain of
command to the theatre Commander through the theatre PAO for final decision.
11. Administrative Requirements, Medical and Physical Fitness. Journalists must
meet the following conditions prior to authorization of an embed:
a. Journalists should be medically certified that they are physically fit for travel, can
withstand the climate, and can cope with the physical demands of the operation
before arriving in theatre. Journalists are responsible for bringing any allergy kits
and personal medication, and to advise the operational PAO and the specific
formation or unit of any special medical requirements before agreeing finalizing the
103
embed. The journalist must complete the Personal Biographical, Medical and
Preference Statement at Annex 4-S;
b. Journalists selected for embed are responsible for ensuring that they receive the
proper immunisations specific to the AOR and be prepared to provide
documentation;
c. Journalists should be physically fit and prepared to withstand the rigorous
conditions required for the particular environment in which the NATO formation or
unit will be operating;
d. Journalists are responsible for obtaining their own passports and visas and any
additional life, medical and air evacuation insurances. Journalists or their
employers will be responsible for costs incurred while in a civilian medical facility;
and
e. Embedded journalists will provide necessary personal information for records
purposes. This information will be accorded a protected category and will only be
used for the purpose for which it was collected.
12. Logistics.
a. Out-of Theatre Transportation. In most instances, the journalist will be responsible
for travel to and from the AOR and will pay for food and accommodations while
staying in a commercial facility. Journalists will not be allowed to use their own
vehicles while operating with military units.
b. In Theatre Transportation. NATO forces will only provide transport to media while
covering NATO operations, events and activities. Journalists who choose dis-
embed to cover non-NATO stories are responsible for their own transportation.
c. Rations and Billeting. Rations and billeting must be agreed upon with the host unit.
The general principle is that the media should get the same treatment as a service
member, with no special care or appeasement in order to give that journalist the
best view of what service members are experiencing.
d. Level of Access. Level of access (escorted at all times, escorted part-time or
unescorted) must be determined with the host unit and agreed upon by the PAO.
It is the PAO’s job to explain this to the journalist and a dual responsibility between
the host unit and PAO to enforce the agreement.
13. Media Injuries and Casualties.
a. NATO forces will provide emergency first aid treatment to any media
representative who has been injured while embedded with a NATO formation or
unit in accordance with NATO or national regulations. Injured media who are also
contaminated by chemical, biological, radiological and nuclear (CBRN) may not be
repatriated until the situation is resolved. Repatriation of journalists who have been
killed or injured is the responsibility of the media organisation employing the
journalist. Media outlets employing freelance journalists must pay particular
attention to this responsibility.
104
b. Embedded journalists and the media organisation they represent are responsible
for ensuring they have adequate indemnity and insurance coverage.
c. If an embedded journalist is seriously injured or killed in the course of military
operations the following procedures will be followed:
i. The unit to which the journalist was embedded must immediately notify the
chain of command and the PA office that facilitated the embed. The death
of a journalist while embedded with NATO troops would be a significant
news story, therefore, the information must be passed informally up the PA
chain, through PA duty staff, concurrently with chain of command
notification.
ii. The PA office that organised the embed will confirm the facts with J3 and
then notify the journalist’s registered contact immediately.
iii. The theatre headquarters PAO will act as the in theatre point of contact for
the journalist’s parent organisation or nominated POC. In some instances it
may be possible for national air assets to evacuate or repatriate journalists
injured or killed while embedded with NATO troops but the primary
responsibility lies with the journalist’s parent organisation or next of kin.
14. Equipment, Clothing and Services.
a. Journalists are responsible for providing an appropriate carrying bag or rucksack
for their own personal equipment, clothing, sleeping bag, personal protective
equipment, and hygiene items. They should also provide their own environmental
protection items (e.g. insect repellent, sunscreen), water bottle, flashlight, and
eating utensils. All clothing and equipment must be subdued in colour and
appearance.
b. While stationed at established bases of operation, the military organisaton will
provide rations, workspace and basic accommodation commensurate with that of
the service member. Media may have access to morale facilities, mess, and postal
services where they exist according to local policy. Embedded journalists should
be aware that conditions of forward outposts or on board ships may be more
austere than those found at established operational bases. The basic needs
(security, food and water) of the journalist will be met to the greatest extent possible
during forward deployed operations or when embarked; however, it should be
understood that comfort, story filing/transmission and workspace limitations may
exist.
15. Communications Equipment.
a. Embedded journalists must provide their own communications equipment.
However, if these are unusable, the Commander may authorize and is encouraged
to permit the use of unclassified military communications equipment for
transmitting media products depending on operational tempo and availability of the
equipment. The NATO aim in facilitating media access is to enable the journalist
to report on the operation, therefore necessitating the ability to file products.
Restricting access to communications must not be used as a deliberate means of
censorship. Specific guidance should be included in respective Annex TT to the
105
OPLAN Paragraph 5 (Command and Signal), and should be coordinated with the
J-6.
b. No communications equipment used by media (e.g. mobile phone, satellite phone,
wireless internet computer) will be specifically prohibited. However, the
Commander may impose temporary restrictions on those devices or embargoes
on the information in order to safeguard classified information or for other security
or operational reasons (see paragraph 19). Unless specifically authorized by the
Commander or a designated representative, media will seek approval to use
electronic devices while on patrol or tactical missions to prevent the risk of
undesired detection, electronic interference or detonation of signal initiated
weapons.
16. Protection of Media and Equipment.
a. Journalists who have been granted embed status with NATO forces will be
accorded protection of their person and equipment as allowed within authorized
Rules of Engagement. It should be recognised that NATO in pursuing its mission
cannot guarantee the personal safety of embedded media or their equipment.
b. Journalists who leave the protection of a NATO facility or forces to meet their
organisation’s ‘fixers’ or support personnel do so at their own risk. If media wish to
cover news outside of NATO forces and facilities on a regular basis, they should
officially withdraw from embedded status so that other journalists may have the
opportunity to cover NATO operations, training and exercises.
17. Media Access.
a. The aim of embedding media is to provide them access to allow them to report
what is happening and to add context to that reporting. To that end, every effort
must be made to allow embedded journalists to see a full range of activities
undertaken in support of the mission, view mission preparations and debriefings
and to speak to people who can explain NATO’s position. Some of these
discussions will be on background and others on the record. Staff should always
be aware that even if a discussion is on background classified information is not
for sharing with journalists.
b. A liaison officer may be assigned to large groups of media from the same agency.
This person will be responsible for ensuring that the journalists are assisted while
with the formation/unit and that they receive the appropriate support. The liaison
personnel will also be responsible for assisting the media in observing activities
once authorized by the Commander.
18. Training and Briefings. Journalists will be required to attend security/safety briefings
when deploying into theatre and will be given additional briefings depending on the
type of operation they will cover. Journalists will not participate in weapons training.
19. Embedded Media Reporting on Casualties and Missing Personnel.
a. Mil PAOs will release as much information as possible to the public commensurate
with OPSEC and next-of-kin (NOK) notification of the casualty’s nation. OPSEC,
patient welfare, patient privacy, and NOK/family considerations are the governing
concerns related to media coverage of wounded, injured, and ill personnel located
106
in medical facilities or other casualty collection and treatment centres. Permission

to interview or photograph a patient, including those inside operating rooms during
operating procedures, will be granted only with the consent of the attending
physician or facility Commander and with the patient’s informed consent,
witnessed by the person responsible for escorting the journalist. ‘Informed consent’
means the patient understands his or her picture and comments are being
collected for news media purposes and they may appear in any news media
reports. The attending physician will confirm that the individual is medically capable
of giving informed consent.
b. Media visits to medical facilities will be in accordance with applicable regulations,
standard operating procedures, operations orders and instructions by national
policies and attending physicians. If media visit a medical facility, Mil PA or medical
personnel must provide an escort. Visits must not interfere with medical treatment.
c. The issue of missing persons is particularly important since it may be necessary
to withhold information due to the security classification of the information (i.e. in
anticipation of a rescue mission or the need to safeguard the information from an
adversary in the event the person is trying to evade capture). A restriction on the
access or an embargo on the release of information related to a missing person
may be established in such cases.
20. Release of Information.
a. The Commander has the right to have any reporting of potentially operationally
sensitive issues reviewed to ensure there are no breaches of security prior to
release by the media. Content will not otherwise be restricted. Technical
information may be reviewed by a SME but will not involve editorial changes.
b. In the event that personal information is provided to media during a briefing and
the media are told that its release would result in a violation of national privacy
legislation pertaining to that individual, NATO may choose to take legal action
against a journalist who proceeds to release the information thus exposing NATO
forces to potential liability. Media should also be informed that violations of
directions regarding force protection and the release of sensitive information might
result in loss of embed status.
21. Final Authority. The NATO Theatre Commander is the final authority, through the
chain of command, for the provision of support to embedded media and may add
supplementary instructions or rules for accommodating embedded media.
22. Lessons Learned. Media outlets and journalists should be encouraged to provide
feedback on the embed program to ACO and ACT through Mil PA offices.
107
Annex 4-R Recommended Media Accommodation Guidelines

GROUND RULES FOR EMBEDDED MEDIA ON NATO OPERATIONS
1. Introduction.
a. In the spirit of transparency and the democratic ideals of open reporting, NATO
encourages media coverage of its operations. In this context, ACO has prepared
these guidelines for use where national policies have not been established.
b. The following ground rules set out the terms upon which journalists are embedded
within NATO operations and exercises (Embedded Media). If followed, they will
help to ensure that embedded media activity does not adversely impact on
operational security (OPSEC) and service member privacy. Likewise, they address
certain practical matters with respect to the journalist’s health and notification
procedures. They are not intended to prevent the release of negative coverage or
embarrassing information. However, the rules necessarily restrict the release of
certain categories of information which could provide information useful to an
enemy and put military and civilian lives at risk.
c. Violations of any of the following rules may result, at the sole discretion of the first
line Commander in termination of a person’s embedded status.
2. Administrative Issues.
a. Passports, Visas and Travel. Unless supported through national programs,
Embedded Media are responsible for obtaining the required passports and visas
for their entry into, and exit from, the area of operations.
b. Immunization. Embedded Media are strongly advised to be immunised in
accordance with World Health Organization recommendations for the region or
country prior to deployment with NATO units.
c. Identification. Embedded Media must wear their NATO media credentials in a
clearly visible place on their person at all times while in the AOR.
d. Personal Equipment. Embedded Media are responsible for procuring and using
personal protective equipment to include, as minimum, military-grade helmet and
body armour. Clothing and equipment will be subdued in colour and appearance,
but non-military in appearance. Embedded Media are responsible for supplying,
caring for, the security and carriage of, their own personal and professional
equipment.
e. Media representatives, support staff, producers or personal protection teams will
not carry firearms while embedded.
f. Dispute Settlement Procedures. Any disputes raised by Embedded Media
personnel should be raised with the local NATO PAO point of contact. The NATO
PAO community will endeavour to resolve the work as the honest broker but the
ultimate decision to accommodate media is held by the Commander.
108
3. Movement Rules.
a. Embedded Media will not enter any classified areas e.g. Tactical operations
centres or Intelligence cells without a military escort.
b. Embedded Media will follow instructions regarding their activities and movements.
c. Embedded Media working with national units under NATO command will be
required to comply with relevant national military codes of conduct and rules for
embedded media.
4. Interview Rules.
a. All interviews with NATO personnel will be on the record. Security of information
will be the responsibility of the NATO personnel being interviewed. Prior to any
interview taking place, Embedded Media must inform the NATO member that he
or she is being interviewed on the record. NATO personnel always have the right
to decline to be interviewed.
b. Interviews with NATO personnel are authorized upon completion of missions and
patrols; however, release of information remains subject to compliance with these
rules.
5. Release of Information and Embargoes.
a. Embedded Media will take care when datelining products to avoid releasing
location information which may jeopardise OPSEC. If in doubt advice should be
sought from the PAO.
b. Embargoes may be imposed to protect OPSEC. Embargoes will be lifted as soon
as the OPSEC issue has passed.
c. Embedded Media are to be self-sufficient with respect to filing product. On
occasion, Embedded Media may, subject to national regulations and availability
limitations, be allowed to file products via military communications systems.
Embedded Media may not be allowed to connect privately-owned computers or
USB thumb drives to military communications systems. Therefore, they should
have the capability to burn to CD/DVD. Bandwidth limitations may restrict the ability
to file video and large files.
d. The following categories of information are releasable, subject to the restrictions
set out in Paragraph p. (below):
i. Arrival of NATO units in the AOO when officially announced;
ii. Approximate friendly force strength figures;
iii. Non-sensitive, unclassified information regarding air, ground and maritime
operations, past and present;
iv. The size, composition and capabilities of a force participating in an ongoing
action or operation may be sensitive and Embedded Media may be
removed for breaching OPSEC when reporting on those aspects of the
operation. If in doubt advice should be sought from the PAO;
109
v. Generic description of origin of air, land, maritime, cyber operations;

vi. Date, time, location and results of completed military operations and
actions;
vii. Types of ordnance expended in general terms;
viii. Number of aerial combat or reconnaissance missions or sorties flown in the
Area of Operations; and
ix. Casualty Reporting (subject always to the further instructions set out in
these Rules).
x. Weather and climatic conditions.
e. The following categories of information are not releasable:
i. Force numbers and equipment. Specific information on troop strength and
capabilities, equipment or critical supplies (e.g. artillery, radars, trucks,
water, etc.);
ii. Aircraft numbers and origin. Specific number of aircraft in units below wing
level, or identification of mission aircraft points of origin, other than land or
carrier based. Number and type of aircraft may be described in very general
terms such as ‘large flight’, ‘small flight’, ‘many’, ‘few’, ‘fighters’, ‘fixed wing’;
iii. Individual Identification. Embedded Media will not report the identity of
NATO personnel who kill or injure opposing forces without the prior approval
of the theatre level CPAO;
iv. Operational Information. Information regarding planned, postponed or
cancelled operations – unless authorised by the CPAO. Extra precaution in
reporting will be required at the start of an operation to maximize operational
surprise. Therefore, broadcasts from airfields by Embedded Media are
prohibited until authorised by the unit Commander. During an operation,
specific information on friendly force troop movements, tactical
deployments, and dispositions that would jeopardise OPSEC or lives.
Information about on-going engagements will not be released unless
authorised by the on-scene Commander. Any other information that, due to
operational requirements, may be restricted from time to time when notified
by the CPAO or first line Commander.
v. Imagery that would show security precautions at military installations or
camps, especially aerial and satellite imagery which would reveal the name
or specific location of military units or installations;
vi. Rules of Engagement. Details of the rules of engagement (ROE), escalation
of force or force protection measures to include, but not limited to, those at
military installations or camps, unless explicitly intended to be visible to non-
combatants (such as warning signs);
vii. Intelligence Collection. Information on intelligence collection activities
including targets, methodology and results. Information on friendly forces
110
electronic warfare equipment or procedures or friendly forces counter-IED

activities;
viii. Search and Rescue Operations. Information on missing personnel or
sensitive equipment or downed aircraft while search and rescue and
recovery operations are being planned and executed unless expressly
authorised by the CPAO;
ix. Special Operations Forces. Information on NATO Special Operations
Forces in the Area of Operations. Embedded Media will not interview,
photograph, film or report on NATO Special Operations Forces or
operations they conduct or participate in, without prior approval of the NATO
Special Operations Forces Commander;
x. Enemy Forces Information. Information on effectiveness of enemy
camouflage, deception, targeting, direct and indirect fire, intelligence
collection, electronic warfare or security measures; and
xi. Detainees. All imagery of detainees or any transport of detainees will
respect the detainee’s rights, and protect the detainee from public curiosity
in accordance with the principles of Article 13 of the Third Geneva
Convention. No visual media showing a detainee’s recognisable face,
nametag or other identifying feature or item may be taken.
6. OPSEC Issues.
a. Light Sources. Visible light sources and infra-red devices, including flash or
television lights, will not be used when operating with NATO personnel at night
unless specifically approved, prior to the commencement of the operation, by the
on-scene Commander.
b. Noise Discipline. Embedded Media will follow instructions to comply with tactical
movement and noise discipline requirements while covering operations.
c. Although the use of communications equipment (such as cell phones) is not
generically prohibited, unit commanders may impose temporary restrictions on
their use for OPSEC reasons. Embedded Media will comply with such temporary
restrictions.
d. If, in the opinion of the unit Commander, Embedded Media do not meet the
requirements to operate within a particular environment, or in doing so would put
the safety of their or other personnel at risk, the unit Commander may limit or
prevent the Embedded Media’s participation in an event or operation.
e. Visual Recording Exclusions. The following will not be visually recorded without
the explicit approval of the local Chief Public Affairs Officer (CPAO) and the local
NATO Commander:
i. Restricted military areas, facilities or installations, such as operations
centres and perimeter security measures;
ii. Images of maps, navigation devices, communications equipment or
Counter Improvised Explosive Devise/ Electronic Warfare equipment. Care
111
should be taken in tactical vehicles to ensure these categories of sensitive

equipment are not documented;
iii. Classified systems, equipment or demonstrations of capabilities;
iv. Any flight line (being any runway, storage area, control tower or related
facility or equipment) in the Area of Operations and military aircraft
operating on or near it. Embedded Media will adhere to specific rules
relating to coverage of ramp ceremonies for deceased personnel. Such
rules will be briefed prior to each ceremony.
7. Medical Treatment and Fatalities.
a. Injury or Death of Embedded Media. NATO forces will provide immediate
emergency medical treatment and evacuation to an appropriate medical facility. If
Embedded Media are injured or killed in the course of military operations, NATO
will notify the injured or deceased’s nominated emergency point of contact in
accordance with instructions provided on the accommodation application. That
point of contact will be responsible for further notification of next of kin. Repatriation
of Embedded Media who have been killed or injured is the responsibility of the
media outlet employing the journalist. Media outlets employing freelance
journalists must pay particular attention to this responsibility.
b. Casualty Reporting. Unless otherwise advised by the host unit CPAO or
commander, the following procedures and policies apply to coverage of dead,
wounded, injured, and ill NATO personnel (NATO casualties).
i. Embedded Media will follow national policies for release of names and
identity of NATO casualties. National policies differ from nation to nation,
the detail of which are beyond the scope of these rules. However,
Embedded Media who witness the deaths and injuries of NATO personnel
will not disclose, through any medium, the identities of the NATO casualty
until the relevant nation has notified next of kin. Because of the particular
sensitivities involved in releasing information about NATO casualties,
Embedded Media should contact the CPAO for release advice.
ii. Embedded Media will not be prohibited from reporting on casualties
provided the following conditions are met:
1. Names, video, identifiable written/oral descriptions or identifiable
photographs of NATO casualties will not be released without the
casualty’s prior written consent. If the casualty dies, next-of-kin reporting
rules then apply.
2. National policy dictates the policy on release of names of the death of
NATO personnel in the Area of Operations. In respect for family
members, names or images identifying NATO personnel who die in the
theatre of operations will not be released prior to national notification of
next of kin. The names of NATO personnel who die in the theatre of
operations may be released after the national announcement has been
made. Embedded Media should contact the CPAO for release advice.
112
iii. Media visits to medical facilities are authorized and will be conducted in
accordance with applicable national regulations, standard operating
procedures, operations orders and instructions by attending physicians. If
approved, service or medical facility personnel must escort media at all
times.
iv. Patient welfare, privacy, and next of kin/family considerations are the
governing concerns about news media coverage of the wounded, injured,
and sick in medical treatment facilities or other casualty collection and
treatment locations.
v. Permission to interview or photograph a patient will be granted only with the
consent of the attending physician or facility commander and with the
patient's expressed, informed consent, which must be, witnessed by the
escort. ‘Informed consent’ means the patient understands his or her picture
and comments are being collected for news media purposes and that they
may appear in news media reports.
8. Conclusion. In the event of any doubt as to the requirements placed upon Embedded
Media by these ground rules clarification should be sought through the Public Affairs
Office which facilitated the placement.
113
I, (print) _____________________________________, confirm that the following

information is accurate:
a. “I am not aware of any existing physical or health conditions which would adversely
affect my participating in strenuous activities.”_______ (Initial) (Medical certificate is
enclosed)
b. “I have read the media ground rules provided to me by (insert unit) Public Affairs staff
and agree, with my signature, to abide by them. I also understand that any violation of
these ground rules is cause for the revocation of my accommodated media status with
NATO.”________ (Initial)
Journalist’s Signature Date
Media Organisation Bureau Address Phone Number
Media Outlet Supervisor Signature Date
(insert unit) Witness Signature Date
(insert unit) Witness Printed Rank Organisation

Name
114
Annex 4-S Recommended Liability Waiver

Indemnification Agreement and Liability Waiver
1. I, ___________________________________ (Print Name), on behalf of myself, my

heirs, my executors and administrators, in consideration of being permitted to become
registered as an embedded journalist with NATO’s (insert named operation) from on
or about _______________________ (insert start time and date) to on or about
_________________________ (insert end time and date) at
___________________________(insert location) and the surrounding area.
2. Acknowledge and agree that covering combat and other military operations is
inherently hazardous and may result in death, personal injury, whether physical or
otherwise, or damage to property, and wishing in any event to participate in covering
combat and other military operations, voluntarily consent to participate and assume
any risks that may be associated with said participation.
3. Acknowledge, agree and declare that I have been advised of the nature of covering
combat and other military operations, that I have been advised of the procedures and
safety measures in effect and that I agree to abide by them.
4. Acknowledge, agree and declare that I have been advised that NATO’s Allied
Command Operations, in pursuing the successful accomplishment of its mission,
cannot guarantee my personal safety or the safety of my equipment.
5. Waive all claims of any nature or kind, including, but not limited to claims for personal
injury or damage to property, against NATO, Allied Command Operations, Supreme
Headquarters Allied Powers Europe, and its military personnel and civilian employees,
in any manner arising out of, based upon, occasioned by, attributable to or connected
with my participation in covering combat and other military operations while being an
accommodated media:
a. Agree that I will not commence or maintain against any person, any action or
proceeding which will give rise to a claim against NATO, Allied Command
Operations, Supreme Headquarters Allied Powers Europe, and its military
personnel and civilian employees for contribution or indemnity;
115
b. Acknowledge, agree and declare that my signing this agreement is a condition

to being registered to cover NATO’s Allied Command Operations missions and
receiving assistance for that coverage; and
c. Acknowledge having read this liability waiver in its entirety and, understanding
that this waiver is intended to be broad and all-inclusive so as to preclude any
claims, I voluntarily indicate my acceptance of this document by my signature.
Dated: (DD/MM/YYYY)
Media Member: (insert unit) Member – Witness:
(Print Name) (Print Name)
(Address) (Rank, Unit/Organisation)
(Tel) (Tel)
(Mobile) (Mobile)
(Email) (Email)
_________________________________ _______________
Signature of Media Outlet Supervisor Date
(Assignment Editor, News Director)
(Print Name)_______________________
116
Annex 4-T Example Journalist’s Biographic, Medical and Preference Statement

Media Personal Information Sheet
Affix photo
of
Journalist
Journalist Information
Full name
(print):
Address:
E-mail Address
Phone Phone
(Mobile)
(Land)
Organisation Date of
Birth and
Age
Height Date of
Birth
Weight Blood Type
Nationality Passport
Number
Passport Date of
Country of Expiry
Issue
Employer Information
Name of
Organisation
Address
Supervisor
Supervisor’s
Location
E-mail Address
Phone Phone
(Mobile)
(Land)
Personal Emergency Notification - Emergency notification is the responsibility of the media outlet. Who at
your media outlet do you suggest to perform this function?
117
Primary Agent
Full name
(print):
Address:
E-mail Address
Phone Phone
(Mobile)
(Land)
Organisation
Relationship I authorize the PAO to

contact this person in
YES NO
case of an emergency
Secondary
Agent
Full name
(print):
Address:
E-mail Address
Phone Phone
(Mobile)
(Land)
Organisation I authorize the PAO to

contact this person in
YES NO
case of an emergency
I declare that the above statements are, to the best of my knowledge, correct.
Signed _________________________________ Date _______________
Witnessed _______________________________ Rank _______________
(CPAO)
Medical History Questionnaire –
118
Civilian Media Accommodated with Allied Command Operations
Name_________________________________________ Age ________

Gender: Female Male
Smoker: Yes No
Current Medications: (Name / Dose / Frequency)
Medication Allergies:
Environmental Allergies:
Past Medical History:

Condition Yes / No Date
Angina
Heart Attack
Cardiac Arrhythmias
Asthma
Chronic Bronchitis
Emphysema
Asthma
High Blood Pressure
Kidney Stones
Hypothyroid
Hyperthyroid
Depression
Diabetes
Hypoglycaemia
Other Psychiatric Illnesses
Surgeries (list)
Physician’s Comments:
I certify that _________________________________ is in good general health, and has no

medical ailments that would impede their ability to accompany NATO’s Allied Command
Operations units on deployed operations in their theatres of operations.
_________________________________
Name (please print)
_________________________________
Signature
_________________________________
Date
119
Annex 4-U Media Escort After-Action Report

This After-Action Report serves as the official record of the media contact / escort mission. The
report will assist the PAO Staff track and analyse the operation environments and enable
improvement of media operations. Complete the AAR format as completely and with as much
detailed information as possible. Forward completed AAR Form to the through your chain of
command to the PAO.
Unit Reporting Date Submitted PAO Control #
Individual Completing Report Phone Number E-mail Contact
Who Media Reps’ Names Media Reps’ Agencies

1.
2.
3.
4.
5.
What (Event Name)
When
Where
Why
Media’s Story Angle Story Publication Date
Comments on Reporter(s)
Additional Comments / Lessons Learned
Overall Assessment of Impact on Operations
120
Annex 4-V Example of Media Registration Form
MEDIA REGISTRATION FORM

(INSERT NAME OF HEADQUARTERS)
(INSERT ADDRESS)
TEL: (complete) FAX: (complete) E-MAIL:

(complete)
Name / Nom: First Name / Prénom:
Date of Birth / Date de Place of Birth / Lieu de Nationality / Nationalité:

Naissance (DD/MM/YY): Naissance:
Passport or National ID Number / Issued by / délivré par:

No du Passeport ou Carte National d’Identité:
Press Card Number / No de la Carte de Issued by / délivrée par:
Presse:
News Agency / Organe de Presse: Country of News Agency Organisation / Pays

de l’Organe de Presse:
Office Address / Adresse du Bureau:

Street / Rue:
Postal Code & City / Code Postal et Ville:
Telephone / Téléphone: E-Mail:
Mobile / Portable:
Please mark the appropriate answer / Priére d’indiquer la mention convenable:
⬜ Newspaper / Presse écrite ⬜ Television, Films (news)/ Télévision, Cinema
⬜ News Agency / Agence de Presse Actualités
⬜ Photographer / Photographe ⬜ Reporter / Rédacteur
⬜ Reporter-Online / Rédacteur en ligne ⬜ Cameraman / Caméraman
⬜ Technician / Technicien
⬜ Radio
Date(s) of your visit / Date(s) de votre visite (DD/MM/YY):
Other Remarks / D’autres Commentaires:
Place, Date / Lieu, Date Signature
121
Chapter 5 - Internal Communications / Command Information

1. Introduction.
a. Perhaps more than any other function, internal communications is both a chain-of-
command and a collective responsibility that cuts across all levels of ACO and
ACT. The central goal of Internal Communication is to create alignment between
the ‘big-picture’ goals, plans, and strategies proclaimed from leadership and the
entire staff in the Directorates, Divisions, Branches and Sections.
b. Effective internal communication aims to ensure staff at all levels have line-of-sight
to leadership and understand the connection between high-level objectives and
their daily work. It plays its part to foster a culture where staff actively
contribute to organizational goals. Investment in effective internal
communications is essential; staff that feel well informed, engaged and
consulted are more effective in supporting the organization’s objectives and
can be empowered as ambassadors representing the organization.
c. Personnel that are actively engaged can carry considerable credibility with external
audiences and enhance the reputation and relevance of the Alliance. Internal
Communications has evolved from a news and information distribution business
to one that builds information rich environments where people have the information
they need when they need it to perform at their peak.
d. Internal Communications becomes more and more a strategic management
function within the organization. Internal Communications can or should be
regarded as the organization’s central nervous system; when it works well, staff
members are engaged, focusing on achieving Command priorities and facilitates
external communications.
2. Components. There are two components of internal communications: Organisational
communications which is usually top-down, leadership-driven, and entails direction
and guidance given by the chain of command; and internal communications which is
facilitated by PA staff. Both are integral to a co-ordinated and effective internal
communications plan.
a. Organisational Communications. Leaders at all levels of ACO and ACT must strive
to pass business/ mission essential information quickly through the chain of
command to all staff involved. While business essential information can be
delivered using a one-way communications approach; however, a feedback loop
should be made available to measure understanding, concerns and challenges
early on. Face to face is often the best and most effective form of internal
communications, depending on time and space of the workforce. Other
organisational communications methods include public announcements,
messages/ emails, virtual or on location conferences, print and digital publications.
Consistent and continuous effort must be made at all levels within ACO and ACT
to only use credible and accessible communications vehicles to keep staff
informed of issues that affect them.
b. Internal Communications. The second component, facilitated by PA, aims to inform
and engage staff to perform to the best of their ability. In order to achieve this,
professional communicators shift from managing communications to enabling
122
managers to communicate. Content can be produced by PA staff in support of

leadership or/ and staff-generated under overall PA guidance. Internal
Communications only provides added value to the organization when people feel
informed and inspired, have a voice to shape their part of the organization’s
activities and feel a sense of ownership over issues that affect them. Effective
Communications requires a two-way communications approach in an openly
designed communications architecture; feedback from personnel is essential to
shape an organizational culture that is responsive, minimising the “say-do-gap”
and nurturing and innovation mindset in a chain-of-command environment.
Traditional internal / corporate communications focusing solely on one-way, top
down, and ‘one-size-fits-all’ approach does not fully unlock staff potential that
drives success.
3. Integration. The ability to communicate effectively within an organization is as
important as the ability to reach the external public. Large organizations like NATO
are involved in numerous operations, and employ thousands of people. Rules,
regulations, guidelines, operating procedures, formal orders, as well as corporate
objectives, messages, and news, must all be passed on to ACO and ACT units and
individuals. In addition, staff should be enabled to share their ideas, promote their
projects and activities, should be able to crowdsource topics leveraging the collective
knowledge of the entire staff to advance their individual as well as the goals of the
organization. Leadership must be enabled to listen to staff-generated content in order
to potentially adjust their course or better focus staff priorities. Therefore, internal
communications must be carefully designed and fully integrated into the decision
making process for policy development, service delivery, business development and
military operations.
4. PAO’s Role. ACO and ACT PAOs have a key role in supporting and facilitating
internal communications in all of its facets:
a. Effective internal communications must support the overall communications
strategy of the organization. It is not a standalone function and must be aligned
with all other communications functions so that the internal audience can be
informed, engaged with and is able to co-create topics with leadership. This
establishes and maintains trust and credibility on all levels that may unlock staff
members’ potential to significantly advance organizational goals.
b. Incorporating internal communications into PA plans. This could be as simple as
the Commander walking around the HQ and informally talking to staff, Subject
Matter Experts holding regular ‘town hall’ meetings to raise awareness about topics
and receive valuable input from their peers, or posting (multimedia) content on the
organisation’s intranet/internal website or Enterprise Social Network for all to see
and respond to.
c. Allocating adequate resources to internal communications to achieve planned
objectives; of note, internal communications cannot be outsourced; it is a
Command activity and must visually include leadership.
d. Including internal communications when implementing PA programs;
e. Methods to be used must have a feedback loop built-in and be designed to support
an open communications environment avoiding stovepipes and enabling
123
knowledge retention. Two-way internal communications is absolutely required. It

is important that personnel feel that they have a channel to ‘feed’ ideas/information
up the chain and across to their peers. In addition, staff should feel secure sharing
information and perspectives, even when they may diverge from the command line
and their chain of command.
5. Internal Communications Tools.
a. The most effective method of internal communications is often one-on-one/ face-
to-face based on the close interaction between the sender and receiver of the
message. With this method, the receiver can immediately ask clarifying questions
or voice concerns to ensure the message is understood or is adjusted.
b. If face-to-face is no option, an Enterprise Social Network should be used to
constantly engage the workforce and produce benefit for the organization. To
make a difference, it is of crucial importance to bring relevant content from the
virtual into the real world. PA staff should be well positioned to make that happen.
c. Corporate Email has an important role to play in every organization. However, this
channel has to be used wisely as a point-to-point or one-way top-down
communication vehicle. To maintain a credible corporate email system,
messages to ‘all hands’ have to be limited to “business essential”
information only. In addition, email cannot be used to share information; sharing
of content can only be achieved by using Enterprise Social Networks or other tools
like SharePoint or EDMS.
d. The least effective method of internal communications is through communications
channels that do not allow for feedback. In this case, there is no opportunity for the
receiver to ask questions or the sender to ensure the message was well received.
For direct orders or other business essential information, one-way communications
is acceptable in a military environment. A PAO therefore needs a variety of tools
and needs to advice on what vehicles to use to reach ACO’s or ACT’s internal
audiences: NATO military members and NATO civilians.
e. Internal Communications Tools (this is list is not all inclusive but provides options
based on command and situation).
i. Emergency Information Services to quickly inform about essential
information (weather alerts, lock-downs, critical activities, etc.)
ii. Corporate Email to disseminate relevant content following a one-way
communications approach.
iii. Face to face (one-on-one) – town halls, conferences, interviews.
iv. Enterprise Social Networks designed to engage with all personnel,
providing staff a voice and enabling them to co-create with their peers and
leadership.
v. Personal phone calls/ Direct Messaging/ Webinars.
vi. Face to face (group) – road shows/clear lower decks/mass briefings.
124
vii. Signage Systems/ displays/ notice boards (for messages and staff
updates).
viii. Corporate Social Media channels.
ix. Audio messages.
x. Visual email (video).
xi. Email – mass distribution emails.
xii. Intranet.
xiii. Internet.
xiv. NATO Magazines such as Joint Warfare Centre’s ‘The Three Swords’,
SHAPE Community Life, LANDCOM’s ‘LANDPOWER’, etc.
xv. Mass media.
6. Writing Standards. When writing internal communications products, such as
newsletters or content for the Intranet, apply the basic journalism standards. See
Appendix C, Basic Journalism and Appendix D, ACO/ACT Style Guide.
7. Conclusion. ACO’s /ACT’s personnel are ambassadors in their respective
organizations. By keeping our personnel informed of operations, events, and policies,
and fully engaged, they can contributing significantly to the mission objectives of the
organization. Obviously, the rules governing release of information and information
security apply when communicating in- and outside of ACO/ACT and NATO. The
range of methods used to deliver internal information will ultimately depend on the
organization, Commander’s preferences, its personnel and the existing organizational
culture, the resources available, and the PAO’s initiative.
125
Annex 5-A Feature Story Example which could appear in internal magazine
U.S. SOLDIER REPRESENTS JFC NAPLES AT NCO WINTER CAMP IN SLOVENIA

NAPLES, Italy - There’s not much U.S. Army Sergeant 1st Class Leverion Wynn hasn’t
done in his nearly 20 years of military service and four combat deployments.
The 38-year-old native of Dudley, North Carolina, can now add one more accomplishment
to his resume. Thanks to a recent non-commissioned officer course, he learned to ski.
Wynn, who currently serves as a logistics operations NCO, was chosen to represent
Allied Joint Force Command Naples at the 10th International NATO and Partners for
Peace NCO Winter Camp at Pokljuka, Slovenia, March 3 to 10, 2017.
The course, which included 28 NCOs from 14 NATO and Partners for Peace nations,
culminated with a biathlon competition that combined skiing and shooting.
For a Soldier who had never donned skis before, Wynn was pleased with how far he
came during his week in Slovenia. He described standing on top of the biggest hill around
at the beginning of the course, weighed down with his rucksack and gear, hoping his skis
would guide him to the bottom.
Members of Slovenia’s Armed Forces and instructors of the 132nd Mountain Regiment
and Mountain Warfare Centre of Excellence utilized the sink-or-swim approach to see
which participants would need more training to get up to speed with skis. Wynn said
another Albanian Soldier was also struggling during the first run, but they motivated each
other to the bottom of the hill. A more experienced British participant also helped the duo
through their initial run.
"I kept falling,” Wynn recalled. "I was going fast, but I couldn’t stop. By the end, I was
getting good.”
Although the camp participants spent a lot of time skiing – up and down as no ski lift use
was allowed - it wasn’t just slope skills that were enhanced during the course. The NCOs
also studied leadership, rappelling, mountain climbing and participated in education
exercises. The group also took in a local museum where they learned Slovenian history.
The participants even took on the challenge of learning mountain survival skills. At one
point, the instructors placed objects in the snow, and the NCOs had to probe and use
tracking devices to locate the hidden objects. Wynn said that he got a great appreciation
for how critical time is when an emergency happens like an avalanche.
Although skiing for the first time and trying to maintain steady aim with a rifle after cross-
country skiing during the biathlon was satisfying, Wynn said overcoming challenges with
his international peers was the highlight of the course.
"In a week we built some strong relationships,” said Wynn. "The camaraderie and being
with those other guys…that was the best part of it.”
Wynn highlighted the benefit of learning and talking about how different countries operate,
specifically with their NCO structure. He did say despite some differences, there are
striking similarities.
"All the NCOs there have the same values,” Wynn said about his international peers at
the course. "Although each has different tools to work with, we have a common goal.”
Another proud moment for Wynn occurred one day during a lunch break. A group of kids
were gathered at a nearby table, and Wynn heard them whispering and looking his way.
126
He decided to get up and greet the children, and they were eager to shake his hand and
say "What’s up” in their best English.
According to Wynn, additional benefits to the course are the lessons in leadership and
culture that troops can take back to their units after completing the camp.
"More NCOs need to make efforts to get to these schools,” said Wynn.
Story by JFC Naples Public Affairs Office
– END TEXT –
U.S. Army Sgt. 1st Class Leverion Wynn

was chosen to represent Allied Joint
Force Command Naples at the 10th
International NATO and Partners for
Peace NCO Winter Camp at Pokljuka,
Slovenia.
127
Chapter 6 - Outreach and Community Relations

1. Introduction. Efficiency and unity of effort dictate that the communication capabilities
and information staff function should be structurally grouped together. The particular
requirements of each communication capability and information staff function must
still be met through retention of their functional responsibilities and where appropriate
dual-hatting. As such, at the Strategic Level (ACO/ACT), Engagements (Outreach and
Community Relations) is combined to form a separate branch. While a separate
branch from Mil PA, it works closely with Mil PA, to ensure unity of messaging and
effort.
2. Outreach Activities. Outreach activities are aimed at fostering strategic relations with
key external stakeholders who have an interest in military issues and activities, such
as think-tanks, academia, military-related associations, and other key stakeholders.
They are often invited to comment as unbiased Subject Matter Experts (SMEs) in the
field of security and defence policy, and more specifically on NATO policy, decisions
and actions, and can therefore provide a sustainable "force multiplier" effect.
3. Community Relations. Community relations programmes are associated with the
interaction between NATO military installations in NATO Nations and their surrounding
civilian communities. These programmes address issues of interest to and foster
relations with the general public.
4. Why Outreach and Community Relations are important. Active engagements
programs enable commanders to enhance morale, public trust and support. Military
personnel involved in the communities where they live become front-line ambassadors
for NATO. Through active programs, NATO demonstrates it is a community partner
and a responsible steward of resources.
a. In order to effectively manage misunderstandings and disagreements that may
arise from time to time between NATO military installations and their surrounding
communities, it is important to foster and maintain personal relationships between
both groups.
b. The most amicable relationships, established at the Commander-Mayor level can
be seriously damaged overnight by the thoughtless or insensitive actions of a small
group, or even one individual. Having no relationship at all with your local
community can be disastrous during a crisis. The case study at Annex 6-A
demonstrates the value of a strong community relations program. To that end all
ACO/ ACT units shall develop a community relations program with their local
community.
c. Outreach, both at garrison and deployed locations/units, can be as simple as small
groups of people on the installation independently providing support to
organisations or families in the surrounding communities. This form of community
interaction often happens with and without PAO knowledge. It is best that PAO
work to track these activities to capitalise on them in future references with the
media and also to be aware in case friction arises between the two entities or
others.
5. Engagements while deployed – Key Leader Engagements (KLEs). In a deployed
environment, Engagements may take the form of KLEs or outreach programs. Consult
128
with the J-9, CIMIC, Info Ops and Legal Advisors to ensure that you stay within the
PAO lane when getting involved in non-traditional Engagements activities. A KLE
typically involves gathering local community leadership together to discuss issues
impacting the battlespace environment. Examples of KLE in operations include:
a. The senior NATO Commander meets with high level political and military officials
to share future plans for military deployments or withdrawal of troops in order to
coordinate governmental support of smooth transition between international and
indigenous forces.
b. Regional Commander meets with the local provincial police chief to ensure that
respective standards of conduct are understood.
c. Local leaders from a coastal village in Somalia meet with the crew onboard a
NATO counter-piracy warship to establish an open lone of communication with the
local population of coastal Somali villages.
d. A Task Force level Commander meets with a local religious leader to foster a
sense of cooperation and to assess how the local population perceives the task
force presence.
e. PAO needs to maintain awareness of the other players, both NGOs and GOs, and
stay abreast of the issues and areas of responsibility that can cause friction if
crossed. Many NGOs have highly developed skills and understandings of the local
areas and might know how to interact with the culture better than a recently
deployed military force. However, keep in mind that most NGOs do not want to be
perceived as interacting with the military because it gives the appearance of
collusion, thus making them a target for insurgents or tarnishing their reputation as
independent entities. Approached with sensitivity, they may be prepared to
develop constructive relationships and share some information, but will probably
be very keen to avoid any publicity.
f. When deployed, military members, families and home station civic organisations
often enjoy collecting clothes, toiletries and toys to give away at locations where
they are needed most, such as refugee camps and orphanages. This may be a
rewarding experience for the military members and done with the best of intentions
to help people that need these items, but it can cause repercussions for the local
governments, tribes, refugee community and organisations that oversee these
issues (such as the United Nations High Commission for Refugees). Likewise,
actions like these occasionally present logistics issues that the PAO cannot solve
without significant assistance from outside of the PAO’s immediate control.
6. Planning Considerations. Engagements can be very effective when done correctly.
Prior to engaging in a Engagements event, consider the following:
a. Know Your Organisation. Before conducting Engagements, it is critical to
understand the history, purpose and objectives of your military organisation (NATO
military installation). Make sure you know what past issues have shaped the
current relationship that exists with the community. Identify the military units that
comprise your organisation and the principal decision makers.
b. Know Your Community. It is equally critical to know your local community;
specifically, what it knows and thinks about your organisation. If applicable, to
129
better understand your community, recommend close coordinate with your Base
Support Group/ Garrison Command as they work closely with the local community.
To this end, a community-survey file can help you structure some of the information
you need to gather to better understand your community. A community-survey file
template can be found at Annex 6-B.
c. Building Better Relationships. To help you foster and maintain the relationship
between your military organisation and your local community, the following five
elements should be included in your Engagements program:
i. Networking: building an extensive network of contacts within the community
is the first step towards developing a strong relationship. Find opportunities
within the community to go out and meet community stakeholders.
ii. Presentations: presentations allow one-on-one contact between the
community and military leaders. Identify opportunities to make or organise
presentations to the community that inform them about the issues that most
concern them. During these presentations, continue to build on your
network of community contacts by inviting your stakeholders to bring along
a guest.
iii. Community Events: being seen in the community is important to building
and maintaining a strong relationship. To that end, with the help of your
community stakeholders, identify community events in which members of
the NATO military installation can participate.
iv. Special Events: invite the community onto the base or ship to provide them
with an opportunity to meet military personnel in an environment that is both
new and interesting. An example OPORD for an installation open house is
at Annex 6-E.
v. Local Media: the local media can have a strong influence on the community,
and may represent an excellent way of communicating with it. You will likely
meet local media at community events. Over time, your relationship with the
local media will provide you with a greater understanding of the community,
and will allow you to communicate more effectively with the community.
d. Engagements Event Sponsors. At times it may be appropriate to co-host a
Engagements activity or have an event sponsored by a local group. In these
circumstances, ACO/ACT directives and regulations on contracting and partnering
must be observed. Prior to involvement with these activities, a PAO should ensure:
i. The event does not appear to endorse, selectively benefit or favour, any
private individual, special interest group, business, religious, ideological
movement, commercial venture, political candidate, or organisation;
ii. The event does not solicit votes in a political election; and
iii. Does not endorse commercially sponsored events intended to increase
sales and business traffic (such as a business, mall grand opening, motion
picture promotion, etc.)
iv. Confer with the legal advisor prior to committing to support to such events.
130
e. Engagements/ Base Tour General Guidelines. Tours tell a portion of the NATO
story to visitors and should be tailored to coincide with the interests of different age
groups. Often referred to as civic leader tours, the audience is composed of key
community leaders connected to a local issue or where general civic education
can be justified.
i. Include participants from a cross-section of community or business
leadership (consider age, gender, race, ethnic and occupational
backgrounds). Theme-based tours, such as environmental, small business,
personnel, education, to name a few, can be excellent ways to focus in on
key community leaders and their issues without diluting the message by
doing a broad-based tour. Community and opinion leaders who can
influence public opinion for the theme/objective selected for the tour, or
inform and educate their communities and peers, should be considered.
ii. For all tours, specific communication objectives should be developed. Limit
time spent in briefings and increase contact with people and operations.
iii. Orientations, demonstrations and briefings should be scheduled during
normal duty hours as much as possible so the impact on your personnel’s
off duty hours limited. PAOs working with SMEs shall ensure that all
briefings, demonstrations, and orientations are security cleared for
presentation to the general public.
iv. A planning checklist for base tours is at Annex 6-F.
131
Annex 6-A Case Study
Community Relations - an Essential Part of Public Affairs

by LT Cappy Surette, U.S. Navy (1999)
Let me offer one word that demonstrates how vital a solid community relations
(Engagements) plan is — Vieques. In a Nov. 4, 1999, press briefing, Secretary of Defense
William Cohen told reporters that the Navy was at least partly at fault for the crisis.
"The Navy has not really done a very good job in their relations with the people of Vieques
and Puerto Rico," said Cohen. "We hope to do better in that regard."
What happened in Puerto Rico could just as easily happen elsewhere should we not learn
from it.
The necessity of a good program was driven home to me as the firestorm of public outrage
erupted Feb. 3, 1998, after a Marine EA-6B Prowler severed a cable car line near the
Italian ski resort of Cavalese killing 20.
As U.S./Italian bilateral relations deteriorated as a result of this accident and the highly
publicized trials that followed, it became abundantly clear just how necessary it was to
have good relations with our local communities before something like this happens.
The importance of interacting with the local Italian community to promote trust had never
been greater. The Cavalese cable car incident presented us with the challenge of
mending fences and strengthening bonds here in Sicily.
Prior to the disaster, I would classify our Engagements program as merely adequate.
While I didn’t find it to be the most exciting aspect of the base PAO job, we did run the
occasional base tour, hosted parties for orphans and threw the gates open for the locals
every summer for an annual Fourth of July blowout.
Following the Cavalese incident, we sat down, re-evaluated our programs and saw the
need to turn up the heat. After going back to the drawing board, we created a new battle
plan.
The difficulty with Engagements in general is that it’s a vague term and success is difficult
to measure. To attempt to counter this, we articulated a goal — bolster the image of
deployed American service members and their families.
We surmised that by engaging in comprehensive and proactive Engagements, we would
attempt to dispel speculations and suspicion of U.S. activities behind the gates of Naval
Air Station Sigonella (NASSIG). Involvement with all facets of the general population
would promote a better understanding of the U.S. military, its members and our reason
for having a presence in their community.
To do this, we targeted four principal audiences to provide a variety of ages and social
classes — a wide cross-section of Sicilian society — to promote a better understanding
of U.S. presence in Italy. The following groups have been the focus of the effort since the
program kicked off in March 1998:
1) Business and Civic Leaders: Base tours were offered and given to business
organizations such as the Lion’s Club and Rotary Clubs of several cities to educate
business leaders on the role of the U.S. military in Europe. Targeting business and
132
social leaders ensures positive reaction to U.S. involvement in Sicily is filtered to

upper income groups.
2) Municipalities: Social functions and joint training were coordinated with
municipalities such as local law enforcement, disaster preparation teams and fire
fighters to provide for better cooperation when the need arises.
3) Schools: School and base visit programs expose students to Sailors and American
school children with the goal of creating a long-standing relationship of
understanding and teamwork between Italy and the United States early on.
4) Religious organizations: With Italy being more than 95 percent Catholic, interacting
with local religious leaders and sponsoring more than 20 local orphanages enabled
NASSIG representatives to demonstrate we are good neighbours.
Between educating the local populace about the mission of the base and promoting
cooperation, we hoped to show the U.S. military presence abroad in a positive light to
reduce misperceptions.
The final part of the plan was to strengthen relations with small Sicilian media outlets. We
hosted a few media days and worked closely with Commander, Naval Air Forces
Mediterranean (COMFAIRMED), AFSOUTH [now JFC Naples] and the U.S. Embassy in
Rome to generate a large media embark of the small Sicilian press agencies (TV, radio
and print) that visited Sigonella for a NATO Maritime Patrol Exercise in late February
1999.
The timing of that visit was pure luck as NATO air strikes in the former Yugoslavia began
a week later. Establishing a relationship with the smaller markets as well as maintaining
a good one with the larger markets paid dividends as 80 percent of the reporters who
were part of the embark returned for official comment on the campaign. The stories that
saw print were not only glowingly positive, but they seemed to actually cheer NATO on.
The lesson we learned here was, "don’t forget the small press".
We were able to measure our overall progress of strengthening relations two weeks later
when we received word that a protest against NATO aggression in Yugoslavia would
occur outside our gates the following day. We braced for an ugly crowd but only about 60
protesters actually showed up. We later learned 40 had been bussed in from Naples.
Interesting, considering that our neighbouring city of Catania has a population of more
than 380,000.
A strong Engagements plan is worth its weight in gold, and although essential, it doesn’t
need to be overly complicated. Simple face-to-face contact between our Sailors and a
wide range of people can establish a trust that will support us in accomplishing our
mission as well as help us weather the occasional storm.
Lieutenant, now Navy Captain (ret.), Surette was the public affairs officer at NAS
Sigonella, Italy, at the time of the incident. His case study is reprinted with his permission.
133
Annex 6-B Sample Outline for a Community-Survey File
The Area
 Geographical description:
o Size of area.
o Population and demographics.
o Climate, topography, annual and seasonal temperatures, rainfall, etc.
 Historical data.
 Economic data:
o Types of industry.
o Unemployment rate.
o Cost-of-living index.
o Direct benefits of base.
Recreation and Entertainment

 Cultural attractions.
 Commercial facilities.
 Parks.
 Spectator sports.
 Amateur sports.
Civic Government
 Key personnel in local and regional governments.
 Offices of federal and provincial elected officials.
Organisations
 Civic.
 Fraternal.
 Women’s groups.
 Youth groups.
 Business groups.
 Labour groups.
 Veterans’ groups.
 Interest groups.
134
Housing
 Housing units available.
 Housing regulations and zoning laws.
 Cost and adequacy.
Other Community Facilities and Services

 Utilities.
 Transportation:
o Highways.
o Buses.
o Taxi services.
o Rail.
o Air.
 Education:
o Public.
o Private.
o Higher.
 Health care.
 Fire protection.
 Police protection.
 Churches.
 Sanitation services.
 Hotels and motels.
 Convention centres.
Communications Media
 Newspapers, magazines, and newsletters:
o Writers and contacts on military issues.
o Key personnel.
o Deadlines.
o Policy considerations.
o Wire services.
o Type of ownership.
135
 Broadcast media:
o Radio:
 Type of format.
 Key personnel.
 Deadlines.
o Television:
 Network affiliation.
 Key personnel.
 Deadlines.
 Policy considerations.
 Tape format.
Public Relations and Lobbyists

 Contacts and services, listed by company Community Leaders.
 List those in the community, and the types of issues they influence.
136
Annex 6-C Special Events, Exhibitions and Displays
1. Introduction. Special events can be used as strategic PA activities in support of a

larger PA strategy or campaign, part of a Engagements program (particularly if they
are done in conjunction with the host community) or they can be stand-alone events.
They can include exhibits and displays, imagery, print material, and give-aways.
2. Planning Considerations for Special Events. Special events may consist of
equipment displays, parades, VIP visits, etc., hosted by a formation, a base, or even
an individual unit. These events may involve many hundreds of military personnel, a
few dozen or even just a few individuals. Special events may serve a PA function that
focuses on an external audience, or they may be conducted primarily to entertain or
to educate an internal audience. Audiences could range from the local community to
high-ranking officers within NATO.
a. In terms of complexity, special events may range from a single unit ‘open house’
to one involving an entire formation with equipment displays from units garrisoned
in different locations, or even a visit to an ACO or ACT establishment by a small
group of high-ranking military or civilian VIPs from a member nation. VIP visits may
be high or low profile and in all cases, the PAO must know what the chain of
command’s expectations are with respect to PA support.
b. Regardless of their size, complexity and purpose, special events, like any other
military activity, must be carefully planned. Special events require a significant
amount of logistics support (e.g. parking, security, food, medical assistance) that
must be coordinated with other staff – not just staff PAOs. Bear in mind that special
events almost always involve host nation or visiting VIPs, and they require a
significant amount of coordination and attention to a broad range of detail. Consult
Protocol for advice.
c. It is important to note that, although special events may have a PA purpose, a PAO
should not be the overall coordinator of such an event. Special event planning is
usually quite complex and will involve much time as well as significant staff and
equipment resources. PAOs should be careful about what they volunteer for and
if necessary, consult the PA TechNet before agreeing to something because their
actions may have an impact on ACO/ACT PAOs in other locations. The PAO’s
involvement should be limited to the PA aspects of the event, not the overall
execution of the event. The PAO will be far more effective developing and
implementing a PA plan to support the event and then marketing the event.
d. Special Events can incorporate such things as a Change of Command ceremony,
an event featuring the arrival of a new ship to a fleet or an air show featuring a
nation’s air demonstration team. Change of Command parades should have PA
and imagery support and should be closely coordinated with the staff organizing
the parade itself. The Commander is the face of the organisation in the local
community, and building his/her profile can help with your Engagements program.
Set up an exhibit and invite the local community.
e. Often times, NATO operations are held in countries far away from the Troop
Contributing Nations. Special events, exhibits and displays are often the only real
mechanisms (outside of media coverage) that serve to inform the public of the
137
personnel and equipment resources that NATO has at its disposal to support
NATO mandated operations.
f. Many NATO member nations hold special events, open houses or military
equipment displays and capability demonstrations at their bases, wings and unit
levels. These activities are often an important component of community relations
programs, and also fall into the category of special events, exhibits or displays and
give members of the public an opportunity to acquaint themselves with the myriad
tasks NATO nations perform each day.
g. Special events invariably involve media operations and media coverage. A
supporting media plan must be included in the overall PA plan for the event and
must include media requirements, before, during and after the event.
h. In addition to a visual display or show, special events usually also include other
more static exhibit components such as exhibits or displays.
3. Exhibits and displays are a highly effective mechanism to attract public attention and
interest in order to deliver selected messages using a low-tech format.
a. Exhibits and displays are organised at all levels within NATO and, in most
instances, they are intended for the general public. Exhibits and displays can
support a special event or may be a stand-alone attraction. Many NATO nations
already use exhibits and displays in support of nations recruiting activities but they
are also an integral part of Mil PA activities at the Operational and Tactical level.
b. ACO/ACT headquarters co-ordinates exhibitions and displays that are primarily
targeted at the Strategic level. These exhibits and displays are designed to target
the public and generate or enhance specific NATO PA objectives at the Strategic
level. Previous examples include displays at the NATO summits and various
ministerial level meetings.
c. When planning an exhibit, consider its purpose and ask some basic PA planning
questions before you begin:
i. Who is your audience?
ii. What is your message?
iii. How are you going to tell them?
iv. When are you going to tell them?
v. Are there security, privacy or other limiting factors?
d. It is a good idea to plan for and develop promotional material that you know will be
effective for the audience you are trying to target to enhance your ability to deliver
your key messages. Supporting material can include posters, information
brochures, and give-‘away’ promotional items such as lapel pins, pens, etc. On the
more elaborate side, DVD/videos can be produced which inform your audiences
of your specific unit activities. Be aware that these are more costly and require
much more planning time but can be very effective products.
138
e. While JFC/CC exhibits displays do not need to be elaborate or expensive there is

almost always some cost associated with these capabilities. More importantly, the
exhibit equipment elements require time to develop, design, and produce. Some
of the very best features of an effective exhibit are the very equipment that nations’
soldier, sailors and air force personnel use. Even serving up military rations to the
general public goes a long way to educating the public (or even guest military
visitors) about NATO nation’s missions and roles. Visitors will want to touch the
items on display, climb into and to clearly understand their uses and capabilities.
Displays can consist of nothing more than a piece of equipment, a weapon, a
vehicle, or an aircraft.
4. Exhibit Staff. It is absolutely critical to have knowledgeable staff (both military and
civilian) working at your exhibits and displays. These personnel are the public face of
ACO and ACT, so they should be personnel who enjoy their work and are capable of
passing along information in plain, simple terms. The staff needs to be able to
effectively engage the public. The staff needs to be provided with the appropriate and
most current NATO messages and, where possible, formal training to exhibit staff
personnel would be ideal.
a. PAOs should never be the automatic default exhibit staff. The public and the media
want to talk to operators, military personnel who have been on operations and who
can explain how to use any military equipment that is on display. If an exhibit is
part of a larger special event with media in attendance, the PAO will be far too
busy with the media to be able to staff the exhibit.
b. All ACO and ACT exhibit and display material (display walls, promotional material
to accompany the exhibit) shall conform to the NATO Visual Identity Guidelines.
5. Professional Exhibit Design and Production. Many commercial companies offer
services to assist you in the development, design and production of exhibit
components – exhibit walls, racks to display information brochures, even light shows
that are very effective in attracting visitors to the exhibit. To contract these types of
commercial services, proper NATO contracting rules and regulations must be
followed.
6. Budget. As mentioned, Special Events, Exhibits and Displays do not have to cost a
lot of money, but taking the time to plan out a budget will go a long way to ensuring
adequate financial resources are available when it comes time to execute the PA plan
with the special event, exhibit or display.
139
Annex 6-D Special-Events Checklist / Aide-Memoire
1. Regardless of the type of event you select to showcase, there are certain
fundamentals which apply to staging or coordinating all special events. PAOs must
consider certain basics to ensure the event succeeds.
2. Although there is a great deal of difference between an air show and a Change-of-
Command parade, both events are similar from a planning point of view.
3. The following checklist includes some of the major factors which PAOs responsible
for organizing or coordinating special events must consider. Note that the non-PA
tasks must be assigned to someone in the Command Group/organizing committee.
The Event Objective or Aim
 Identify the objective or aim for holding your special event.

o Is it purely for public relations?
o Is it to inform, educate, or entertain?
 Identify the audience to whom you are communicating.

o Is your audience military community, local opinion leaders, or the general
public?
 How often do you want to hold this type of event?

o Is it an annual event? Or is it a one-time-only activity?
Co-ordination
 Obtain from the Commander a clear statement of responsibilities for event-related

activities. In most situations, PAOs do not have tasking authority and will require the
support of the Headquarters Support Group or J-3.
 Prepare a schedule of critical deadlines and activities leading up to the event.
 Arrange for imagery support.
 Plan progress review meetings for agencies to report status and problems.
 Keep the Commander informed of progress.

Location
 Select an appropriate, accessible location or locations.
 Select an alternate location in case of inclement weather.
 Make sure the required facilities, such as power, water, and washrooms, are available
at the chosen locations.
140
Promotion
 Provide internal audiences with event information through such media as base
newspapers, routine orders, flyers, and posters.
 Provide external audiences with information through the local media by using news
releases, public service announcements, and appearances on local radio and
television programs.
 Invite local media representatives to preview the event 24 hours before it takes place
or, in the case of parades, to attend dress rehearsals.
 Designate spokespersons and media contacts.

Communications
 Find out whether you will need a public address system.
 Arrange for mobile phones or hand-held radios for staff to communicate.
 Make arrangements for media needs, such as remote or live-broadcast.

Administration and Logistics
 Issue VIP invitations in coordination with Protocol (if applicable).
 Prepare print material early to allow time for translation, film work, or printing.
 Establish parking areas and arrange pass system (if necessary).
 Arrange for VIP and media areas in coordination with Protocol.

Special Arrangements
 Prepare accident/incident contingency plans.
 Arrange for emergency medical facilities.

Follow-Up
 Prepare a thorough and objective after-action report.
 Establish solid recommendations on how to improve future special events.
141
Annex 6-E Example Operations Order for an Installation Open House
TO: SEE DISTRIBUTION

SUBJECT: OPORD – Heritage Days/Journees Du Patrimoine, 8-9 Sep 2013 and Fun
Fest Bus Tour 1 Sep.
1. SITUATION: The Belgian “Journées du Patrimoine – Heritage Days” will take place in
the Walloon Region of Belgium on 8 and 9 Sep 2013. The theme of the Heritage Days
this year is military architectural heritage. SHAPE has agreed to open its doors on
these two days, between 13:00-17:00 hours. Visitors from all over Belgium may take
advantage of this unique opportunity to visit SHAPE HQ. In addition, the Fun Fest, 1
Sep, will be used to allow families to visit SHAPE as a tour rehearsal for the Heritage
Days. An additional day of tours for VIPs and media will be held 7 Sep.
2. MISSION: SHAPE will conduct a series of “Open House” tours as a function of the
“Journées du Patrimoine – Heritage Days” consisting of a bus tour and a visit of the
SHAPE Command Centre. Total time of the proposed tour: 90 minutes.
3. EXECUTION:
a. Concept of Operations:
1). SHAPE personnel will conduct visitor tours on the following four days:
i). Morning 1 Sep (11:30) as a dry run for the guides (1 bus);
ii). Afternoon 1Sep (13:00) for families at Fun Fest (5 or 6 buses);
iii). VIP and media visits 7 Sep (1 bus) will be an additional rehearsal at
10:00 for the Media and 13:30 for the VIP’s.
iv). Heritage Days 8 and 9 Sep (5 or 6 buses).
2). Visits during the Fun Fest will begin and end by the Carrefour parking lot.
3). Heritage Days visitors: All visitors will be directed to the Visitors’ Centre in the
SHAPE Events Centre. It will contain a visitors’ control desk in the entrance of
the building, a concession stand for snacks/ drinks and souvenir sales in the
Doom room, with a small area for the SHAPE Band and two PUA information-
briefing rooms. Visitors will leave their cars in the designated car park(s)
(cordoned off) next to the SHAPE Events Centre and if overload to the library
parking lot. They will be directed to the Welcome Desk in the Visitors’ Centre.
4). Two SHAPE buses will leave every half hour. There will be a guide for each
bus and a sufficient ability to cater to French, Dutch and English. The SHAPE
Command Centre (Bunker) visit is planned at the end of the circuit and will last
approx. 30 minutes. Mr. (NAME, phone) is the POC for this part of the visit. He
will ensure the bunker is properly prepared and staffed for the visit.
5). Rehearsals will start 1 Sep at 11:30 (SHAPE Fun Fest). The Media/VIP day
will be an additional rehearsal and is scheduled for 7 Sep.,see schedule for
rehearsals under Para c, Coordinating Instructions.
142
6). Specific itineraries and tour scripts will be published prior to the event.
b. Responsibilities:
1). DOM and NMR Echelon are requested to task divisions/NMRs to provide
escorts/guides and support personnel as per the attached excel sheet.
2). Commander NCIA Sector Mons is requested to provide:
i) Sound support for the SHAPE Events Centre. The sound systems and
the Public Announcement system must be in place and tested before
the VIP/Media Day on 7 Sep. A sufficient number of speakers should
be available to permit all attendees to hear the announcements in all
the rooms that are to be used;
ii) Sound support personnel 7, 8 & 9 Sep, 30 minutes before the event.
3). ComDiv (Engagements and Mil PA) has overall responsibility for all events,
and will:
i) Provide public information/media relations;
ii) Provide coordinating staff throughout the weekend and rehearsals;
iii) Produce information leaflets for handout to visitors;
iv) Provide articles to SHAPE Community Life before and after the event;
v) Provide photographic support;
vi) Coordinate artwork for all required signage.
4). BSG is to:
i) Provide and set up a tent with a table and 2 chairs for the Fun Fest visit.
ii) Block use of SHAPE Events Centre for 7-8-9 Sep;
iii) Prepare SHAPE Events Centre for Media/VIP Day and Heritage Days
NLT 10:00, 7 Sep;
iv) Provide small musical ensembles of the SHAPE band during visiting
hours
v) Ensure snack food, coffee and other appropriate beverages are
available for sale, as well as tables and chairs;
vi) Provide souvenir items for sale (Arts and Crafts); and
vii) Produce signage as required.
viii) Ensure the lobby and exterior areas of the SHAPE Events Centre are
thoroughly cleaned prior to the Heritage Days;
ix) Provide and arrange NATO and PfP flags and stands in co-ordination
with BSG Action Officer;
143
x) Schedule latrine cleaning personnel and extra toilet paper;

xi) Ensure the fire station is aware of the visit and ready to intervene. If
desired, the Fire Service may wish to place one of their trucks in the
parking lot by the SHAPE Events Centre as an attraction and fire safety
awareness demo for visitors as they wait for their tours.
xii) Provide one bus for 11:30 dry run on 1 Sep for rehearsal on Fun Fest
day;
xiii) Provide four buses from 13:00 to 16:30 on 1 Sep;
xiv) Provide one bus on 7 Sep for Media day at 09:50, and for VIP’s at 13:20,
xv) Provide up to 6 buses between 1230 and 1830 hours on 8 & 9 Sep;
xvi) Provide one mini-van on standby on 8 & 9 Sep for any emergency local
trips outside of the SHAPE Events Centre;
7). Base/Installation Provost Marshal's Office is to:
i) Issue separate police OPORD, delineating necessary traffic control, a
car-parking plan, security at entrance of the Visitors’ Centre and
Bunker;
ii) Co-ordinate with the SHAPE Federal Police (SFP) on the impact on
traffic safety on Rue Grande/Chaussee de Bruxelles caused by
increased traffic arriving for the Heritage Days;
iii) Co-ordinate with ComDiv Engagements and BSG as to proper control
of visitors;
iv) Seal off SHAPE Events Centre car park for the Heritage Days.
v) Manage visitor parking on both days;
vi) Close roads as appropriate or required to avoid having visitors
wandering in the SHAPE compound, while not interfering with
Shapians’ movement;
vii) Co-ordinate security sweeps of SHAPE Events Centre as required.
viii) BSG Host Nation Liaison is responsible to coordinate with the Host
Nation in order to provide an ambulance for emergency medical
coverage during the event.
8). SHAPE Protocol will coordinate all aspects of the VIP visit 7 Sep.
c. Co-ordinating Instructions:
1) The last coordination meeting will take place in the PUA briefing room
(Bldg 102 room 248) 31 Aug at 13:30.
2) Dress for both rehearsals (1 and 7 Sep) and Heritage days: National
Service dress (preferable combat clothing).
144
3) Rehearsal Schedule:
i) A dry run will be held at 11:30 on 1 Sep for all guides and the two buses
to be used that day. Between 13:00 hours and 16:30 hours, the visit will
be run using four buses. A bus tour for SHAPE families will be organized
along the same lines as planned for the Heritage Days.
ii) There will be an additional rehearsal on 7 Sep when local media and
local VIPs will be invited. Timings are for Media at 10:00, and for VIP’s
at 13:30.
d. The ComDiv Coordinator is (RANK, NAME), ext. 1234; the SG Project Officer is
(RANK, NAME), ext. 5678.
FOR THE DOM (or appropriate authorising/issuing authority)
(NAME, RANK)
DISTRIBUTION:
COS
DCOS Operations
DCOS Resources
DOM
Commander, NCIA Sect Mons
SO NMR Echelon
Commander, SHAPE Healthcare Facility
Internal –
Action:
Chief, Public Affairs Office
SHAPE Protocol
BSG Commander
HNLO
PMO
BSG BSM
BSG PWL
BSG SES
MWR
BSG EXO
BSG Admin Supervisor
BSG SCC
Bandmaster, SHAPE International Band
145
Annex 6-F Base Tour Checklist
Briefers and Speakers
 Have they been requested and confirmed?
 Have they been given background information on the group?
 Who will introduce them?
 Will they be invited to eat with the group? Who will pay?
 Have they been informed what uniform to wear?
 Is background information on the speakers required?
 Have briefings, presentations, and speeches been tailored to the group?
 Who will prepare them?
 Will copies be distributed?
 Do speeches have to be cleared with higher headquarters?
 Have briefing rooms been scheduled?
 Is audio-visual support arranged (equipment, spare bulbs, operators)?
 Do speakers desire a podium, microphone, or other public address system?
 Water?
 Will the speakers be tape recorded or videotaped? Have they been notified?
 Is a dry run required for any presentation?
 Should seats be reserved for speakers waiting their turns to speak, staying to hear
other speakers, or requiring staff members to listen?
 Will questions be allowed?
 Are speakers prepared to answer questions likely to come from the particular group
(i.e., noise complaints, base construction, and civilian employment)?
 Is there a plan for keeping speakers within their scheduled times if the itinerary is
rigid? Do the speakers know?
Escorts
 How many will be required? Are backup escorts necessary?
 Have they been briefed on their responsibilities?
 Have they been given background information on the group?
146
 Have meals, other accommodations, been arranged for escorts? Who will pay?
 Have they been told what uniform to wear?
 Do they know locations of all tour stops and activities? Can they answer questions
about other arrangements made for the group?
 Do they know locations of restrooms, water fountains, off-base capable telephones,

etc., along the tour route?
 Is a dry run required?
 Where will the escorts assemble?
 Do they have appropriate names and phone numbers to contact if problems or delays
occur?
Itinerary and Agenda
 Is there a backup plan for events that are tentative or might be affected by adverse
weather?
 Has appropriate participation by the Commander been coordinated?
 Are other activities or exercises scheduled for the same dates? Will the activity serve
as a detriment to desired tour support or could the tour be enhanced by including the
activity in the itinerary?
 Have all restricted areas been identified and provided for?
 Will guests be allowed to bring personal cameras? What safekeeping measures will
be taken if they cannot take cameras into certain areas?
 Are restroom breaks included?
 Will all affected areas be clean and spruced up for the visit?
 Will the group make any presentations to base officials? Will base officials make any
presentations to the group? Have recipients been advised?
 Is a photographer required?
 Can refreshments be provided?
 Is WiFi available?
 Is there an appropriate mix of standing, sitting, and walking stops on the tour, for the
comfort of the group?
 Do all supporting personnel have a copy of the itinerary?
 Will one person be available in the ComDiv Engagements Office to coordinate last-
minute changes?
147
Arrival
 Escorts should be early and standing by waiting in the event the group is early?
 Has security forces been briefed on arrival time and location?
 Have information packets been prepared (agenda, fact sheets and biographies)? Will
they be distributed upon arrival or placed in rooms?
Media
 Is there local media interest?
 Should the tour be covered by your unit magazine or newspaper?
 Have ground rules been discussed with them? Has the Command Group and others
who might be affected been advised?
Follow-Up
 Are letters of appreciation appropriate?
 Will photos be sent to the group?
 Are after-action reports required?
 Is there a way to get feedback from the group for use in fine-tuning future tours?
148
Chapter 7 - Media Monitoring and Analysis

1. Introduction.
a. Media Monitoring and Analysis is the process of reading, watching, or listening to
the editorial content of media sources continuously, and then identifying,
comparing and analysing findings. In this way, Media Monitoring and Analysis
allows a PAO to determine what’s being said about their organisation or about a
particular topic in the media space; to flag potential problems; and to measure PA
performance and indications of effect.
b. Media monitoring and analysis should always be considered one piece of a wider
informational puzzle. It is neither an exact reflection of audience sentiment, nor
does it represent the Information Environment in its entirety.
c. Insights gained from Media Monitoring and Analysis should therefore be
considered in tandem with those gathered from elsewhere in the Information
Environment. Techniques such as focus groups and surveys are particularly
important for a holistic understanding both of baseline audience attitudes and of
the extent to which PA efforts might have ‘moved the needle’ towards a particular
goal.
d. In contributing to this wider understanding of the Information Environment, Media
Monitoring and Analysis is a useful PA tool. It helps a PAO:
i. Develop an understanding of an audience
ii. Monitor overall ‘brand’ and reputation
iii. Mitigate risk
iv. Evaluate performance and indications of effect
2. Developing an Understanding of an Audience.
a. Before communicating within a specific information space or towards a particular
audience, PA staff must conduct detailed research specific to the intended
audience and operations environment.
b. Such research is necessary since Western military cultural ideas about
communication and credibility will not always apply in other parts of the world and
sometimes not even within segments of their own population. Too often,
communications strategies are developed on predetermined conceptions, cultural
or political biases or general naivety about the particular environment. Western
communicators often assume that experiences from their own environment can be
overlaid against other cultures. This false assumption often leads to more serious
problems and frustration on the parts of both the communicator and the audience.
Even if communicating within a familiar information environment, different
audiences look for information in different places depending on the topic.
Community-based social media groups might be a main source of community
information on one topic, for instance, while the same audience might look to
international outlets for information on another issue. For this reason, it is vital that
PA research be conducted prior to launching a PA campaign, and for that research
to be focused on a specific audience and topic.
149
c. To conduct this Media Monitoring and Analysis research successfully, the PAO
therefore first needs to be clear on the nature of the campaign and particular
intended audience. Is this an internal communications effort intended for members
of the military community and their families? Is this a community-based campaign,
or a theatre-based effort to support wider operational objectives? Or perhaps a
strategic-level campaign to support improvement of organisational reputation
internationally? Having the nature of the campaign and intended audience in-mind
will ensure that Media Monitoring and Analysis is focused and thus a relevant and
useful element of the planning process.
d. Media Monitoring and Analysis can support PA planning by identifying the
information needs of an audience: who they are influenced by and how they
receive messages; what the base-line opinions might be; and the appropriateness
and required intensity of PA efforts. In particular, Media Monitoring and Analysis
research should be focused on answering three main questions:
i. How does the intended audience receive messages on a particular topic?
1. For internal audiences, is there an internal newspaper or newsletter, or
do members of the internal community communicate between
themselves on social media? If the latter, is there perhaps a dedicated
Facebook group for the internal audience, or is another platform more
widely used? How often do members of the internal community
communicate on this platform, and does it reach all members of the
intended audience?
2. For community audiences, which local newspapers or TV/radio stations
are particularly followed regarding this topic? Which local journalists are
particularly well-known and respected within the community who might
be able to carry the message? Are there social media groups dedicated
to community life?
3. For external audiences, which outlets are most trusted and consumed;
which journalists have particular standing on which topic; and to which
extent does the audience consume news content in traditional outlets
rather than using social media as the main source of information? Are
there social media ‘influencers’ who are particularly important in shaping
opinion?
ii. What is the current baseline for media attitude towards your organisation
and topic?
1. Are outlets already ‘on-side’ or does the media itself need to be
considered an audience for opinion change, rather than just as a carrier
of a message? For instance, internal newsletters and newspapers are
likely to be willing to carry an internal communications message in
entirety, while local outlets may, for instance, have a history of publishing
negative stories on the presence of a military base in a community. The
degree to which outlets themselves need to be ‘brought onside’ is an
important media analysis research point which can assist PA planners
in their efforts.
150
2. What is the current attitude of influential journalists or social media

opinion-leaders towards your organisation and topic? Are there any in
particular who you can recommend to PA planners to engage, so that
they might carry your message to the intended audience?
3. Are there any outlets who are particularly specialised in this topic or
focused on this issue already? Which hashtags are being used
surrounding this topic?
iii. What share of the conversation does your organisation currently hold
regarding this topic?
1. Is your organisation often reported on in parallel to this topic, or is it
absent from the conversation? Do outlets or influencers on social media
consider your organisation to be an authority on this topic, or are
audiences getting their information on this topic from elsewhere?
2. How susceptible might the intended audience be to disinformation and
other adversarial information confrontation efforts? How often is
disinformation picked up in media outlets or shared in social media
groups? Are there any indications that this is an increasing or decreasing
trend?
e. The answers from Media Monitoring and Analysis research can be put together
with insights from other PA planning efforts – for instance insights from focus
groups and surveys – to support a developed understanding of an intended
audience. With this understanding, a PAO can begin to formulate a plan towards
reaching their goal: understanding which segments of an audience need to be
engaged; with which message; using which means; and to which degree. This
research also provides a baseline on which to measure change during and at the
end of a campaign, see paragraph 5, Evaluating Success in this chapter.
3. Monitoring ‘Brand’ and Overall Reputation.
a. NATO is a brand. While it does not sell things, it does provide an important service
to the citizens of nations: it safeguards peace, freedom and security. The ‘brand’
of NATO and its military commands is the way that our publics, our partners, and
our potential adversaries perceive our Alliance, and how they think and feel about
its decisions and actions.
b. Just like in a private company, NATO’s ‘brand’ rests on reputation and needs to be
monitored. Media Monitoring and Analysis can provide an insight into how an
audience – whether that be at the local tactical or international strategic level –
feels about NATO and its actions.
c. Content Assessment is a quantitative and qualitative means of measuring,
recording and assessing what the media are saying about the command or
organization. This involves scraping data from traditional and social media, and
tracking it over time to identify trends. Care should be taken that data is scraped
according to the command’s “level” within the Command Structure. Tactical
components should focus on data which reflects reputation within their AOR (local
media, local social media posts), while a strategic-level Headquarters should be
151
focused on international reputation (international outlets, global social media

trends).
d. Data-scraping can be facilitated with online tools, both free and commercial.
However, analysis needs human involvement in order to be able to assess tone
accurately. This is particularly true with military topics, since automated sentiment
analysis usually codes military-related vocabulary, such as ‘adversary’ or ‘tank,’ as
negative. However, such words are an innate part of NATO’s messaging, and pick-
up of these messages should not be counted as negative. It is important, therefore,
that a human analyst is in charge of analysis of sentiment, and that only data-
gathering is automated.
e. To develop a clear picture of a media environment, it is helpful to separate
coverage into the following three categories:
i. Owned content: This is content produced by a command, wider NATO, or
an affiliated body such as a national military. Examples might include a
tweet; Instagram picture; web article; or military-produced video footage.
Since this is self-produced, such content should always be on-message and
orientated towards goals. How widely this material is picked-up (for instance
re-tweeted, downloaded from DVIDS and re-purposed) and reaction to this
(social media comments, for instance) can be tracked over time to establish
which content resonates with audiences and thus particularly contributes to
brand and reputation strength. Social media platforms have free tools with
which to automate the tracking of ‘owned’ content performance (for instance
Twitter Analytics or Facebook Insights). Traffic to websites can also be
tracked, as well as the destinations of video content uploaded to DVIDS. As
above, however, only volume should be automated, while the tone of social
media comments will need human analysis to assess tone accurately.
ii. Earned content: This is ‘organic’ content produced by a non-affiliated third
party. Examples might include a newspaper article; a tweet about NATO or
your command by a member of your ‘audience’; or a photo of a local military
event taken and shared by a journalist or member of the public. Earned
content can be both on-message or counter-message, and positive,
negative or neutral in tone. Positive, on-message ‘earned’ media is the gold-
standard of media coverage, particularly if it is then shared more widely.
Earned content can be tracked either using commercial data-scraping
products or, if budget does not allow, through hashtag monitoring and
Google searches.
iii. Hostile content: This is content produced by an adversarial actor, either
openly or covertly, with the express purpose of countering NATO’s message
and mission. Examples include negative media coverage by adversary-
parented outlets designed to skew opinion against NATO; disinformation
and propaganda; or social media trolls and bots. The focus of a PAO’s
Media Monitoring and Analysis of hostile content should be on that designed
for consumption for the specific audience – perhaps in their language or
linked to social media discussions relevant to the command’s AOR.
f. Data on all three categories - but all the while specific to a command’s specific
“level” and AOR - should be collected, analysed and assessed. A qualitative
152
assessment detailing tone and sentiment (together with any indications of trends
or change) should be written to accompany the data. While qualitative
assessments will inevitably be subjective, it is most effective if the same person
conducts these assessments periodically so that the assessment is as consistent
as possible.
g. These findings should be reported up the Command Chain to the higher
Headquarters, and then onto NATO HQ on a periodic basis (monthly, if possible),
which will compile findings by all commands and issue top-down guidance as
necessary and appropriate. Comparing volume, tone, prominence and
dissemination will enable a holistic understanding of the media space and of
NATO’s share of the voice. Periodic monitoring allows identification of baselines
and trends, from which to measure success later.
4. Mitigating Risk.
a. Once a particular media environment is being monitored on a constant basis and
reported on periodically, it becomes possible to identify outliers of data which merit
further investigation. Such outliers, or variants from the norm, might serve as
indicators and warnings of developing trends or issues to keep an eye on. This
information allows a PAO to take timely and well-considered action.
b. To take one example, media monitors might notice a sudden rise in disinformation
on social media regarding a particular topic. Armed with early awareness of this, a
PAO could, for instance, decide either to set the record straight or increase the
intensity of their own messaging among a specific audience group in order to
passively counter the information confrontation. Whichever action (to include no
action) is taken, Media Monitoring and Analysis allows early awareness of an issue
on which to take a considered decision.
5. Evaluating Success.
a. In the planning stage of a campaign, SMART objectives (objectives which are
Specific, Measurable, Achievable, Realistic and Time-bound), as well as specific
benchmark indications of success, will have been decided upon. Depending on the
SMART objectives of the campaign, Media Monitoring and Analysis may allow a
PAO to measure the performance of their efforts. The findings may also act as an
indicator of Measures of Effect.
b. Measures of performance:
i. Media Monitoring and Analysis can be used to measure campaign
performance in a quantitative and qualitative way. Depending on the pre-
established benchmarks, a change in volume or reporting tone might be
considered a measure of how the campaign is performing in the media
space. For instance, an increase in on-message earned media, or
widespread sharing of owned social media posts, tracked over time could
demonstrate that the message is resonating within the media space, while
a volume which remains the same might indicate that the campaign is nor
performing as well as might have been hoped. With this knowledge, a PAO
can make data-driven decisions mid-campaign in order to tweak messaging
or slightly shift the direction of a campaign to improve performance.
153
ii. A non-exhaustive list of specific criteria that a PAO might consider in

assessment of performance include:
1. volume of coverage within target outlets, and any increase or decrease
2. the relevance of placements to the desired audience/AOR (i.e. local
radio or local newspaper)
3. the prominence of placements (front page? Visible on digital media
landing page? *Note here that personalised algorithms will affect landing
pages. The “front pages” of digital outlets appear differently to different
people, depending on their search history).
4. the prominence of messaging including on-message headlines, whether
a spokesperson is quoted in the lead of articles / within the first 15
seconds of broadcast
5. the degree wo which on-message posts are shared by third-party
influencer with a large number of followers
c. Measures of Effect: The SMART objective of a campaign will be focused on a
desired ‘think-feel-act’ change in the audience (inspiring a specified audience to
think, feel or act in a way that is favourable to the objectives and mission).
Therefore true Measures of Effect must come from sources other than the media
(direct assessment efforts such as audience surveys or observed change in
action).
d. While Media Monitoring and Analysis cannot therefore be used as a true Measure
of Effect, it can however provide indications of campaign success. For instance,
depending on the benchmarks established during the planning phase, exposure to
a message, over time and with repetition, might be considered an indication that
audience opinion could be trending more positively than prior to your campaign.
Such insights can be combined with indications from elsewhere in the Information
Environment to assess the true effect on an audience.
e. It is important not to directly equate media success with audience effect. The
negativity heuristic demonstrates that negative messages are much more quickly
recalled and leave a deeper psychological impression than positive stories: a
majority of positive media coverage does not necessarily equate to a
corresponding effect on an audience, particularly if negative stories were circulated
among the positive ones, therefore.
6. Writing Reports.
a. Description vs analysis. It is important in reports that coverage is analysed, rather
than described. Reports should also answer the questions “so what?” and “what
next?” and provide useful insight to improve. The aim of analysis should always be
to evaluate why collected coverage is important; to what extent the coverage
helped achievement of the core aim of the communications campaign; and then to
suggest next steps.
b. Consider the difference between the following:
154
i. Description: “SACEUR’s visit to XXX region and corresponding media

engagements in countries A, B and C garnered significant coverage in local
media outlets including 3 front pages with colour photos and online mention
in 57 other outlets. Headlines were large and factual in tone. NATO quotes
were mentioned in 86% of stories, in the body of the text. Our social media
posts were shared 160 times and received more than 400 ‘likes.’”
ii. Analysis: “SACEUR’s visit to XXX region and corresponding media
engagements significantly increased positive media coverage of NATO in
the region during the visiting period. While such coverage had been
anticipated in Country A and B, the unexpected volume of positive reporting
in country C’s media space may indicate the beginning of a turn-around of
previous negative reporting on NATO. While it should be kept in mind that
Country C’s media environment is volatile and the tone is subject to quick
changes, SACEUR’s visit and media engagements certainly set the stage
for moving the needle towards more continuous on-message reporting.
Media coverage throughout the trip was localised, for the vast majority in
local languages as per the target media audience, though with sporadic
international pieces in English. As such, continued regional engagement,
and particularly continuous engagement within Country C, is recommended
to maintain momentum. During the next visit, there remain opportunities for
further engagement: for instance neither of NATO’s Liaison Offices in these
countries mentioned the visit on their Twitter accounts. Consideration could
be given to prior engagement with social media teams, or tweeting @ them
in the future.”
7. Disinformation, trolls and bots.
a. When monitoring and analysing the media, a PAO must be cognizant of
misinformation and disinformation as well as bots and trolls which are increasingly
prolific throughout the media space.
i. Misinformation is defined as any false information, regardless of intent,
including honest mistakes or misunderstandings of the facts.
ii. Disinformation, on the other hand, typically refers to misinformation created
and spread intentionally as a way to confuse or mislead.
iii. Bots are automated social media accounts run by software, which pose as
real people.
iv. A troll is someone on social media, either paid or acting on their own, who
purposely says something controversial in order to get a rise out of other
users.
b. Disinformation can be particularly damaging for NATO’s mission, since it
purposefully pollutes the media environment with un-truths and half-truths,
potentially causing confusion and distrust among an audience. Monitoring and
analysing the spread and frequency of disinformation is important, since it provides
actionable data on which a PAO can decided a course of action.
c. Meanwhile bots can be challenging for monitoring, since they skew statistics and
make representative quantitative analysis difficult. When assessing the volume
155
and spread of social media posts, analysts should sample data for indications of
how extensively data needs to be cleaned before analysis.
d. Many commercial analysis products include automated tools to exclude bots from
social media statistics. If commercial monitoring platforms are not an option for
budgetary reasons, it is possible to identify bots by comparing with the following
shared characteristics:
i. Activity: Posting a huge number of tweets per day. Activity can be calculated
by visiting the profile page of the user and dividing the number of posts by
day. Posting 72 tweets per day (one every ten minutes for twelve hours at
a stretch) is considered suspicious.
ii. Anonymity: In general, the less personal information an account has, the
more likely it is to be a bot. Anonymous handles, screen names and generic
pictures can be particularly indicative.
iii. Amplification: One main role of bots is to boost the signal from other users
by retweeting, liking or quoting them. The timeline of a typical bot will
therefore consist of a procession of retweets and word-for-word quotes of
news headlines, with few or no original posts. A simple identification is
possible by clicking on the account’s “Tweets and replies” bar and scrolling
down the last 200 posts, which will give a reasonable and manageable,
large sample.
e. Botnets are accounts which belong to a single network, and work by re-tweeting
each other’s content. They can often be identified because, despite having only a
handful of followers and having only tweeted a few times, their tweets are often
shared many thousands of times. The tweets of bots in a botnet (network) will often
be identical.
156
Chapter 8 - Digital Engagement 38(aka Social Media and Internet-based

Communications)
1. Introduction. ACO/ ACT use a wide variety of channels to engage in the digital
environment, which support a range of media types including text, video, audio, and
photography. ACO/ ACT use digital engagement to tell the ACO/ ACT and NATO
story, communicate messages and engage audiences. Successful digital campaigns
must be well planned and managed, adequately resourced, flexible, timely, responsive
and engaging. Most importantly, they must be aligned with SACEUR’s/ SACT’s
Strategic Communications (StratCom) guidance. Social media can also be used to
assess the Information Environment (IE) and to counter disinformation or
misinformation. Commanders and units are strongly encouraged to embrace and
utilize the communications advantages of digital engagement, mindful that it is as
much about engagement with other people as it is about sharing content.39
a. Digital engagement is used by ACO/ ACT to truthfully disseminate information in
a transparent and proactive manner, as well as to engage audiences. Social media
may also be used by certain authorised personnel, such as PSYOPS, on North
Atlantic Council (NAC)-approved audiences. In an operational environment, close
coordination with these entities is essential, while maintaining an honest and open
policy on the sites and platforms. The benefits of adhering to this steadfast rule is
that it creates trust, demonstrates transparency and allows us to reach broad
audiences.
b. ACO and ACT commands use a wide variety of social media platforms, which
support a range of media types including text, video, audio, and photography. The
purpose is to use social media to tell the NATO story, communicate messages and
engage audiences.
c. ACO Directive 095-003 sets social media policy for ACO. This document should
be consulted before engaging in social media activities and local SOPs and
policies should be consistent with it. The Digital Media Management Guide
(DMMG40), version 2017 also outlines a variety of best practices when engaging
in the digital domain for messaging purposes.
d. ACO/ACT units will develop their own digital engagement strategies to meet their
particular set of aims and objectives. These strategies must include objectives,
audiences, activities, and measurement/ assessment factors. All ACO/ ACT
commands should create strategies that are synchronised with the overall
StratCom objectives.
2. Planning Considerations. The following questions aid in determining the best use
and choice of a website or social media platform. For this purpose the OASIS41
38 Digital engagement is any conversation that takes place in the digital environment. This can be online, via
social media channels, or application based platforms.
39 Refer to ACO Directive 095-003, ACO Directive on Digital Engagement for more information on policy,
direction and guidance.

40 DMMG: Digital Media Management Guide, describing best practices towards research, planning, execution,
distribution and monitoring aspects of digital media in general, with do’s and don’ts in each area explained. The
2017 document can be found on the SHAPE website at: https://shape.nato.int/public_affairs_office)
41 OASIS planning tool. Determining Objectives, Audiences, Strategies, Implementation plan and Scoring
(Measuring success/effects)
157
planning model is often used. Following the DMMG is an alternative way to

successfully set up web/social media campaigns and products. Using OASIS the
following questions are relevant:
a. What do we want to achieve with our site/account.
b. Which objectives can we meet using the website or social media account/platform?
c. Consider any disadvantages to using the Internet?
d. Who are the selected audiences we are trying to reach?
e. What web/social media strategies we have to develop for using the particular
platform effectively?
f. What are the communications needs for implementing those strategies?
g. How do we intend/plan to monitor and measure the success of the campaigns on
the web or social media platforms?
3. Responsibilities.
a. Prior to the initial stand-up of an unit web site, careful planning must occur to
ensure the site can be properly supported and is adequately protected. All
commands, are encouraged to adopt this community of websites and benefit from
NATO wide similar branding, professional look and centralised training.
b. For ACO websites refer to ACO directive on ‘website synchronisation’ (AD 095-
005) which are set up and developed by a commercial contractor, with hosting and
security services currently provided by the NCI Agency42 and another commercial
contractor. These external stakeholders have a robust SOP in place to not only
provide a professional and continued up-to-date ‘look and feel’ but guarantee an
enterprise wide hosing and security suite, paid by a centralised NATO budget. An
annual fee is required from each command to pay for the management of the
websites via the respected Financial Departments. This is renewed every year.
SHAPE PAO office has the responsibility to arrange the training for the community
web editors and monitors writing standards on our collective websites.
c. Setting up a specific Social Media account on any of the existing platforms, like
Facebook, Twitter, Instagram, YouTube and others, is a Command’s/HQ’s
responsibility, provided that all (intended and current) accounts are registered as
‘trusted’ accounts, and are known to the higher headquarters, such as SHAPE for
all of ACO’s Social Media accounts, and ACT for all of the NATO entities that fall
under the responsibility of ACT.
d. The main issues which need to be covered by the commercial contractors and/or
the Social Media companies are, but are not limited to:
i. Denial of service attack (risk to reputation and availability of the site).
42 NATO Communications and Information Agency, permanent semi-external contractor for a wide
range of IT-services for the entire enterprise.
158
ii. Hacking and defacement or infection (risk to reputation and operability).

iii. Inadvertent uploading of classified material.
iv. Potential for embedded metadata to be aggregated thereby revealing
information about the source system.
v. Inappropriate discussions or content introduction (risk to reputation).
vi. Old/outdated information (risk to credibility).
4. Digital Engagement in an Operational Environment.
a. The following instructions and considerations are applicable in an environment in
which the use of digital media, as a tool for Information Operations (INFO OPS)
and Psychological Operations (PSYOPS) are authorised according to MC 422
(INFO OPS) and MC 402 (PSYOPS), which required NAC approval.
b. The general practices and principles governing the use of digital media during
operations do not vary significantly whether they are being conducted during
peacetime, or during a NATO operation. This chapter briefly provides clarification
regarding the areas of responsibility and authority regarding digital media during
operations. Various policy documents, derived from MC 422 (INFO OPS) and MC
402 (PSYOPS), will give more instructions and guidance and how these
communication domains differ in aim/objectives and the ways it is used.
c. Coordination of efforts. Other than using digital media in Public Affairs, where PA
teams are engaged and involved in creating and posting content in the digital
environment, additional entities will be involved in these tasks during operations.
In order to maximise the desired (StratCom) effects and ensure consistency, all
digital media activities must be coordinated. Within each command/HQ, the
commanders will ensure this coordination through existing Information
Environment Assessment coordination boards (all disciplines represented) such
as, Information Operations Coordination board, Strategic Communications
Working Group and the Information Environment Assessment Working Group. Any
conflicting issue on the usage of digital media which cannot be agreed in these
coordination boards, will be solved and decided by commanders.
d. PSYOPS in Social Media. Unity of effort is essential to achieve consistency of word
and action in all operations. National and NATO PSYOPS must be closely
coordinated to present consistent messages aligned with the NATO StratCom
guidance to audiences approved by the North Atlantic Council (NAC) in support of
alliance goals and objectives. PSYOPS are planned, conducted and represented
on staffs by a special staff element, especially trained in the planning and
execution of PSYOPS.
e. PSYOPS activities are incorporated within the normal planning and targeting
cycles of a unit and are reflected in the products developed within these cycles.
PSYOPS activities in digital media will be coordinated through the INFO OPS staff
function within the existing working groups and boards in the relevant
headquarters.
159
f. More guidance and instructions on the release of information during operations are
listed in annex 8-A in this Handbook.
5. Appearance and Content.
a. PAOs are responsible for content management and the appearance of their
respective Internet websites and social media platforms. Posting information on
the Internet for public access is the same as releasing information through any
other means. Clear approval procedures must be established for the release of
information.
b. PAOs must be fully versed in the cultural sensitivities of all NATO nations and be
mindful when creating content. Furthermore all NATO nations should receive equal
publicity when possible. No one nation should be highlighted on a regular basis.
c. ACO/ACT websites and all respective NATO related accounts on social media
platforms need to be current, easily navigable, visually appealing, interactive, and
consistent in ‘look and feel’ with the NATO Brand Identity Manual (BIM)43.
d. ACO/ACT websites and related accounts on social media platforms should not
duplicate content from other NATO websites but may use extracts and command
specific language to attract attention to the topic issue and then link, share or
retweet (to) the original. Understanding web and social media algorithms it must
be noted that better reach and results will always be with original content. Enough
manning and resources must be acquired within the commands/HQs to enable
collecting original content from VIP engagements, operations, missions and
activities.
e. Images posted to ACO/ACT websites and/or social media platforms should be
carefully selected to support a narrative and should be compliant with the
instructions as per Chapter 11 of this handbook.
f. All websites must contain up-to-date contact information that includes an official e-
mail address and phone number of the PA (duty) office(r) or social media
administrator as a minimum. ACO and ACT accounts on social media platforms
should contain convenient links to the respective commands/HQ’s website for this
contact information, and should also have links to other important sites within
NATO.
g. The public website synchronisation initiative created a consistent ‘look and feel’,
including a standardisation of content elements. For ACO, it is monitored and
supervised by SHAPE PAO in close coordination with the website developer.
Specific direction and guidance is provided in ACO Directive 095-005: Website
Synchronisation. It guarantees all of the websites to have at least the following
information listed below:
i. news articles, latest videos, fact sheets on current missions and operations,
backgrounders
43 BIM (Brand Identity Manual), which comprises of a range of regulations and instructions for the
benefit of further and consistent ‘NATO Branding’, and will be applicable to all of NATO bodies and
units.
160
ii. biographies of key personnel assigned to each Command/HQ a separate

subpage on the commander of the HQ/Command
iii. the command/HQ’s mission statement
iv. information about current operations and missions
v. information about current exercises and other activities;
vi. information or links to the HQ (facilities, community life, etc.);
vii. links to the accounts on social media that the HQ/Command has, such as
Facebook, Twitter, Flickr, Instagram, YouTube etc;
viii. links to other sites (i.e. NATO HQ, ACO/ACT HQs, MoDs of NATO
countries, International Organisations, Military Institutions, etc.); and
ix. archived information.
h. For creating web articles and other content on the corporate website, following
initial items must be adhered to:
i. Text must be written in British English.
ii. Text must adhere to the Reuters Handbook of Journalism.
iii. Web editors must follow the inverted pyramid model with a lead, bridge and
body.
iv. The stories must be 5-8 paragraphs in length.
v. The stories must contain (direct) quotations, to enable commanders to
communicate their messaging while enhancing credibility.
vi. Web editors should not editorialise and give personal opinions.
vii. The stories must include a minimum of three images, including captions as
described in Chapter 11 of this handbook, and attribution to the
photographer.
viii. The stories must include a place line to indicate where the information is
being released from i.e. RAMSTEIN, Germany
ix. At the end of the article, attribution is to be given to the release authority,
i.e. ‘Story by XXX Public Affairs Office’.
i. More information on writing standards can be found in Appendix C, Basic
Journalism and Appendix D, ACO/ACT Print Style Guide of this handbook.
6. Social media guidance and instructions.
a. Social media general instructions. Together with the guidance provided in AD 095-
003 on the use of Social Media, the following instructions apply for the correct and
safe use of content digital platforms:
161
i. Building a social media strategy is vital. You need to know who you want to
reach and what you want to ‘say’ before you produce content.
ii. Always put audience first by asking yourself why the audience should care.
iii. Aim for high-quality content that brings added value. Customize content for
different channels/platforms.
iv. Tailor content to the specific to the digital platform so it is more appealing
to the audience.
v. Use evaluation tools to measure the effects and success of specific
campaigns and posts, to enable to learn and to optimize/improve aspects
of the use of social media.
vi. Consider paid content, as offered by some of the social media platforms
and arrange a practical way for on-line payment by the platform/account
manager(s).
vii. Speak with one ‘voice’ using command messaging. Avoid contradicting
messages on the different websites and social media platforms that you
use.
viii. Use the ‘less is more’ principle. Using minimum text, also in video products
conveying the message often does not need lengthy clarifications and
descriptions. If the audience wants to learn more, direct them (‘call to
action’) to the website you have.
ix. Always attempt using dynamic imagery and videos since those are more
appealing to the audience. Creating organic content as much as possible,
but not hesitate posting or sharing any ‘positive’ stories on ACO/ACT or
NATO in general from non NATO/Government entities.
x. Follow and share messaging from subordinate commands and higher HQs
and utilise it to enable ‘adding’ own level messaging.
xi. The best way to counter disinformation / misinformation on digital
engagement platforms is with factual posts, to include web stories,
videos, infographics, factsheets.
b. Specific for Facebook.
i. Check Facebook analytics for the best times to post.
ii. Keep the text to a minimum as research shows that audiences on Facebook
do not like lengthy posts.
iii. Use hashtags and automated links, if applicable, however do not use the
‘auto-tweet’ functionality to Twitter, since not all information (such as
imagery) will be transferred and the tweets will look unprofessional.
iv. Do not spam the platform with too many posts.
162
c. Specific for Twitter.

i. Keep hashtags to a minimum (no more than 3).
ii. Check the hashtags before use.
iii. Spread your tweets throughout the day; it is ok to retweet yourself to reach
audiences on specific additional times.
iv. Schedule tweets if pressed for time or during off hour.
d. Specific for Instagram.
i. Content is king. Consistent quality images are vital for this platform, mainly
focussing on younger audiences. No content is better than ‘bag’ content that
immediately takes away credibility and trust to the page. Seek to provoke
‘emotion’ with the quality products/posts.
ii. The content published to Instagram highlights the people,
hardware/technology and missions of those serving within, for or alongside
NATO. This is done by sharing the mission, vision, values, etc. from within
the current command being served in.
iii. The tone of the accompanied text to the photo or video is important. Tell the
audience on this platform what they see and why. Recommend an approach
similar to news captions, but add questions, facts and/or quotes to spark
continued interest.
e. Avoid posting or tweeting the following types of information:
i. pre-decisional information, proprietary information, business sensitive
information, information designated as For Official Use Only;
ii. information that is not based on personal experience or not in the scope of
personal duties;
iii. information — other than authorised news releases — about casualties prior
to official confirmation that next of kin have been notified and some
competent authority authorises publication of specific casualty information.
Commanders are reminded that casualty information is to be tightly
controlled and heavily scrutinized;
iv. information — other than authorised news releases — regarding events or
incidents currently under investigation;
v. information that is under copyright or trademark, without permission of the
holder;
vi. unit or other personnel lists/rosters, charts or directories, or the names,
addresses and telephone numbers of unit members; and
vii. any image, still or motion, of any military operation or activity unless that
image is personal and has been cleared for release by the proper authority.
163
viii. Avoid gifs or memes that could detract from the professional tone of the
organisation.
f. Operations Security (OPSEC). OPSEC guidelines must be followed by all units
and HQs in ACO/ ACT involved with digital media campaigns:
i. Establish a robust standard operating procedure (SOP) with the designated
web/social media administrators to ensure that digital media content is
approved by the proper authority and trained in OPSEC.
ii. Monitor official digital media to ensure no inappropriate or sensitive
information is released on the official platforms.
iii. Conduct regular OPSEC training with the PA teams associated with
producing and publishing digital media content.
iv. Next to maintaining a corporate command/HQ website, the use of digital
engagement is the norm and is a convenient means for ACO/ACT
commands and their commanders to communicate in real and near-real
time with their audiences. These accounts are often maintained by
dedicated Public Affairs personnel that write, post and tweet on behalf of
the command or commander. It is vital to realise that the content is the
‘voice’ and position of the command and/or the commander. It is meant to
communicate the commander’s intent and philosophy. The aim is to
broaden and deepen the understanding of ACO/ACT and by engaging with
audiences we can explain our mission, generate support and temper
opposing views.
164
Annex 8-A Policy on the Release of Information
All ACO and ACT PAOs will abide by national policies and ensure at all times that Next
of Kin (NOK) is informed by the nation before any information is released by NATO
personnel.
The following are the general policies for the release of information during NATO
operations.
Specific policy should be addressed in the OPLAN, which in turn, will be approved by the
Military Committee and the North Atlantic Council.
1. Personal Information.
a. Avoid release of inappropriate personal information. Generally the name, rank,
position and nationality of a service member is appropriate, but national policies
will dictate. Some nations encourage the release of hometowns in order to draw
public support but other nations discourage this policy for security reasons.
b. It is usually inappropriate to release the names of family members, pay scales, or
other information of a personal nature.
2. Casualty Information.
a. Deaths or Killed in Action.
i. NATO PA offices in theatre will acknowledge deaths or serious injuries to
personnel under NATO command in accordance with the PA principles.
Ideally, NATO Mil PA will inform the media first, and thus be ahead of
adversary efforts to shape and frame media coverage of the situation for
their own purposes.
ii. Release of names, nationalities and personal details of service members
killed or seriously injured is a national responsibility. Where casualties are
incurred during an ongoing operation, relevant and verified information will
be disseminated by NATO PA to the media in a timely fashion, while
respecting the prerogative of troop contributing nations to confirm the
nationality, detailed nature of casualties and the circumstances of the event.
This requires speedy and proactive coordination to ensure message
consistency amongst NATO and national PA communications.
iii. PAOs should take care to ensure that the casualty release does not identify
the nation (e.g. if only one nation is operating in a particular region,
announcing that region will identify the nation and subvert the national
prerogative to release the information). Pro-active staff work will identify the
potential for such issues and the CPAO should coordinate ahead of time for
an amicable solution with the nation.
b. Wounded, hospitalized or ill.
i. National policies dictate the release of information with respect to wounded
and sick NATO service members.
165
ii. OPSEC, patient welfare, privacy, and NOK/family considerations are the
governing concerns related to media coverage of wounded, injured, and ill
personnel located in medical facilities or other casualty collection and
treatment centres.
iii. Permission to interview or photograph a patient, including those during
medical procedures, will be granted only with the consent of the attending
physician or facility commander and with the patient’s informed consent,
witnessed by the person responsible for escorting the journalist. ‘Informed
consent’ means the patient understands his or her picture and comments
are being collected for news media purposes and they may appear in any
news media reports. The attending physician will confirm that the individual
is medically capable of giving informed consent.
c. Persons Missing in Action.
i. The issue of missing persons is particularly important since it may be
necessary to withhold information due to the security classification of the
information (i.e. in anticipation of a rescue mission or the need to safeguard
the information from an adversary in the event the person is trying to evade
capture).
ii. A restriction on a journalist’s access or an embargo on the release of
information related to a missing person may be established in such cases.
3. National Issues Related to Involvement in NATO Operations.
a. National Caveats.
ii. NATO does not discuss national caveats or restrictions imposed on forces
involved in NATO operations. Such caveats are national business, outside
the prevue of Mil PAOs to comment.
iii. Should question regarding national caveats be posed, the PAO will politely
decline to discuss, while inviting the journalist to contact the appropriate
MOD.
b. National Troop Contributions.
i. The political headquarters will take the lead on announcing national troop
contributions. Although the numbers might be taken from the theatre
personnel tracking systems, NATO HQ will validate the numbers with the
various national authorities to ensure that the number is accurate and
releasable.
ii. Once NATO HQ releases the number (typically on the product named “the
Placemat”), Mil PAOs may refer to those numbers on the NATO Website.
4. Prisoners of War (POW) and Detainees.
a. The Geneva Conventions relative to the Treatment of POWs need to be taken into
consideration when providing the media information about POWs. While the
conventions do not specifically mention the release of public information, various
languages in the conventions clearly imply some limitations.
166
b. Article 13 states that POWs must be protected “against insults and public
curiosity”. Public curiosity certainly can be taken to mean the news media. Article
14 states that POWs are “entitled in all circumstances to respect for their persons
and their honour”. If potentially disrespectful images were released to the media,
or if the release of an image in itself could be seen as disrespectful, this could be
seen as a violation of the conventions.
c. Finally, Article 16 states that, taking into consideration other provisions in the
convention, “all prisoners shall be treated alike”. Thus, to single out a prisoner of
war to be displayed on TV, might be construed as a violation of the convention.
d. This is not to say that prisoners should never be shown on TV or exposed to the
media. The need to inform the public may well mitigate the release of images or
information about POWs if this is done appropriately and with respect for privacy.
e. Finally, ultimate responsibility for the release of information about POWs is left to
the POW Information Bureaus called for in the conventions. These bureaus collect
and share information so nations and next of kin can be duly informed.
f. When it comes to the release of information about prisoners of war, it is prudent to
be very cautious. The privacy rights of prisoners must be weighed against the need
to inform the public. General images designed not to embarrass or single out
prisoners, but simply to inform the public, are likely acceptable.
5. Court Proceedings, Indictments, Investigations and Evidence.
a. Details about active investigations. Neither PAOs nor Spokespersons should
comment on on-going investigations, whether procedural or criminal. Most
investigations into criminal wrong-doing will be handled by either host nation or
alliance national authorities. PAOs should acknowledge an on-going investigation
and refer questions to the respective authority.
b. War crime indictments. NATO does not prosecute war crimes, therefore any
queries with respect to war crimes or indictments should be referred to either the
national authority or the presiding organization (e.g. The Hague).
6. Operational Security (OPSEC) and Rules of Engagement.
a. Information about Special Operations Forces. Names, units, tactics, techniques,
and procedures should not be released or discussed without the NATO Special
Operations Force Commander’s expressed authorization. Respect national rules
concerning release of information regarding SOF.
b. Intelligence gathering/sharing. Information regarding intelligence gathering,
sharing or collecting should not be released or discussed.
c. ROE. Details about Rules of Engagements and detailed Escalation of Force
procedures should never be released or discussed.
When in doubt, consult your Legal Advisor and Higher HQ PAO.
167
Annex 8-B General Comments Policy for Digital Engagement
1. ACO and ACT policy is to allow comments by external users on all of its social media
sites. Engage with the audience when appropriate, provided this is done by, or in
consultation with the applicable media operations desk officer.
2. Where an answer can be given quickly and simply, respond directly to online
questions and queries. More difficult or detailed questions should be referred to
existing official channels. Media queries should be directed to the appropriate Mil PA
office.
3. All social media platforms should include a clearly posted comment policy that
indicates to users the rules surrounding online interaction. This maintains credibility
when deleting comments that do not adhere to the policy. An example of a comment
policy is as follows:
a. No graphic, obscene, explicit, abusive, hateful, racist or defamatory comments will
be tolerated. These will be removed as soon as identified and offenders may be
banned.
b. No solicitations or advertisements. This includes promotion or endorsement of any
financial, commercial or non-governmental agency. Similarly, we do not allow
attempts to defame or defraud any financial, commercial or non-governmental
agencies.
c. Details about ongoing investigations, or legal, or administrative proceedings that
could prejudice the processes or could interfere with an individual's rights will be
deleted from this page.
d. Apparent spamming or trolling will be removed if (technically) possible on the
specific platform, and may cause the author(s) to be blocked from the page without
notice.
e. No copyrighted or trademarked images or graphics may be posted. Imagery
posted should be owned by the user.
f. No comments, photos or videos that suggest or encourage inappropriate or illegal
activity. No documents of any kind should be posted on this page.
g. You participate at your own risk, taking personal responsibility for your comments,
your username and any information provided.
h. All information posted to social media sites will be no higher than unclassified.
i. The appearance of external links or the use of third-party applications on this site
does not constitute official endorsement on behalf of NATO/SHAPE/ACO/ACT.
168
Annex 8-C NATO Multimedia Portal
1. The NATO Multimedia portal. Through this portal, you can easily download
professional quality media:
a. B-roll of VIP visits to NATO, including high-level meetings
b. B-roll from exercises and operations
c. Voiced/edited video packages
d. Animations
e. Social media clips
f. Stock shots following news and current affairs
g. NATO press conferences and speeches
h. Archive footage
i. This service is free of charge
j. Use of content
2. Guidelines for the external use of NATO content.
a. No material produced by NATO is to be sold, used for outside advertising or
promotional purposes of any kind.
b. All content taken from NATO and republished must be clearly credited or sourced
to NATO.
c. Photos, videos and articles are released under the legally recognised terms of "Fair
Use" to members of the press, academia, non-profits and the general public.
d. No material is to be used in programs, articles or online publications of any kind
that defame NATO or its member countries.
e. Material is provided, free of charge, for use in objective and balanced content, even
if at times the end products may be critical of NATO.
f. In instances where a member country is criticised, NATO wishes it to be made
known that it does not associate itself with the contents of the article, publication
or broadcast.
3. NATO reserves the right to request the removal of NATO copyrighted material from
any externally created content.
4. Registration is on the website: https://dams.natomultimedia.tv/portal/Register.html
169
Chapter 9 - Public Affairs Training

1. Introduction.
a. As with all military activities, to be confident, proficient and effective, PAOs, PA
staff members and spokespersons require training at various levels and across a
wide spectrum of topics. Unfortunately, in the heat of conducting real-world PA
operations, training often becomes a secondary priority forcing the PA staff to
learn by ’on the job training’. Obviously, being expected to perform at a high state
of effectiveness in this manner is not the optimal solution. But with the limited
time available, high real-world operational tempo, differing skill levels, skill sets
and languages of an ACO/ACT PAO staff, how can the PAO meld the team into
an efficient organisation? This chapter will provide a primer for the PAO to
develop training concepts.
b. To deliver effective StratCom requires the Communications Division/ Branch to
be staffed with trained and experienced communications practitioners. NATO
StratCom Education and Training, AJP-10 (DRAFT FEB 2020), defines the
minimum level of proficiency for all personnel assigned to positions within NATO
ComDivs/ Branches in order to adhere the StratCom Education and Training
(E&T) delivery of Allies (which are diverse due to differing national approaches to
the concept of StratCom) with the needs of the Alliance.
c. NATO StratCom success is heavily dependent on the competence of individuals.
This competence is determined by criteria including: ability, knowledge,
understanding, capability, interaction, experience and motivation. These can only
be achieved by effective E&T; initially performed by the nations, then enhanced
by NATO. Effective training requires appropriate allocation of resources by both
Nations and the Alliance in terms of manpower, finances, infrastructures,
equipment and time.
d. This chapter briefly introduces:
i. ideas, recommendations and techniques for the PAO to formulate a
collective training program for the Mil PA section. These ideas will help
maximize those individual skills taught through national and ACT
programs to apply them to a collective team environment in preparation for
real world missions (including unforecasted ones);
ii. ideas to prepare spokespersons, non-PA service members and family
members for media engagements;
iii. assessment tools for the PAO to tailor to own training needs.
2. Roles and Responsibilities.
a. Key Responsibilities.
i. Allies are responsible for ensuring personnel arrive in post meeting the
BASIC Education and Training (E&T) requirements.
ii. The Requirements Authority (RA) is responsible for setting the
ADVANCED E&T requirements.
170
iii. Through the Requirements Authority, the RA is responsible for identifying

any additional ADVANCED training requirements not identified in this
STANAG.
iv. The StratCom Department Head (DH) is responsible for identifying and
managing the ADVANCED E&T solutions.
v. Costs for BASIC E&T falls to nations.
vi. Costs for ADVANCED E&T designated as ESSENTIAL in a Job
Description (JD) falls to nations.
vii. Costs for ADVANCED training designated as DESIRABLE in a JD falls to
NATO.
3. National Responsibility.
a. Nations providing personnel to serve in NATO StratCom Peacetime
Establishment (PE) and Crisis Establishment (CE) positions must educate, train,
and qualify their personnel to the level set out in the BASIC CCRs. The fulfilment
of the Commanders Critical Requirements (CCRs) can be achieved through a
combination of course attendance and experience gained through ‘on the job’
training.
b. Nations are also responsible for ensuring that their personnel have attended any
NATO training specified as ESSENTIAL in the relevant JD prior to taking up post.
c. To increase interoperability, Allies and Partners are encouraged to adapt their
national E&T programmes to reflect the BASIC CCRs in this STANAG and make
courses available to other Allies.
d. Where national training meets the ADVANCED CCRs, nations are encouraged to
have it certified as a NATO course and made available to other Allies.
e. Nations wishing to bid for NATO StratCom PE/CE positions, but without the
capacity to train their own personnel, must utilise the BASIC E&T opportunities
(resident, distance learning, mobile training, etc.) offered by other Allies through
the NATO Education and Training Opportunities Catalogue (ETOC).44
f. NATO Partners can participate in NATO StratCom E&T courses provided their
personnel meet the pre-attendance training and experience standards, and
subject to availability. Attendance may also be dependent on security clearance
limitations. Applications are to be submitted through NATO Bi-SC Military
Partnership Directorate (MPD).
4. NATO Responsibility.
a. NATO Military Authorities (NMA). NMA are responsible for ensuring personnel
posted into StratCom positions meet the minimum standards set out in this
STANAG and the Job Description.
44 accessible via www.act.nato.int
171
b. Supreme Allied Commander Europe (SACEUR). SACEUR is responsible for

appointing the Bi-SC-agreed StratCom Requirements Authority.45
c. Supreme Allied Commander Transformation (SACT). SACT is responsible for
NATO E&T and appointing the E&T OPR. The OPR is responsible for
maintaining the highest possible standard and quality of training at NATO
accredited schools, with a primary focus on NATO School Oberammergau
StratCom and MilPA courses. The OPR shares insights with the NATO
communications community to ensure course curriculums are aligned with NATO
TRA and TNA.
d. ACT DCOS Joint Force Development (JFD). DCOS JFD directs and coordinates
all NATO E&T activities. Global Programming is the primary instrument for
managing these activities. DCOS JFD is functionally responsible for Global
Programming, including establishing the Governance Framework and
maintaining the discipline structure.
e. Requirements Authority (RA). The RA is responsible for articulating the
operational requirements for the StratCom disciplines.
f. StratCom Department Head (DH). The DH is responsible for the centralised
coordination and decentralised execution of E&T activities in order to provide
training solutions to the RA-defined requirements; thus closing the E&T and
performance gaps identified during the TRA process. The DH also maintains
close contact with military and civilian centres of learning (NATO Centres of
Excellence, Nations’ Defence Colleges, universities, and military and civilian
specialist training facilities) in order to keep abreast of emerging developments
and new concepts and ideas. The DH sits at NATO StratCom COE and is the
steward at the Annual Discipline Conference where a Discipline Alignment Plan
is finalized.
g. NCS/NFS Commands. ACO Units and HQs are responsible for reviewing and
updating JDs, using the ADVANCED CCRs in this STANAG to establish
minimum essential requirements. HQs are also encouraged to report changes in
job requirements to the RA, through the PE/CE review process, and/or to
propose the need for new requirements at the Annual Discipline Conference or
during the scheduled Working Groups (WGs).
5. Education And Training Facilities (ETF) Responsibilities.
a. National/Multinational ETFs. National/Multinational ETFs are strongly
encouraged to redesign their StratCom E&T solutions to align with the BASIC
CCRs in this STANAG. This will ensure that personnel attending the courses are
eligible for assignment to positions with NATO ComDivs and meet the pre-
attendance standards for NATO ADVANCED E&T solutions.
b. National/Multinational ETFs are also encouraged to develop E&T solutions to
satisfy the ADVANCED CCR requirements; enabling them to achieve NATO
course certification.
45StratCom RA has responsibility for the entire StratCom discipline; incl. StratCom, Info Ops, Mil PA,
PSYOPS.
172
c. ETFs are required to keep E&T solutions up to date and ensure the content is
continuously reviewed in line with D&G from DH.
6. Developing a Training Plan.
a. Analysis. Developing a training plan begins with an analysis of the mission,
Commander’s guidance and Higher HQs specified and implied tasks. This
analysis should not be limited to the purely PAO tasks but should also take into
consideration the mission and tasks for the unit that the PAO section supports.
b. Critical Task Development. From this analysis, the PAO then determines four or
five critical tasks required for accomplishing that mission and fulfilling the stated
guidance. These critical tasks will normally be larger scale collective (team) tasks
as opposed to individual service member tasks. For example, a PAO preparing to
deploy might assess the PAO section critical tasks to be:
i. Critical Task 1.Establish and run a NMIC.
ii. Critical Task 2.Prepare the Commander/Spokesperson/SME for media
interviews.
iii. Critical Task 3.Develop and execute an imagery strategy.
iv. Once establishing these critical tasks, they become the cornerstone for
allocating time and resources towards developing the PAO section’s
proficiency.
c. Sub-task Development. After critical tasks are chosen, sub-tasks can be
developed. The subtasks begin to identify lower-level collective and individual
tasks which are required to be proficient at the critical task. In other words, the
subtasks are the ’bite-sized chunks‘ that can be trained daily. The multiple sub-
tasks should complement each other, building the various skill sets of the section
towards accomplishing the critical tasks.
d. Taking our example forward, the PAO may decide to focus on the imagery
requirements of the mission. The PAO should develop the sub-tasks which
support the critical task as follows:
i. Critical Task 3. Develop and execute an imagery strategy
ii. Sub-task a. Identify imagery opportunities
iii. Sub-task b. Determine imagery needs
iv. Sub-task c. Develop photography skills
v. Sub-task d. Develop video skills
vi. Sub-task e. Format imagery for internet release
vii. Sub-task f. Assess imagery for OPSEC or policy compliance
viii. Sub-task g. Archive and retrieve imagery
ix. Sub-task h. Plan and execute logistics support for the imagery strategy
173
e. Training Management. The PAO, operating in a time-constrained environment

must first prioritize the training focus and resources. Some recommendations,
based on our imagery critical task example, follow:
i. Assess existing skills. Assess what the section is already good at and
what skills they truly need to develop. For instance, if the imagery section
is proficient in photography composition and editing, perhaps the training
should jump to policy or logistics. The PAO has to make this decision
based on an assessment of current proficiency.
ii. Prioritize. Decide what the key, most important skills are and focus training
on those skills. For example, if your photographers lack sufficient camera
function and composition skills, this should be the first priority for training.
All of the DVIDS work, logistics planning and archiving will not matter if the
photographic skill sets are lacking.
iii. Focus on sub-tasks initially. Once a base proficiency level has been
reached with sub-tasks, the critical tasks begin to take shape. A
foundation of multiple sub-tasks will cascade toward proficiency at critical
tasks.
iv. Utilize NCO’s talents. NCOs are the technical experts. Use their skills and
experience to your advantage.
v. Co-opt. Seek other agencies or assets requiring or providing the required
training. For instance, local newspaper photographers might be willing to
establish a training partnership in return for embed opportunities.
vi. Protect training time. In real-world PA it is very easy to get caught in daily
operations, overlooking training time. Daily staff requirements will
invariably encroach on training. In this case, the PAO must make clear
that training is a priority and must protect the PAO section from outside
interference. This might require standing up to the chain of command, but
it is vital to ensure that the section is prepared to accomplish its mission.
vii. Battle Drills. In real world operations, certain tasks must happen
automatically. The team must recognize the trigger of the event, and then
begin to accomplish specified tasks in accordance with standing operating
procedures. When an incident occurs, the unit must know, almost
instinctively, how to react as a team. In combat arms branches these are
call ‘battle drills’. Smooth execution of battle drills are a result of repetitive
training and rehearsal of that task. When applied to PA, this could mean
reacting to a casualty situation. The trigger in this case might be the
notification by the PA liaison in the operations centre to the Media
Operations section of the casualty report. The Media Operations section
would then work through the liaison and J-3 to gather facts on the incident,
draft a press release, coordinate with higher headquarters, and review the
release for factual correctness and policy compliance. The final tasks
would involve gaining approval from the CPAO and Command Group and
completing the drill by releasing the news release within a specified
number of minutes. Other battle drills might include: identifying and
releasing weapons sight video to rebut enemy propaganda statements;
174
preparing commanders and SMEs for impromptu, opportunity media

engagements; or setting up the DVIDS satellite equipment.
viii. Do not limit training battle drills to purely PA functions. PA should strive to
integrate into operational battle drills as well. Examples for this include PA
photographers and PA staff establishing an immediate NMIC and
documentation of an incident site.
ix. Performance Measures. Once the training tasks and objectives are
identified, the PAO must identify how training will be evaluated – typically
this is done by comparing the training against performance standards.
Performance standards form the basis of the lesson plans and evaluation.
They should identify the specific skills and tasks required to perform a sub
task well. This Handbook provides policy recommendations, templates
and examples of PA products that the PAO may use to develop
performance standards. Continuing with our imagery example, the PAO
can use Chapter 11 – Imagery to evaluate a photographer’s captioning
skills. In addition to the Handbook, many national PA schools maintain
very specific performance standards for a variety of tasks.
x. Training Appraisal and Feedback. A critical part of training is providing
good, honest and critical feedback in a positive manner for growth and
improvement. There are a variety of ways to provide feedback, most of
which are beyond the scope of this text. It is important, however feedback
is done, to ensure that the subordinate knows the standard and
understands whether their performance met the standard or where and
how it did not meet the standard.
xi. Training Cycle. Training is an on-going process. The training process is
never complete. The PAO must continually re-assess the competence
level of the PA staff, modifying and tailoring the training plan, particularly
during times of personnel transition, changes of mission or changes in
equipment. Likewise, as a general proficiency is developed across the
spectrum of tasks, the PAO should seek to increase proficiency to a
higher standard.
xii. Include Regional and Cultural Training. For PA to deploy and operate in a
foreign environment, the PA staff must maintain a decent perspective on
the host nation’s language, infrastructure, and cultural nuisances. Such
aspects should also be included in the PA training plan. A resourceful
PAO might bring in SMEs to talk about the culture and media
environment, arrange language training of develop a reading and viewing
list of appropriate books, movies and documentaries to culturally sensitize
the section.
xiii. Basic Soldier Skills. Do not overlook the basic soldier and military skills
required to survive in a hostile environment. This is important for two
reasons: first and foremost, your PA service members must be able to
operate within a military formation, defending themselves when
necessary; secondly, they must always be seen as service members first
and PA practitioners second to maintain the credibility of the career field.
175
7. Non-PA Service Member Training. PA training should not be limited to training PA

soldiers. PAOs also have a responsibility to train commanders, spokespersons, non-
PA service members and family members in military/media relations. Organic PA
elements must develop training programs for their supported units. These can take
the form of classes as well as pre-deployment briefings for units and family
members.
8. Training for commanders and SMEs. Unit commanders and individual SMEs must
be prepared to be interviewed. It is a PA responsibility to ensure they are familiar
with the ground rules and understand to restrict statements and comments to their
respective area of expertise. Preparation recommendations, interview techniques
and assessment resources are provided in Chapter 4, Annex 4-N and 4-O as well as
Annexe 9-A, B, C, and D.
a. Commanders must also be trained on national and Alliance PA policies and
potential issues which he might face regarding command philosophy, service
members’ relations with the media, and social media policies, for example. The
PAO, working with other key staff functions, must inform, advise and train the
Commander so he may make reasonable decisions in these matters.
b. Training non-PA Service Members. Individual service members must be advised
of the inevitability of media presence during operations. Units PA training should
be part of NCO training time and consist of training the respective nation’s media
policies what they should and should not talk about when meeting the press.
ACO/ACT encourages service members to address the media in a professional,
informed manner, provided the service member’s remarks fall within the servie
member’s lane of responsibility and within the respective nation’s media policy.
c. Training UPARs. As stated in Chapter 2, Role of the PAO, PA responsibilities
might have to be delegated to a non-PA trained representative. PAOs should
advise the Commander on selecting a competent, well-spoken and operationally
informed UPAR to support the communications objectives. Once selected, it is
the PAO’s responsibility to train the UPAR and prove the tools and support to
succeed. Annexes 9-G, H, and I provide examples of SOPs, checklist and
training plans which can be tailored to fit the command’s needs.
d. Training for Family Members. PA training for family members consists of
educating them on their rights and responsibilities when interacting with the
media. Family members often know more about specific operations than should
be revealed to the media. They must be advised not to discuss information,
which may be used by the enemy against their spouse’s unit, such as details
about troop movements, destinations, missions, etc. They must also be advised
that they have the right to refuse to talk to the media. Family member briefings
should be a standard element of pre-deployment activities. A sample training
outline is provided as Annex 9-D.
9. PAO Professional Development. PAO professional development is often neglected
due to time constraints and high operational tempo. The PAO should make efforts to
seek out training and professional development opportunities. Professional forums,
recommended reading lists, PA TechNet collaboration and active pursuit of
mentorship are all means to satisfy the need for professional development and
growth. Additionally, ACT and several Alliance nations open enrolment of senior PA
176
courses to Alliance PAOs. There are great opportunities to, not only learn the PA
craft, but also to develop multi-national contacts and insight.
10. Indigenous/Partner Forces Training. Contemporary operations show that Alliance
PAOs will be called upon to training, mentor and assist indigenous and partner
forces with developing and increasing their PA and communications capabilities. The
recommendations and examples within this Handbook proved a good starting place
to begin developing training programs. Higher headquarters, Ministries of Foreign
Affairs and Embassies might also be a good source of information, material and
guidance when pursuing partner force training.
11. Training Products. The following annexes are provided as examples to develop
training resources for your unit’s PA training. These are generic in nature and do not
necessarily comply with each nation’s PA of media policies. They should be tailored
to your particular national policy, mission and Commander’s intent.
177
Annex 9-A A Leader’s Guide for Succeeding with the Media
1. Commanders, regardless of size or type of unit, have PA responsibilities.

Commanders must ensure that they meet the information needs of the higher HQ and
other critical national audiences and that the unit is prepared to operate in a media
environment.
2. To operate successfully, commanders need to understand the following PA
principles:
a. Feed Internal Audiences. Identifying, understanding and fulfilling information of
internal audiences enhances morale, confidence and unit discipline and
effectiveness.
b. Inform External Audiences. Facilitating the efforts of the media fosters the
confidence of Alliance and other interested publics and deters enemies and
potential adversaries by communicating capability, readiness and resolve.
c. Every service person is a spokesperson. Good commanders recognize the
benefits of soldier-media interaction. They seek opportunities to train their soldiers
how to interact with the media and find opportunities to encourage this interaction.
d. Journalists are not the enemy. The media is an important information channel to
the Alliance public, and most journalists strive to publish accurate, truthful,
balanced stories. Commanders need to understand that the media's goal is not to
undermine, interfere or misrepresent, although some stories will be negative, and
misunderstanding, errors and criticism will occur. By proactively assisting reporters
in obtaining information and access to personnel, units help educate the public and
foster confidence in our organisation. Remaining silent or uncooperative, leads to
antagonistic, counterproductive results and incomplete, inaccurate and
imbalanced stories. Remember, if we don’t tell our story, someone else will
tell it for us.
e. ‘Maximum disclosure with minimum delay’. The Alliance has an obligation to keep
the public informed. Therefore, information will be made readily available, within
the bounds of OPSEC. Information should not be withheld solely to protect the
mission from criticism or embarrassment. When speaking with a reporter be
honest, accurate and candid. However, understand your Commander’s
information strategies and your role in supporting the command’s objectives.
3. Dealing with the media. Commanders and their personnel must remember the
following:
a. Know to whom you are talking. When a reporter comes to your unit, verify
credentials.
ii. If the reporter is properly accredited, assist in gathering information to tell
the story.
iii. If the reporter is not accredited, inform reporter to request accreditation
through military channels. If uncooperative, do not detain, threaten, or try to
apprehend.
178
iv. Report the incident through you chain of command and to the PAO.
b. Know your rights. It is your choice whether or not to speak to reporters. If you
decide to speak with a reporter, you may talk without fear of repercussion or
punishment. Keep your answers brief, simple and to the point. Avoid rambling
explanations full of acronyms and jargon. Always be both professional and
courteous. If necessary, ask the reporter to repeat, clarify or rephrase their
questions. Remember that it is okay to say you don't know, you may refuse to
answer any question you feel is inappropriate, and you can end the interview or
conversation any time you desire. If you chose to end an interview or conversation
or chose not to speak with a reporter, know how to do it without causing animosity,
anger or frustration.
c. Know your limits. Stick to subjects within your own area of responsibility and
personal knowledge. Stay in your lane.
d. Remain truthful. If you don't know something, say so. Don't speculate! Don't
repeat rumours! Be honest, accurate and candid. Do not respond to hypothetical
questions, comment on remarks or statements you have not seen or heard. Do not
discuss situations, issues, or subject matters which are outside the expertise of
your command.
e. View media visits as opportunities. Provide escorts and support to accredited
media whenever possible. Emphasize the positive aspects of your unit and
mission, but don't try to hide problems. Introduce the reporters to yourpersonnel.
Show them your equipment and training. Let them understand your motivation
pride and morale. Their inside look at your unit can result in favourable coverage
for your people, their accomplishments, the operation and NATO.
f. Maintain ‘Security at the Source’. Don't violate OPSEC or aid adversaries. Actual
and potential adversaries have access to the information published by the media.
The most effective way to protect classified or sensitive information that might
jeopardize your personnel, unit or mission, or be used as propaganda against our
nation and force is to practice security at the source. If information is inadvertently
provided, remain professional, seek the reporters’ assistance and cooperation or
obtain assistance through the chain of command. Do not attempt to forcibly
confiscate the reporter's film, notes or equipment, or detain, threaten or apprehend
the reporter.
g. Maintain professionalism and composure. When interacting with media, you must
always maintain a professional attitude. Never lose your composure or temper or
give sarcastic responses to questions you feel are inappropriate. Never try to
mislead, equivocate or rationalize. Never threaten, or attempt to physically
interfere with, detain, or apprehend a reporter. Never try to confiscate a reporter's
equipment. Your Rules of Engagement (ROE) and SOPs should include policies
in dealing with the media.
h. Prepare your Personnel. Prior to meeting with the media, personnel should be;
made aware of PA guidance, informed of the NATO perspective, themes and
messages, and briefed to ensure their information is accurate and up to date. They
should not be told what they can and cannot say but should understand the
significance of their actions.
179
i. Incorporate media contact into your SOPs, training scenarios, and rehearsals.
i. Just as you task organize your unit for CASEVAC46 and POW47 search, so
should you designate and train media contact teams. Train these teams to
understand how to deal with the media just as in any other battle drill.
ii. Interject media scenarios into your training. Periodically include PA
classroom training and media role-players into field training.
iii. Rehearse actions on media contact as part of your preparation for combat
and troop leading procedures.
j. Report Media contact. Report all media interaction to your command and the PAO.
Use the PAO After Action Review (AAR) format when possible. This allows the
PAO to track media trends and effectively address the media requirements. Also,
good feedback assists the command in developing realistic training scenarios.
4. Understand the resources available to assist you with your PA program.
a. Seek PA guidance. Your chain of command or UPAR should be able to provide
appropriate TPs, themes and messages for anticipated media contact.
b. Seek assistance from the PA Staff. The PAO is trained and resourced to advise
and assist you in developing and executing your media training program.
5. PAO Contact Information – (insert e-mail, phone and mobile numbers)
46 Casualty Evacuation.
47 Prisoner of War.
180
Annex 9-B Interview Techniques
1. Blocking.
a. Deftly avoiding the question.
b. Never say “No comment” or refuse to answer with hostility.
c. Try to explain briefly why you cannot answer, usually OPSEC.
d. Bridge to your message.
e. Stay in your lane!
f. Only talk about things in your area of expertise and things of which you have direct
knowledge.
g. “There is a lot you can talk about without talking about what you can’t talk about!”
2. Bridging is a well-known technique to deal with difficult questions and gets you from
the question asked to the answer you want to give (often a key message). Bridging
allows you to:
a. Turn the discussion to your agenda.
b. “Asked about a problem? Talk about a solution.”
c. Present your message and support it.
d. When bridging: block or answer the question briefly, then use a transitional phrase
as a bridge to your message. Common bridging phrases are “what I can tell you”,
“what you should consider”, “what’s important to realize”, etc.
e. When bridging, quickly reframe the question before you answer. By doing this you
can turn a negative question, or a challenge, into something you want to say.
f. Blocking and Bridging Sample:
Q. “Do you think NATO should attack Syria?”
A: “That’s a question for our nations’ leaders; what I will tell you is that soldiers at my
base are trained and ready to perform any mission they are called on to do.”
3. Interview ‘DO’S’.
a. Be polite but firm.
b. Discuss how you would like to be addressed.
c. Ask the reporters their names and try to break the ice.
d. Use the reporter’s first name instead of ‘Sir’ or ‘Ma’am’.
e. Respond to hard questions with ‘bad news’ as willingly as you do good news to
establish credibility and a good relationship.
181
f. Take your time: formulate the answer in your mind before speaking.
g. Be brief & concise – 10-20 second responses are appropriate soundbites.
h. Try to avoid using large words, military words, jargon, and acronyms – the
audience for your interview is the Alliance public.
i. Ignore the camera and talk to the interviewer.
j. Remain in control of the interview.
k. Reasoned responses will help you stay in control even if the questions are silly or
aggressive.
l. Always think OPSEC.
m. Stay in YOUR LANE – only talk about matters within your responsibility or personal
knowledge.
n. If you don’t know, say so.
o. Don’t make anything up or speculate.
p. If you can’t talk about something, tell the media why.
q. Be careful of statements of absolute nature.
4. Interview ‘DON’TS’.
a. Participate in an interview that will interfere with your mission.
b. Avoid repeating the negative and evoking the journalist’s frame. Reframe the
question in your words and illustrate the situation, what the organization has done
to make improvements, explain (if true) there is more to come, etc.
c. Do not attempt to cover negative events with a cloak of security or secrecy.
d. It is okay to refer requests for details about serious incidents to higher HQs.
e. Don’t offer ‘off the record’ information.
f. Never lie – you represent NATO and your unit.
g. Do not discuss exact numbers or troop strength (use descriptions like ‘Light’,
‘Heavy’ or ‘Moderate’).
h. Do not discuss political or foreign policy matters – you don’t speak for the political
leadership.
i. Resist grumbling or thoughtlessly complaining.
j. Don’t forget the adversary is listening.
k. Don’t get trapped.
l. If a reporter claims they have information from a higher HQ, refer them back to that
HQ for clarification.
182
m. Don’t try to answer something OUTSIDE your lane! You do not need to answer
every question.
5. Interview Presence (Physical Presentation).
a. Demonstrate Confidence
i. Sound confident.
ii. Be conversational and informal.
iii. Vary your pace and be well-modulated.
iv. Exhibit confidence; don’t be nervous.
v. Speak clear and strong.
vi. Look at the interviewer.
vii. Be open and relaxed.
viii. Be lively, but remember the emotion of the day.
ix. Be interesting.
x. Be friendly, but remember this is business.
b. Focus
i. Control your eyes: Look at the reporter in one-on-one. Look at the person
talking in a group. Look at the camera in a remote.
ii. Use appropriate nonverbal reactions and facial expressions.
iii. Listen carefully and attentively.
iv. Take off sunglasses, headgear, and badges. If sitting, use a stable chair,
not one that swivels/rotates.
c. Clarity
i. Keep it simple but don’t talk down.
ii. Assume your audience knows little about the armed forces. Explain
necessary points and make analogies. Tell a short story.
iii. Avoid jargon, acronyms and bureaucratic/pretentious language.
iv. You’re not briefing your boss; you’re talking to the people at home. Explain
it like you would to ‘grandma’.
v. No profanity!
d. Be mindful of your presentation
i. Open – or closed off?
183
ii. Relaxed – or tense?

iii. Confident – or nervous?
iv. Lively – or stodgy?
v. Interesting – or boring?
vi. Friendly – or hostile?
vii. Are you in the correct uniform (by national standards and by situation?)
184
Annex 9-C Prepare a Spokesperson to Address the Media
1. Part of the PA mission is to provide media interaction training. Successful training

ensures a spokesperson is prepared to address the media in a positive, correct and
effective manner and can respond to questions while stating the command's position,
knowing and understanding PA policy and release guidelines. Refer to Chapter 4.
2. When preparing a spokesperson, PA staff should:
a. Determine if the spokesperson will address the media in a one-on-one interview
dealing with one subject or in an open forum where reporters can ask about
anything. Develop a draft script and prepare answers to anticipated questions for
the briefer.
b. If the topic of the interview involves an extremely complicated or highly technical
subject, call on a SME to help you put the information in understandable terms. In
most cases it is better to have the SME as the briefer. If that is not possible, ensure
he is at the briefing and at the training session.
c. Try to find out who the reporters are and how they handled previous military
briefings.
d. Establish enforceable procedures/ground rules on what will be covered and how
much time will be allowed for questions.
e. Determine uniform and protocol requirements.
f. Prepare a draft script to familiarize the briefer with the format of a media briefing
and the kinds of questions he will be asked based on the presentation and the
current situation.
g. Setup: Provide all the materials and equipment at the briefing site. Provide
handouts/fact sheets to the media prior to delivering the opening statement.
h. Visual aids: prepare handouts/fact sheets for the briefing. Add cues to the briefing
text for visual aids. Ensure you have the proper equipment (video playback,
projectors, chalkboards, flip charts, maps, etc.).
3. Develop Opening Statement (gives the ’5 W’s’ and command messages).
a. Introduction (greeting, purpose and procedures).
b. Presentation of facts (summary lead, body).
c. Conclusion (reinforce theme or message).
d. Emphasize competence and caring in the event of tragedy.
4. Develop Questions and Answers.
5. Anticipate likely questions:
a. 5 ‘most expected’ questions – what you want the public to know.
185
b. 5 ‘hardest/ tough’ questions – topics that will require the spokesperson to bridge
to approved talking points.
c. Question the opening statement. How will people understand the position?
d. Coordinate media prep packet with proposed talking points, Q&As with SME as
well as higher HQs Mil PA.
e. Identify 3-5 key points to be made and highlight them on the spokesperson’s media
prep.
186
PA Checklist for Conduct of a Press Interview
1. Pre-Interview.
a. PAO tasks to support the Spokesperson / SME:
 Explain PAO role in process.
 Research reporter and news organisation, read last stories and develop bio.
 While negotiating the terms of the interview with the reporter, ask reporter if they will
provide the topics/questions in advance.
o Follow reporter on social media
o Ground rules.
 Coordinate with Media Monitoring and Analysis at SHAPE for pre-/post-analysis.
 Obtain and review PAG.
 Review command messages, talking points.
 What image/themes do you want and NOT want to portray...what do you want the
audience to take away from the interview?
 Develop sound bite synopsis.
 Who is the target audience for your message?
 Attribution rules.
 Policy restrictions.
 Time limit.
 Physical setting of the interview.
 SME appearance and body language.
 SME concerns (nervous, distrust media, etc.).
 Give information on stance and style of reporter.
b. PAO coordination with Reporter:

 The general tone of the coordination and interview should be one of helpfulness and
friendliness so as to minimize the immediate barriers to forthright communication
 Introduce self and explain role.
 Inquire about interview requests.
 Clarify attribution category.
 Review ground rules.
 Based on the topic/nation, is PAO requesting a review of the article in advance of
publication?
 Confirm time limit.
 Discuss topic with reporter to have an understanding of the reporter’s awareness of
key topics to be discussed during the interview. If necessary, provide factsheet, media
kit and other background information to ensure reporter has necessary information in
advance of interview.
2. Interview
a. PAO tasks during Interview.
 Introduce reporter and SME.
 Restate ground rules and OPSEC concerns based on topic of interview.
 Establish comfortable, professional climate.
 If necessary, clarify any misunderstandings during or post- interview (prior to
reporter’s departure).
187
 Interrupt tactfully (gross violations policy or ground rules only).

 Record interview to develop interview skills of SME and to document the actual
statements of the SME. This can be confused in translation or through political
agendas.
 Keep a very simple, brief outline of notes will help keep the interview on the right track.
Look for emerging patterns from how the reporter is asking the question to what the
SME is telling the reporter. The simple notes help identify the angle of the story and
helps determine whether you should provide additional information to the reporter right
away.
 Watch body language of both SME and reporter. This will clue to angle of story and
comfort levels.
b. Spokesperson / SME responsibilities during Interview.

 If necessary, clarify any misunderstandings during interview.
 Repeat the question in your answer, plus add your message.
 Do not repeat negative words or phrases.
3. Post Interview.
a. PAO tasks during post Interview with Reporter.
 Clarify any information needed by reporter.
 Clarify any potential misinformation given by SME.
 Confirm any of reporter's additional requirements.
 Confirm publication/broadcast DTG.
 Offer further assistance.
 Re-emphasize command's position.
 Identify who to contact – follow-up.
 Watch reporter/news organisation social media for first impressions and story.
b. PAO tasks during post Interview with SME:

 Provide feedback to SME on performance (body language, responses – did SME go
off message?).
 Forecast story/coverage based on interview; what do you expect the headline to be
based on responses.
 Provide publishing or broadcast time and date.
c. Provide higher command:
 Initial impressions report.
 Success in presenting command messages.
 Main theme of interview.
 Expected outcome.
188
Annex 9-D Family Members and Media Interviews
1. Military families often become the centre of news media attention. Because of this,
family members should know these concepts when dealing with the press.
2. Service members and their families sometimes don't realize they can be the best
(sometimes the only) sources of information for news stories. Their individual stories
are often the best way to tell the military's story, good or bad. Family members should
keep the following guidelines in mind when interacting with media:
a. You have the right to say NO to an interview request. Some reporters have coerced
family members into submitting to an interview by emphasizing the public's ‘right
to know’ and ‘freedom of the press’, but your right to privacy always takes
precedence.
b. It is NOT harassment if a journalist calls your home or stops you at the supermarket
to ask for an interview. It is harassment to infringe on your privacy or persist after
being told "no".
c. Your home is your property. No one, reporter or otherwise, has a ‘right’ to enter
your home or property unless you grant them that privilege.
d. If you decide to talk with the media, establish ground rules before the interview.
Prior understandings are for your protection, and responsible, professional
reporters will respect these.
e. If you desire, contact your PAO for assistance. PAOs have a working relationship
with the media and can provide advice that will help protect your privacy, yet allow
the news media to report the story.
f. Know with whom you are talking. Before answering questions, get the reporter's
name, organization and phone number - especially if you are going to decline the
request. Your caution will discourage the reporter from persisting.
g. When you agree to an interview, remember that you give away some of your
privacy. Always keep in mind the family's best interest when dealing with the news
media.
h. If you consent to an interview, you may not want your full name to be used. You
should always ensure that your address is not used. Television pictures of your
house are not a good idea. Explain to reporters that your wish to maintain privacy
at your home will help protect your family from harassment by a wide range of
people who could learn through press coverage where the family lives.
i. Appearing on television or being written about in the newspaper could identify you
as a target for unscrupulous salesmen, crank calls, or crime.
j. Know who will hear you. Family members often have information that would be
useful to an enemy. Make sure they understand adversaries also watch television
and read newspapers for intelligence purposes.
189
k. Know your limits. Talk only about what you know first-hand. It's okay to answer
with "I don't know." Never make comments or answer questions that talk about
what might happen or could have happened.
l. Know what to keep to yourself. If your spouse calls or writes with news about
casualties, unit locations, or deployment timelines, keep such information to
yourself. Deployments spawn rumours, and some of what you might hear could be
wrong, sensitive, or subject to change.
190
Annex 9-E Interact with Media (Non-PA Service Member Training)
Service Member’s
Name and Rank
Unit Date
Requirement: Train non-PA service members to interact with the news media in a
tactical environment.
Guidance: Train non-PA service members to perform the following functions:
 Determine whether he/she may participate in a media interview.
 Follow guidance put out by the chain of command.
 Military personnel have the right to express their personal opinion.
Performance Measures. Service member successfully:
 Identified legitimate media. Checked ID and press credentials. If the journalist
produces identification and press credentials, continue with the interview. If not,
referred the journalist to the chain of command or PA representative.
 Recognizes rights. Service member recognized the right to speak or not to
speak to the media; understood he did not have to answer all the questions;
controlled the length of the interview.
 Recognized obligations.
 Maintained OPSEC.
 Exercised good judgment and professionalism at all times.
 Made no negative comments toward a race, religion or culture
 Respected host nation sensitivities.
 Informed the chain of command of media’s presence, departure, the
general nature of the interview and any violation of OPSEC or ground
rules.
 Implement these guidelines when speaking with the media:
 Gave concise, thoughtful, informed answers.
 Did not lie or intentionally mislead the media.
 Spoke at appropriate level; discussed only things the military member has
direct responsibility for or has personal knowledge.
 Did not speculate or answer speculative questions (what if) questions.
 Avoided jargon, acronyms, slang and technical terms.
 Used "I" not "we" when stating an opinion.
 Explained not being able to answer a question (e.g. OPSEC, personal
privacy, etc.).
 Avoided using "no comment."
191
Annex 9-F Unit Public Affairs Representative (UPAR) Training
UPARs in recent operations have often been the primary POC for media embedded with
their units. Therefore, the higher headquarters PA should provide UPARs specific training
in media facilitation, taking photos, providing information, newsletters, identify personnel
for interviews, and identify interesting unit stories. The following section should serve as
a starting point.
1. Objective: Support higher headquarters PA efforts through various Mil PA functions,
to include media efforts by providing accurate, timely, balanced, credible coverage of
the force and operation while minimizing the possibility that media will disrupt the
operation.
2. UPAR Media Escort Responsibilities and Checklist:
 You are NOT responsible for the physical safety of the media. Assist them as you
would any other Alliance civilian in a training or operational environment. Provide
direction and guidance to assist them in making smart decisions.
 Ensure media does not violate standing force protection measures, such as noise
and light discipline.
 Let leaders and service members do the talking.
 Trust service members to tell the unit story and the Alliance public to listen.
 Service members have the right not to talk – but not talking can send the message
that the unit has something to hide – especially if the leaders avoid talking to the
media.
 Remember that media are influential members of the public.
 Media are not the enemy – they are just out for a story. Make sure to tell your story.
 Secure classified or sensitive information and/or equipment.
 If you accidentally say or show something classified, remain calm, explain the
situation and ask the media for their cooperation. Report the incident immediately.
 Never detain or confiscate any material or equipment from bona fide media – it will
make matters worse.
 Do not refuse to speak to the media just because they are unescorted.
 Be courteous.
 While it is important to tell your organisation’s story, remember, the operational

mission of the forces comes first. This must be considered before accepting media
embeds, interviews, etc.
192
3. UPARs and Media Escort in Crisis Situations:
 PA staffing, remote locations and logistics limitations can sometimes prohibit PA

from being there during every crisis situation. Media escorts and UPARs should
be able to provide the following services for the media:
 Coordinate with PA/Command on messages and releasable OPSEC details.
 Brief the media - the escorts must know the general situation or should have
access to those who do. Arrange for briefing to the media to ensure accurate
information is passed.
 Brief the media on the risks of the situation. Do not needlessly put the media in
harm's way. Media members, especially photographers, will often go to great
lengths for a story, ignoring the risk which might put your fellow service members
at risk.
 Protect classified material.
 Issue and collect identification. Provide badges for escorts and media.
 Coordinate with Military Police or base defence for site access (if applicable).
 Confirm and log entry and exit of media - maintain a record of entries and exits.
 Know how to navigate to/from the crisis site.
 Have the tools you need to get the PA job done (communications, messages, PAG,
background materials, camera, etc.).
 Don’t speculate on causes – “an investigation is underway” is a good enough

answer in the early stages of any crisis.
193
Annex 9-G: Media Pocket Card
Do’s of Interviewing General Tips Don’ts of Interviewing
 Do be prepared.  Reporters generally feel overworked, (YOUR HQ CREST HERE)  Do not speculate or guess.
 Do tell the truth. underpaid and on deadline. Know this.  Do not discuss hypothetical situations or
 Do keep your answer short. Respect this. unfamiliar matters.
 Do use plain English.  You have more power and control than POCKET GUIDE  Do not offer personal opinions.
 Do use single, clear sentences to make you think. Information is power and you Media Interviews  Do not lie or bluff.
your point. have the ability to use that power in a “An interview is a seemingly casual but directed  Do not use jargon or long explanations.
 Do pause before answering. positive way as a source of information. conversation that clicks open locked doors,  Do not lose your temper.
 Do answer the question.  To conduct a successful interview, answer organizes scattered memories, and penetrates  Do not continue talking after you make your
questions in a manner that supports your privacy chambers”.
 Do communicate your messages. point.
messages. You may be asked questions Two-time Pulitzer Prize-winning
 Do state your message clearly and  Do not fill awkward, silent pauses.
that don’t get to the points you wish to investigative reporter Eric Nalder
powerfully.  Do not go ‘off the record’ unless you have good
 Do address your points to the public make. Bridge to your messages at every reason to trust the reporter.
(reporters are not your ultimate audience). opportunity.  Do not fidget.
 The physical appearance of a speaker (YOUR HQ TITLE HERE)
 Do repeat your points.  Do not use sympathetic nodding, which could
should never overshadow what he or she
 Do be friendly, honest and yourself. be interpreted as agreement.
has to say. It can, however, make the Public Affairs Office
 Do keep calm.  Do not wear sunglasses or a hat.
message more convincing. Keep this in
 Do use body language effectively.  Do not wear distracting clothing, as it gets in the
mind as you prepare for a public
 Do maintain eye contact. appearance. Viewers will decide within
way of your message.
eight seconds if you appear credible.  Remove badge.
Professional Interview Techniques Professional Interview Techniques Specific Guidelines for TV Interviews Specific Guidelines for Radio/Telephone
Preparations General rules  Realize your interview will be substantially Interviews
The media is a vehicle for conveying your REMAIN CALM. Calm always wins the day. edited to fit into a short time frame.  Use your voice to create variety and interest.
organization’s messages to the public. If you Defensive and angry are signs of a person in  You are always on the air. Say what you have  Use descriptive language to illustrate your
don't have a clear sense of what you want to a weak position. If you are easily excited or to say, and then be quiet. Don't fill ‘dead air’. points to help the audience visualize what
convey, how the headline should read, and angered, take a breath and pause before This is an old journalist trick to get you to say you’re talking about.
what you want people to know about your speaking. something you really don't want to say.  Raise your voice slightly for key points and
issue, then the chance is slim that you will be KNOW YOUR FACTS. Support your  If standing, put one foot slightly in front of the emphasis.
satisfied with the result of the interview. Be messages with anecdotes, statistics and other to avoid swaying. Avoid sudden body  Feel free to have notes of key points, facts, etc.
prepared: sound bites. movements (standing up, leaning back in the  Avoid ums, ahs and ‘verbal nodding’ - it sounds
 Ask yourself “What is my goal with this STAY ON MESSAGE. Use ‘off-message’ chair) that may take you out of camera range. silly on radio.
interview?” questions to bridge back to your message. Hand movements should be small. Find a  Make sure you can hear questions clearly. If you
 Know the key points you want to make Use phrases such as "That's a good place to rest your hands and keep them are even slightly uncomfortable with the volume
(main messages). question. Before I address it, I'd like to go there. or connection, say so.
 Have back-up data to support your points. back my earlier point..."  Make eye contact with the reporter. Don't  For in-studio radio interviews, sit 6 to 8 inches
 Get to know the media outlet: the type of COMPLETE ANSWERS. Don't hop around stare at the camera. from the microphone.
in an interview just because the interviewer is  Don't be distracted by activity near you.
publication or program, the interview format  Ask the reporter for feedback to ensure he or
- live, taped, solo or multi-guest, length? jumpy. If interrupted or barraged with rapid-  Dress appropriately (conservatively). Men - she understands you. With no eye contact or
fire questions, remain calm, finish your button coats if standing, unbutton if sitting. body language, this can prevent
sentence, wait until the interviewer takes a
misunderstanding.
breath and then pick one question to answer.
TO THE POINT. Be concise - keep your
answers to between 10 and 20 seconds.
194
Annex 9-H Basic Photography Guidance for UPARs
1. Rule of Thirds. The rule of thirds uses two horizontal and two vertical lines to divide
the photograph into nine equal parts (imagine a Tic Tac Toe grid). The subject's eyes
should be placed at or near one of the four intersections, and his/her hands at another
(if the hands are featured). Leave space within the photo for the subject to move or
look into.
2. Move around for a variety of shots:
a. Long shot: It is normally shot 10 to 20 feet from the subject. Called an ‘establishing
shot’, it shows the subject in their environment.
b. Medium shot: Normally taken from seven to nine feet, it identifies the subject and
the action taking place.
c. Close-up: Like the medium shot, it is used to identify the subject and action taking
place, only from a closer position, about three to six feet.
d. Extreme close-up: Shows important aspects of the subject’s job in detail. Shoot as
close as possible to the subject.
e. High and low angles: The key to a successful picture page is varying the shooting
angle. The difference of angles creates interest and can lend power and strength
to the subject if a low angle is used, or can indicate subject inferiority if a high angle
is used.
f. Horizontal and vertical formats: The different formats are essential when designing
a layout; it adds variety.
g. Square frame is needed for use on Instragram.
3. Take more photographs than needed. Sometimes lucky shots are the best. Subject
movement and technical miscalculation may ruin a planned shot.
4. Record cutline information. For every person in the picture, get the first and last
name, rank, unit, location, date and what they are doing in the picture. The cutline info
can be embedded in the ‘File Info’ if you are using Photoshop, otherwise attach it in a
word document or the email sending the photos.
5. Policy on Editing and Alteration. Alteration of digital imagery, beyond what can
normally be done in a Lightroom or Adobe Photoshop is prohibited. Do not use filters
or digitally alter photographs that are being submitted to PAO in any way.
6. Work with your local PAO to determine resolution and image size requirements.
Generally, a high quality or raw .jpg file (1-2 MB overall size) will work. Photos should
be small enough to email.
195
Annex 9-I NATO Affiliated PA Training Opportunities
The following are PA training opportunities run by NATO’s ACT or as partnership

programs with other nations.
1. Basic Training.
a. Canada’s Defence Public Affairs Learning Centre (DPALC) Basic Public Affairs
Officers Course. As part of its Basic Public Affairs Officers Course (BPAOC), a
seven months-long course conducted in English and French once a year, Canada
offers a limited number of seats to international students.
b. France’s MOD Basic Public Affairs Course.
c. The French MOD (DICOD) organizes a basic level Public Affairs Course in Paris.
The course is taught in French language only and lasts approximately two weeks.
d. Germany’s Academy of the Bundeswehr for Information and Communication (AIK)
International Public Affairs Course. Germany offers a two week International Public
Affairs Course in English at AIK in Strausberg once a year for intensive
communication training, including presentation and media skills. The course
accepts a certain number of international PA practitioners.
e. Hellenic Multinational Peace Support Operations Training Centre (MPSOTC),
Greece. The two-week course is conducted in English (SLP 3,2,3,2 required) and
is recommended for students (OF-2 up to OF-5) who require basic media and
communication skills. MPSOTC offers this course every year, normally in
September.
f. Hungary's Basic NATO Public Affairs Course. Hungary offers a two-week basic
Public Affairs Course in English once a year, usually in May, available to NATO
and PfP nations students. This course was validated against NATO standards and
is recommended for military and civilian students who occupy PA positions and
who require basic media and communication skills.
g. Swiss PfP Media and Communications Course - Basic Level (Media
Management). The Swiss PfP Media and Communications Course Basic Level
(Media Management) is held annually in the Spring and typically accepts up to 22
students from NATO, PfP, Mediterranean Dialogue (MD), Istanbul Cooperation
Initiative (ICI) and contact countries. It lasts eight training days, and is
recommended for NATO military and civilian students who are serving in PA
positions and who require basic media and communications skills. The Swiss have
designated five seats for ACT nominees.
h. United Kingdom’s Defence Media Operations Centre (DMOC) UK Defence
Communicators' Course. The DMOC is based at RAF Halton. The UK's five day
Foundation Media Course is typically held 11 times per year and accepts two non-
UK students per serial with more on a case-by-case basis. A combination of both
the Foundation and Advanced courses is recommended for NATO students who
require basic media and communications skills, particularly junior officers
designated for NATO operations. The UK Defence Communicators' Course is a
two-week course that runs up to 10 times per year. This is a foundation course for
196
all military press officers. In addition DMOC runs a one day Media Skills Course
and a specific Afghan Environment Training course. The DMOC is also developing
a crisis communications course and an OF3/4 planning course that are expected
to start in 2014. (http://www.gov.uk/the-defence-media-operations-centre-dmoc)
i. United States' Defense Information School (DINFOS). There are 12 DINFOS
courses open to international military and civilian students. The courses cover
areas such as public affairs, graphic arts, photography, photojournalism,
broadcasting, videography, multimedia and broadcast maintenance. Courses
range from 1-28 weeks in duration, and most require 85 English Comprehension
Level (ECL), and a 2+/2 Oral Proficiency Interview (OPI). The courses available to
international military and civilian students are listed below:
i. Basic Television Equipment Maintenance Course
ii. Broadcast Radio/Television System Maintenance Course
iii. Combat Camera Leadership Course
iv. Content Management Course
v. Digital Multimedia Course Intermediate Motion Media Course
vi. Intermediate Public Affairs Specialist Course
vii. Intermediate Photojournalism Course
viii. Joint Contingency Public Affairs Course
ix. Joint Intermediate Public Affairs Course
x. Public Affairs Qualification Course
xi. Visual Information Management Course
xii. For more information on the available courses:
https://www.dinfos.dma.mil/International/Course-Information/
2. Advanced Training.
a. Swiss PfP Media and Communications Course - Advanced Level (Crisis
Communication). An advanced course is held every year, usually in the Fall, and
typically accepts 16 students. With its emphasis on communications teamwork and
individual skills, the advanced course is recommended for NATO students who will
be assuming the duties of a CPAO or Spokesperson. There are five seats available
for ACT nominees.
b. United Kingdom’s Defence Media Operations Centre (DMOC). The UK DMOC
may accept up to 2 non-UK students on any of their courses. A combination of the
Defence Communicators Course and the Afghan Environment Training is
recommended for NATO students.
197
c. United States’ Defense Information School (DINFOS) Joint Intermediate Public

Affairs Course (JIPAC). DINFOS offers JIPAC, an advanced PA course (21 days)
for mid to senior-level officers and civilians serving in CPAO or deputy PAO
positions. Applicants to the advanced course must score a minimum 85 on the
ECL and have completed SET), an OPI and must be graduates of the Public Affairs
Qualification Course (PAQC) (46 days) offered at the same School. Note that the
JIPAC course covers US policy-specific curriculum that may not be applicable to
foreign students.
198
Annex 9-J Staffing of Public Affairs Positions
1. Qualifications of Public Affairs Personnel.

a. Key PA positions on NATO operations, missions, and deployments must be staffed
by officers that possess a minimum level of PA experience.
b. It is desirable that all other PAOs deployed on Operations, Missions and
Deployments possess the same qualifications and experience as above, but it is
recognised that exceptions will have to be made in the medium term due to the
shortfall of qualified PAOs within NATO. Therefore, positions in media monitoring,
internal communications and web/social media may be filled by personnel lacking
certain qualifications or experience. However, a minimum English SLP level of 3,
3, 3, 3 will be required for all positions within a deployed PA cell.
c. This annex outlines the BASIC competency standards (skills and knowledge) and
experience that Nations are required to provide for their personnel prior to
assignment to a NATO StratCom Peacetime Establishment/Crisis Establishment
posts in order to understand and assimilate the content of NATO ADVANCED
StratCom training in accordance with AJP-10.
d. The StratCom Core Competency Areas for Public Affairs are:
i. Media Operations Specialist. Applicable to all personnel assigned to
positions within the NATO StratCom disciplines who are required to plan for
and engage, directly or indirectly, with the media.
ii. Digital Engagement Specialist. Applicable to all personnel assigned to
positions within the NATO StratCom disciplines that require them to engage
and interact with external audiences/stakeholders through digital platforms.
iii. Internal Communications Specialist. Applicable to all personnel assigned to
positions within the NATO StratCom disciplines that require them to explain
and promote the aims, objectives and role of any NATO military body to its
personnel.
iv. Media Production Specialists. Applicable to all personnel assigned to
positions within the NATO StratCom disciplines that require them to
generate printed, audio and video products to support NATO
communications activities. Sub-specialisms are:
1. Electronic News Gatherer. Applicable to all personnel responsible for
the gathering and/or editing of video and audio material to support
communications products.
2. Stills Photographer. Applicable to all personnel responsible for the
gathering and/or editing of stills imagery to support communications
products.
3. Journalist. Applicable to all personnel responsible for the production of
text to support communications products.
199
4. Graphic Artist. Applicable to all personnel responsible for the production

of print and graphic content to support communications products.
5. Digital Animator. Applicable to all personnel responsible for the
production of digital animation content to support communications
products.
2. The BASIC CCRs are:
a. Media Operations Specialist. In addition to Common Core Competencies,
personnel should have the following:
i. Experience: Have served in a national Mil PA role
ii. Competencies:
1. Understand and be able to operate in the media environment (including
preparing news releases, conducting interviews and press
conferences).
2. Prepare personnel for a media engagement.
3. Understand and develop products to support media relations activity.
4. Understand the use of imagery to support Mil PA activities.
b. Digital Engagement Specialist. In addition to Common Core Competencies,
personnel should have specific experience with Digital/ Social Media Engagement.
c. Internal Communications Specialist. No additional requirements to Common Core
Competencies needed.
d. Electronic News Gatherer. In addition to Common Core Competencies, personnel
should have the following:
i. Capture broadcast quality imagery and audio to support communications
outputs.
ii. Prepare broadcast quality rushes packages to support communications
outputs.
iii. Edit imagery and audio to produce broadcast quality products to support
communications outputs.
e. Stills Photographer. In addition to Common Core Competencies, personnel should
have the following:
i. Capture high quality still images to support communications outputs.
ii. Edit still images to produce high quality products to support communications
outputs.
f. Journalist. In addition to Common Core Competencies, personnel should have the
following:
i. Understand media production and communication.
200
ii. Conduct interviews and research to gain information for the stories.
iii. Write and edit stories.
g. Graphic Artist. In addition to Common Core Competencies, personnel should have
the following:
i. Use design and photo-editing software skills to produce required designs.
ii. Understand, apply and explain design style, format, print production and
timescales.
iii. Develop concepts, graphics and layouts for product illustrations, logos and
websites.
h. Digital Animator. Understand and apply computer animation, digital design, or
integrated media arts in developing required products.
201
Chapter 10 - Public Affairs in Exercises

1. Introduction.
a. NATO conducts more than a hundred exercises and training events of varying
sizes every year. These exercises provide opportunities to train personnel at all
levels in how to respond to media and ensure that NATO’s missions are presented
fairly. They also provide excellent opportunities to showcase NATO’s capabilities
and objectives. There are two distinct areas of PA activity relating to exercises:
the real world requirement and the exercise requirement.
b. This chapter should be read in conjunction with Bi-SC Collective Training and
Exercise Directive (CT&ED) 75-3, and serve as an in-depth PA reference on PA
role in exercises.
2. PA Approach – Real World.
a. The real world PA approach chosen for an exercise must be selected in
accordance with the guidance provided in the Alliance’s current Mil PA policy, MC
0457/3, and must be consistent with the policies of the HN, participating nations,
operational security and the privacy of the personnel involved. This might vary from
reactive to very active depending on an assessment of the factors listed below.
The appropriate level of real life PA activity and any exercise specific PA objectives
will be determined by the Officer Scheduling the Exercise (OSE) during drafting of
the Exercise Specification (EXSPEC). Primary responsibility for real world PA
activity rests with the PAO of the Officer Conducting the Exercise (OCE).
b. Working with the HN, exercise related real life PA goals and objectives must also
ensure that:
i. Timely and accurate information is made available so that the public
understand the facts and issues associated with the exercise; and
ii. Engagements activities sensitise the local population in the exercise area
to the temporary increase in activity during the exercise and seek to
minimise any negative impact that might arise as a result.
iii. Each exercise should be assessed by a PA practitioner in the OSE against
standard PA criteria and the following additional factors:
iv. The Vienna Document, brokered under the auspices of the Organisation for
Security and Cooperation in Europe (OSCE), requires signatories to provide
advance notification of some types of live exercises. As most NATO nations
are signatories, there are implications for exercise planning. If there is a
notification requirement, the PA syndicate must avoid pre-empting the
formal notification process with a NATO media release. The level of PA
effort should be measured against the return on investment. Is the desire to
keep the public informed of the important role of the exercise commensurate
with the anticipated public/media interest?
202
v. Political and public sensitivities; (CBRN48 weapons, Counter Terrorism,

CIMIC49, etc.);
vi. Security requirements;
vii. The visibility of the exercise. Is the public or media likely to become aware
of the exercise even if a Reactive Approach is adopted?
viii. If real media interest is anticipated, a decision regarding execution and
resourcing of the real world PA plan should be taken at the Main Planning
Conference (MPC) by the PA Syndicate (see para 8.4.c. below). Where the
training audience (TA) is not able to meet the real world requirement the
OCE HQ PA staff are to take the lead. Any augmentation requirements
should be determined at the MPC and augmentation requests initiated.
ix. Even if a real world Reactive PA approach is adopted, the PA Annex to the
Exercise Plan (EXPLAN) must include responses to potential questions and
agreed media lines.
3. PA Activity in Exercises. PA exercise activities must be developed in the context of
the wider exercise scenario. In general, PA activity should be a consequence of
activities and storylines developed to drive events in the exercise situation. Media
injects should not be used to drive the scenario or inform the Training Audience (TA)
about events in a way that encourages them to believe that media reports are
necessarily accurate or a basis for military decision making.
4. Exercise Planning.
a. In order to add value to the exercise planning process, NATO Mil PAOs must
understand the exercise planning terms and the system for programming/planning
exercises described in MC 0458/2 and CT&ED 75-3. Both provide the strategic
direction for the entire process of exercise planning from concept through to
execution and analysis.
b. NATO Mil PA offices should maintain a planning calendar that includes all planned
exercises with PA timelines and milestones.
c. A StratCom/PA Syndicate must be established at all Planning Conferences. This
Syndicate should, if possible, comprise representatives from PA elements of all
major headquarters participating in the exercise (NATO, national, and military), the
chief of the exercise NMIC, if any, and the HN. The Syndicate is also responsible
for ensuring that the overall exercise PA objectives are integrated into overall
exercise planning from the outset of the planning process to exercise execution.
d. PA planning for an exercise should normally start at the early stages of exercise
planning and should cover the following subjects:
48 Chemical, Biological, Radiological and Nuclear Material

49 Civil-Military Co-operation
203
e. During the Concept and Specification Development Stage the PA approach and
objectives are developed. They are included in the EXSPEC to facilitate the
conduct of future PA events in terms of manning and funding;
f. During the Planning and Product Development Stage, the Syndicate must ensure
that the EXSPEC contains appropriate objective(s) in the list of primary exercise
objectives. This is important to ensure that the PA function is exercised;
g. The Syndicate will produce the PA Annex to the EXPLAN. This Annex follows the
STANAG 2014 standard five paragraph format. Possible PA Releasable Products
are listed at Appendix B. While not exhaustive, the list gives exercise planners
some ideas to incorporate into their PA plan.
h. To add further realism to the exercise play Simulated Press may be provided by
the Joint Warfare Centre (JWC) or other organisations within the NCS, depending
on their capabilities (e.g. NATO HQ PDD for CMXs). The Syndicate is to determine
the Simulated Press requirements in terms of strength, composition and supported
HQs; if applicable.
i. If an Initial Exercise News Release (IENR) is required it shall be submitted to the
OSE for approval. Supporting information may be required especially where the
exercise is thought likely to attract media attention or be controversial.
j. Depending on the nature of the exercise PA planners might be involved in Main
Events List/Main Incidents List (MEL/MIL) development and during the execution
they could be asked to assume an Exercise Control (EXCON) role such as Higher
Control (HICON) (simulating SHAPE or NATO HQ) or Observer/Trainers.
5. Live Exercise (LIVEX) Considerations.
a. LIVEX, with their inherent troop deployments/ movements, are the most visible
exercises, usually with high public and media interest. In most cases this will
necessitate a Very Active PA approach to be applied.
b. Exercises with sensitive environmental issues or in sensitive environmental areas
(maritime and amphibious exercises in particular), will require careful planning and
considerable thought and research must be put into developing Q&A regarding the
likely issues.
c. Land exercises, by their very nature, frequently require public announcements
sooner than naval or air exercises. The necessity for concentration of major
formations in advance of the exercise, movements of forces by rail or road,
warnings to local populations, and the possible negotiations for use of land, makes
it evident that an exercise is to be held. Since there is no particular security
advantage in withholding this information, such exercises require advance
community relations activity.
d. Air exercise PA planning should be determined primarily by the nature of the
individual exercise. Increased take-offs and landings, disruption of civilian flights
and low-level flying will generate public interest and other concerns. PA
arrangements should include coordination prior to the exercise with the appropriate
national and international PA authorities, and should include engagement with
communities likely to be affected.
204
6. Command Post Exercises (CPXs). By their nature, CPXs have a low visibility.
Therefore an Active or Reactive PA approach is likely to be more appropriate, unless
events such as involvement of civilian authorities/agencies, NGOs, use of civil or new
military infrastructure, deployment of command post and signal units, etc. are
involved.
7. Other Planning Considerations. The following planning considerations should be
taken into account:
a. Countering Weapons of Mass Destruction (WMD):
i. when CBRN or theatre missile defence (TMD) capabilities are being
exercised a clear distinction should be made between whether the exercise
is a LIVEX or CPX;
ii. should these exercises include simulation of enemy explosions or chemical
attacks, photographic coverage may be permitted. It should be stressed
that the devices used are intended for simulation only;
iii. CPX incorporating CBRN events are ideal for training PA personnel from
the training audience in handling this very sensitive topic. As a general rule,
the exercise news release should abide by the sensitivity of the subject and,
more specifically, only address hostile WMD use after coordination and with
the authorisation of the “victim” nation; and
iv. planners should ensure that guidance is sought on all likely areas of media
interest to ensure the NMIC staff is fully briefed on Alliance PA and HN
policy concerning WMD, TMD and CBRN issues.
b. CIMIC Activities:
i. a clear distinction should be made between LIVEX and CPX;
ii. exercising CIMIC is an excellent vehicle to demonstrate defence
preparedness, co-operation and HN support. Specific PA objectives and
plans should be devised and coordinated to emphasise this aspect of an
exercise; and
iii. it is worth remembering that some aspects of CIMIC are less palatable
(evacuation, requisition, mass burials). The possible negative implications
of those aspects should be carefully considered by exercise planners and
coordinated with the HN.
8. Release of Information Concerning NATO Exercises.
a. The OCE PA staff, in consultation with the HN, should make a recommendation
on the requirement for an Initial Exercise News Release (IENR) in line with the set
PA approach. Factors including the exercise intent, size, scale, scope, geographic
location, nations participating and political and cultural sensitivities as well as
former experiences should all be taken into account. If there is a question of
considerations or sensitivities listed above, then the OSE should seek guidance
from higher HQs. If NATO MC approval is likely to be required for an IENR, then it
must be staffed through the chain of command and the PA TechNet. The proposed
205
IENR must be therefore submitted to SHAPE PAO at least six weeks before the
intended publishing date to allow sufficient time for staffing through to the
International Military Staff (IMS) Public Affairs and StratCom Advisor (IMS
PASCAD) and the MC. All supporting PA products contained in Annex L to the
EXPLAN (e.g. media lines/responses to query, fact sheets/backgrounders, etc.)
shall be forwarded through the OSE PAO (or higher HQ PAO) for review and to
support IENR approval.
b. The OCE PAO retains responsibility for real world PA support to the exercise
throughout and is encouraged to issue news releases and communiqués
describing the progress of an exercise in accordance with the OSE approved PA
approach. If the scope of the exercise is limited, it may be considered desirable to
make a summary release after the exercise, or to issue the IENR only. Information
copies of all news releases and communiqués issued during the exercise are to
be forwarded promptly to the higher HQ PAO responsible for monitoring exercise
PA activity. Copies of all news releases and communiqués should be included in
the exercise PA assessment which will be used to inform the Final Exercise
Report.
c. PA planners are to ensure that the NMIC has an emergency response plan
available for dealing with accidents and casualties. The release of casualty
information policy outlined in the Annex 8-A of this handbook, Release of
Information, also applies for NATO exercises and should be addressed in the
Annex L to the EXPLAN.
9. Security. Each exercise requires a deliberate PA assessment to identify specific
information to be released. PA planners must practise appropriate OPSEC, ensuring
exercise related information that might be detrimental to the security interests of any
member nation, participating nation or the Alliance as a whole, will not be disclosed to
the media. PA activities must be conducted in accordance with NATO and national
security policies and the privacy of forces and personnel involved.
10. NATO Media Information Centres (NMICs) - Real World Support to an Exercise.
a. As long as the PA approach and the type of exercise require it, the OCE is
responsible for establishing the NMIC in co-ordination with the HN. It should be
located as near to the centre of exercise activity as practicable, must be easily
accessible to media representatives and at a location from where media will be
able to file their stories in a timely manner. The NMIC is to provide the media with
timely, truthful and accurate information on exercise issues, events and activities
and to provide other support, advice and assistance as necessary.
b. The NMIC tasks and functions are described in Annex 4-A.
c. NMICs will not normally be collocated with visitor or protocol centres, nor should
NMIC staff members be assigned protocol or other duties involving visitors other
than media. The NMIC, will, however, need to maintain close liaison with the
Visitors and Observers Bureau (VOB) since distinguished visitors to the exercise
may generate media attention.
d. Visit programs for observers and VIPs should not interfere or intersect with visit
plans for media and vice versa. There should be no interference with the plans for
206
observers, but plans for the latter should be coordinated with plans for media
representatives.
11. Invitations to Media - Real World PA Support to an Exercise.
a. The OCE or HN must plan for and provide facilities for media.
b. If the decision is made to invite media to NATO exercises, invitations must be
accompanied by sufficient information about the exercise to stimulate interest.
c. Where it is necessary to issue invitations to media in advance of the event, this
informal invitation should also stipulate that details of the exercise, except as
already announced in annual calendars, are embargoed until the publication of the
initial exercise news release.
12. Registration/Accreditation of Media Representatives - Real World PA Support
to an Exercise.
a. The NMIC Chief, will register media by maintaining a list of visiting correspondents
and their affiliations. Formal registration shall be done in order to facilitate control
within, or access to, certain exercise areas, or to obtain information required to
arrange transport/ accommodations for correspondents. An example of Media
Registration Form is included in Annex 4-V.
b. Formally registered media representatives will be issued a Media Identification
Card.
207
Annex 10-A Annex L to EXPLAN - Format

ANNEX L TO
EXPLAN ……
DATED …..
PUBLIC AFFAIRS
References:
A. MC 0457/3 “NATO Military Policy on Public Affairs”, dated 28 May 2019
B. MC 0458/3 (Final), NATO Education, Training, Exercises and Evaluation (ETEE)
Policy, 3 Sep 14.
C. AD 095-001 “ACO Public Affairs”, dated 4 June 2013
D. ACO/ACT PAO Handbook, dated April 2020
REAL WORLD
1. SITUATION.
a. General
b. Media Trends
c. Assumptions
2. MISSION.
3. EXECUTION.
a. PA Approach
b. Concept of Operations
c. PA Objectives
(1) External
(2) Internal
d. PA Organisation (see Appendix 1)
e. Audiences
(1) External Audiences
(2) Internal Audiences (NATO wide)
f. Initial Exercise News Release (IENR) (see Appendix 2)
g. Master Messages/Responses to Query (see Appendix 3)
h. Other PA Products (e.g. Fact Sheets/Backgrounders)(see Appendix 4)
208
i. Planned Media Activities
j. Tasks
k. Coordinating Instructions
(1) (List any requirements from key organisations)
(2) Release of Information
(3) Media Registration
(4) Imagery Support
(5) Procedures for Reporting of Casualties/Accidents/Incidents
4. SERVICE SUPPORT.
a. Facilities
b. Equipment
5. COMMAND AND SIGNAL.
a. Points of Contact
b. Signals
APPENDICES
(List as appropriate)
Appendix 1 – PA Organisation for real world and exercise play
Appendix 2 – Initial Exercise News Release
Appendix 3 – Master Messages/Responses to Query
Appendix 4 – Other PA Products (examples include fact sheets, backgrounders,
imagery)
Appendix 5 – Templates (Media badges, PA SITREP form)
209
Chapter 11 - Imagery
1. Introduction. Photo and video imagery are vital tools to enable NATO to tell its story
effectively. Striking images and video can be transmitted to news media, used on
NATO websites, member nation websites, and in exhibits, print publications, social
media sites. Therefore all public affairs plans and activities shall include imagery as
one of the key deliverables.
2. Imagery Terms.
a. Caption Data - Short explanatory or descriptive data accompanying imagery.
Caption data records include shot sheets/lists, camera operator's notes in either
paper or machine-readable form, and, in digital still images, embedded
International Press Telecommunications Council (IPTC) header captions. The 5
W’s along with the name of the photographer should be included.
b. CODEC - A codec is a device or program capable of performing encoding and
decoding on a digital data stream or signal. Codecs encode a video stream or
signal for transmission, storage or encryption and decode it for viewing or editing.
c. Combat Camera (COMCAM) Imagery - Still and motion imagery of military
operations acquired by COMCAM forces, regardless of the medium in which the
images are acquired, transmitted, or displayed.
d. Cover Story - A story accompanying imagery which describes the event, operation,
action, or activity that the imagery depicts and puts the imagery in a context that
the viewer can understand.
e. Graphic Art - Relating to the design, creation, and preparation of two and three-
dimensional visual aid products. Includes charts, graphs, posters, and visual
materials for brochures, covers, television, motion pictures, printed publications,
displays, presentations, and exhibits prepared manually, by machine, or by
computer.
f. Imagery - A visual representation of a person, place, or thing recorded and stored
in any format.
g. Infographic - a chart, diagram, or illustration (as in a book or magazine, or on a
website) that uses graphic elements to present information in a visually striking
way.
h. International Press Telecommunications Council (IPTC) Headers - Caption data
that is embedded into a digital still image as part of the image file and conforms to
the standard developed by the International Press Telecommunications Council
(IPTC).
i. Scene - All the shots that record a unit of continuous related action(s) but which
may include changes in camera angles, camera field of view, pans, or zooms.
There is a change of scene when there is a jump to either an unrelated subject or
series of action(s) or events, or a change in the geographic location of the
subject(s). Thus, imagery of visiting dignitaries that showed them descending from
the aircraft, meeting with the commanding officer in his office, and reviewing troops
on the parade ground would all constitute separate scenes.
210
j. Sequence - A series of shots that record a unit of continuous related action(s) in

which there is no change in subject matter or geographical location of the
subject(s). A sequence can contain shots in which the camera operator changes
camera angle, camera field of view, or there is a constant change preceded and
succeeded by a shot or sequence of shots that are discontinuous (as in a pan,
zoom out, or zoom in).
k. Shot - A single segment of motion media that typically can be identified as a close
up (CU), medium shot (MS), long shot (LS), or establishing shot (ES), etc. A shot
is a single element which when combined with additional shots makes up a
sequence.
l. Still Images - Visual representations or images that are recorded or rendered on a
two-dimensional surface or screen by chemical, electronic, or artistic means. Still
images fall into three categories: chemical, electronic and artistic.
m. Still Photographs - an ordinary photograph that is not a video, movie, etc.
n. Still Digital Images - Electronically based images that are recorded (either as
camera originals in a digital camera or as copies from an analogue photographic
or image medium) and stored as machine-readable digital files. They include digital
still videos, digital images, digital scans of photographs, and digital frame-grabs of
motion video or television broadcasts.
o. Visual Information (VI) - Information in the form of visual or pictorial representations
of person(s), place(s), and/or thing(s), either with or without sound. VI includes still
photographs, digital still images, motion pictures, analogue and digital video
recordings, and hand- or computer-generated graphic arts and animations that
depict real or imaginary person(s), place(s), and/or thing(s), and related captions,
overlays, and intellectual control data.
p. VI Material - Any still and/or motion film, or other media that contains visual
information. This includes the original, intermediate, master, and any duplicate,
print, reference, or dub copy.
q. VI Media - Any format capable of containing visual information.
3. Use of Social Media Sites. The creation of photostreams on other web sites (e.g.
Facebook, Flickr, Smugmug, etc.) is permitted but content should be managed as part
of the overall PA effort. Despite the increased use of social media sites and cloud-
based online databases mainstream media still provides the most effective channel to
reach a mass audience and as such making imagery available via mainstream media
should be given priority. Refer to Chapter 8, Digital Engagement as imagery is integral
to good command websites.
4. ACO/ACT Imagery use by Conventional Media.
a. Media organizations use images generated by their own or independent sources
however they will use military photographers’ material when images are unique or
compelling. Where an image or series of images support a media release they
should be offered to the media before being used on other channels. Such images
should be offered via the primary distribution channel: DVIDS.
211
b. Based on operational intent, it may be appropriate to delay uploading of the same

images to social media sites by 48 hours to allow mainstream media a period of
exclusivity. Production sections should work with media operations to maintain a
current list of media contacts.
5. Imagery Standards. Annex 11-A describes the recommended standard for
photographic workflow. It includes file management, meta data, editing, publishing and
archiving. Annex 11-B describes the standards for video workflow, including file
management, tagging, video packaging, meta data, editing, publishing and archiving.
Annexes 11C-E provide templates for use in both still and video products. Finally,
Annex 11-F covers DVIDS use. For assistance , please reach out to SHAPE Public
Affairs Production office for more information.
6. Technical Requirements. Imagery/photo technicians participating in deployed
operations must have access to a transmission capability (internet connection,
satellite modem, mobile phone or PDA) in order to transmit time sensitive imagery.
For example, SHAPE PAO Production has a mobile phone contract that is enabled
with data during work trips such as NATO exercises, allowing images and videos to
be transferred while on the field.
7. Imagery and Privacy.
a. In general, photographing or filming an event should not present any problems.
However, recent court cases in some member nations may have created
precedents about photographs being published in newspapers without the consent
of the people depicted in these pictures. In developing countries, people may ask
to be paid for having their picture taken.
b. NATO personnel performing their regular tasks should reasonably expect that
NATO PA/imagery staff will take their picture, i.e. people on parade, unless the
circumstances support that an expectation of privacy is present e.g. in a hospital
or at a private event.
8. Image Editing and Alteration.
a. In order to uphold the credibility of the Alliance, imagery must accurately depict
real-life situations. Alteration of content or misrepresentation of events alters that
accuracy and will inevitably lead to an erosion of trust in and credibility of the
organisation.
b. Technology offers the ability and temptation to alter photographs with relative
ease. Some alteration (i.e. touching up the photo, colour balancing, etc.) is
certainly authorized, but altering the content or editing the photo to change the
meaning is most certainly not. The following are the general guidelines and limits
for imagery editing:
i. Ethics and guidelines used for creating and working with standard
photography will be the same for digital imagery. Enhancing the technical
quality of a photograph is acceptable, but changing the meaning is not.
ii. The changing, altering or manipulating the content of a photo (e.g. changing
the positions and appearance of people and objects) or alteration that
misleads or misrepresents its accuracy is not authorized for public release.
212
iii. Copyrighted materials cannot be altered without written permission of the

copyright holder (generally the creator or source of the original photo).
c. It is authorised:
i. Electronic equivalents of established practices for traditional darkroom
printing methods (e.g. dodging, burning, toning, and cropping) as long as
the content and meaning aren’t changed.
ii. Colour and tonal correction to ensure accurate reproduction of the original
image.
iii. Technical touch–up of images for the purpose of colour– balancing or
removal of flaws (such as dust spots, scratches, digital noise, artifacts, etc.)
to achieve better reproduction. Such changes will be considered to be
insubstantial.
iv. The use of cropping, editing, or enlargement to selectively isolate, link, or
display a portion of a photographic or video image is not considered
alteration. However, cropping, editing, or image enlargement that has the
effect of misrepresenting the facts or circumstances of the event or object
as originally recorded constitutes a prohibited alteration.
v. Conversion of a colour image to black and white.
vi. The obvious masking of portions of a photographic image in support of
specific security and criminal investigation requirements is authorized.
d. It is not authorised for public release:
i. Altering the content of an image (e.g. moving, adding, deleting, combining,
stretching, flipping, shrinking, etc.).
ii. Misrepresenting a staged or manufactured scene as an actual event.
e. Photo Illustrations: Photo illustrations differ from news photos in content, creation,
and purpose. They are staged or produced and are manufactured situations. When
an existing photograph is altered for artistic purposes, such as by adding or
deleting content, it also is considered a photo illustration.
f. When publishing a photo illustration, it should be made clear to readers that the
image does not represent a real situation. In all cases, photo illustrations should
be labelled as such. Any permitted alteration changing the original content of an
image must be labelled as a ‘photo illustration’. The credit line should read: ‘Photo
illustration; original photo by XXX’.
g. Artistic use of images, as in a collage, is permitted.
9. Defense Visual Information Distribution Service (DVIDS).
a. Is a state-of-the-art, 24/7 operation owned by the US Department of Defense DMA
(Defense Media Activity) that provides a timely, accurate and reliable connection
between the media around the world and the military serving at home and abroad.
213
b. Through a network of portable Ku-band satellite transmitters located in-theatre,

robust IP connections, and a distribution hub DVIDS makes available real-time
broadcast-quality video, still images and print products as well as immediate
interview opportunities with service members, commanders and subject matter
experts.
c. The service is provided free to NATO through the U.S. Department of Defence.
d. DVIDS operates a distribution hub making available, to the media, real-time
broadcast-quality video, still images and print products as well as immediate
interview opportunities with service members, commanders and SMEs.
e. A NATO page has been established in DVIDS with sites for SHAPE and the JFC
HQs. Larger missions may also have sub sites created. Each site must have a
designated administrator, nominated through SHAPE Public Affairs Social Media
office. Chief PAOs should ensure that their staff and PA offices from their
subordinate units/supported missions register as contributors on the most
appropriate site and upload press releases, photo stories and good quality video
packages. Further advice is available from SHAPE PAO.
f. DVIDS provides the following benefits to deployed PAOs:
i. Facilitates remote interviews with commanders and SMEs engaged in fast-
breaking news.
ii. Promotes products posted on its site to hundreds of media outlets.
iii. Links media to deployed military units.
iv. Enables embedded journalists to transmit broadcast quality video from the
field.
v. Provides reporting features allowing units and contributors to identify when
and by whom their material has been used.
vi. Fulfils requests for products quickly via satellite, fibre and the Internet.
vii. Submits daily bulletins detailing archive additions and email alerts about
breaking news.
viii. Maintains a searchable archive of video, photo and print products.
g. A brief primer and basic contact information for DVIDS can be found at Annex 11-
F.
214
Annex 11-A Photoshop Stills Workflow and Metadata Guide
1. Introduction. The professional creation of stills products is a careful balance between

art and science. The implementation of rules can hinder the ability of Photographers
to realise their creative ideas. However, we must also be able to cultivate a high
standard, which runs through all production stills products. It is also important for
guidance and advice to be available to help Photographers achieve their aims, rather
than hinder them.
2. Aim. The aim of this annex is to offer guidance to PAO Photographers at all stages of
the stills creation process, and to establish standard working practices that will aid in
the archiving process.
3. Receipt of Stills Tasking.
a. Photographers may be tasked or tasks may be self-generated. Whichever form it
takes this workflow must be adhered to always. Prior to leaving for tasking, the
following must be completed:
i. Negative Register. Populated with all known information before task.
ii. Metadata Template. Complete with text from Press Release if known and
generic keywords.
iii. Client. The contact details for the end client if required and also how they
will receive the imagery.
4. Folder Structure.
a. The folder structure for stills tasks using Photoshop is standard and follows a three-
sub folder structure.
i. Main Folder
1. {YYYYMMDD)-{Photographers ID}-{Description}-{Location}
2. Photographers ID. This comprises of the last four of your service /
National service number and photographers initials. Ie 25167277 Burt
Will Durge = 7277BWD; e.g. 20190512-7277BWD-SACEUR Tanks in
Town-Mons
ii. Sub Folders. This is where you will save all data pertinent to the job
including the press release, so the story is complete on the archive with
accompanying words.
1. RAW. Unedited images ingested from the memory card.
2. Edit. Images that are saved to 2.5Mb. 3000px or 10: longest side with
no captions.
3. Output. Images saved as JPG and captioned.
iii. Additional folders can be added.
1. Slideshow. If a slideshow of images is created for other channels.
215
2. Audio. For audio used in the slideshow or voice recordings used to help
fill out metadata.
5. Negative Register.
a. Date. This is the date the task was photographed, if the task overruns then the first
date is the one used until the task is complete.
b. Job Type. Select one from the drop down list that best describes the type of job.
c. Photographer. Use the drop down list on the Negative Register. Select who took
the imagery.
d. Image Location. Where the RAW and edited imagery is located on the archive.
e. Stills/ Video/Audio. Use the drop down list and select the type of media recorded.
f. Completed. Only enter Yes once the job is shot, edited, transmitted and archived.
When the task is complete this field on the Negative Register, should be
highlighted in Red.
6. Photography. The imagery gathered should reflect the story included in the Press
Release. Reading through the Press Release and communicating with the client, Unit
Press Officer or Information Officer before taking images will highlight the key points
and messages that they want to show visually. Prior engagement is essential so that
the words and imagery connect and complete the product for use across multiple
channels.
7. Equipment. There is no kit list to suit all photographers and all tasks, however, below
are questions to consider when packing:
a. Transport. Will transport take me to the location, or will I be moving on foot? If
traveling by air, camera bodies and lenses must be in hand luggage, as hold
luggage may be lost. Is all the equipment man portable, will I be able to move all
this equipment myself, whilst taking photos?
b. Conditions. Is it appropriate for the military situation? Would a daysack be more
appropriate than a black camera bag? Will equipment be waterproofed for wet
weather?
c. Health and safety. Arrive with wet/warm clothing and any PPE as required. It is
your responsibility to find out what is required and wear it.
d. Distance. What distance will you be from the subject? What focal length will this
require?
e. Lights. Will I be able to set up portable lights or light stands on location or will they
be in the way of the task
f. Date and Time. Ensure the time and date on both cameras are in sync for sorting
in the edit process.
g. Final Checks. Cards formatted? Batteries charged? Spare batteries for
speedlights? Light battery charged. Lenses clean.
216
8. Shooting. Remain flexible. On arrival the task may take a completely new direction
to that which has been planned due to un-controllable circumstances. No plan
survives first contact, however, it is still vital to have a plan to start with. If the original
idea is no longer achievable, the important thing is to be able to repeat the planning
process on the ground, and always shoot with a purpose and a tone in mind.
9. Image Edit. The editing process can be a highly personalised process, but there are
a number of steps that must be taken.
a. Insert the memory card and Photomechanic or Lightroom will auto launch with the
ingest screen. Set Primary folder to the RAW sub folder in the task main folder,
load IPTC stationary pad created before the task, tick apply and ingest.
b. First Filter. Once the images are in the RAW folder delete all images that are
negligent discharges or technically flawed. If shooting on Continuous High delete
all repetitive shots before and after the action shots.
c. Rename. Select all images, sort order by capture time and rename them using the
file naming convention ensuring sequence is reset to 0001.
d. Second Filter. View the images at full screen pressing T to tag the ones for further
editing that best capture the essence of the story. Each story should have 10-12
images for sending to press however that doesn’t mean only 12 are edited and the
job is forgotten about.
e. Editing. Images for press must be edited with integrity, no added elements,
overuse of Photoshop tools. Cropping, levels, and moderate dodge and burning
are allowed as is cloning out obvious dust spots. If Clarity or Shadows and
Highlight sliders are used they must be done with subtlety to enhance the image
and not produce over processed images.
f. Save as. Image editing can all be done in Adobe Lightroom or taken into
Photoshop but once the edit is complete the images must be saved in the correct
process;
g. Images must be saved as JPEG’s.
h. Each image should be saved at 3000px or 10” longest edge and 2.5Mb maximum
size with a resolution of 300ppi.
i. Edited, resized JPEG’s must be saved in the Edit folder in the Main task folder.
j. Captioned images must be saved in the Output folder at 3000px or 10” longest
edge and 2.5Mb maximum size. This is vital as it speeds up the transmission time
to press.
k. Captioning/Cutlines. Images must be captioned in Photomechanic or Lightroom in
line with industry standards and IPTC Data fields using the template
SHAPE_Metadata.XMP to set up the correct field order.
217
Annex 11-B - Still And Video Captions
1. Captions are essential to inform an audience of what is happening in the images. Most
of the following information covers still captioning for still images, but the content
applies to video images as well. The caption saved in video is more general and less
specific, because it covers the entire video rather than a single image. More
information is provided below.
2. There are three concepts to remember when writing a caption: accuracy, brevity and
clarity, or ABCs.
a. Accuracy ensures all information in the caption is correct and complete, including
grammar and style (Reuters). Accuracy lends credibility and newsworthiness to an
image. It also marks the image with information for historical documentation and
allows it to be searched within databases or archives.
b. Brevity ensures a caption is written to the point and that only necessary information
is included in the text. Captions must convey a lot of information in a few short
sentences, so they must be written concisely to maximise their effectiveness.
c. Clarity ensures a caption is easily understood by its audience. Use words to make
certain the reader understands what is happening in the image, especially non-
military and non-native English and French speakers.
3. The 5 Ws. When writing a caption, the author should always focus on the 5 Ws: who,
what, when, where and why. The 5 Ws ensure that all basic and necessary information
is included in the caption.
a. Who or what is the subject of the image?
i. If the subject of a sentence is a person or persons, provide the nation, rank,

first and last name, title and military unit for each person.
ii. List units from smallest to largest.
iii. Every effort should be made to identify the subject of a photo. When there
are more than three subjects, each individual does not need to be identified
unless it is essential to the information. (Ex. The NATO Secretary General,
The Chairman of the NATO Military Committee, Supreme Allied
Commander Europe, and Supreme Allied Commander Transformation are
all in a photo. There rank and positions dictate importance of identifying all
individuals.)
iv. If the subject of the image is an object, provide the equipment name and
model, name and ship hull number, or name and model of the aircraft or
vehicle. Include both the name of the object (e.g., C-17 Globemaster III) as
well as what kind of object it is (e.g., aircraft).
b. What describes the action captured by the imagery.
i. Use active voice. When writing in active voice, the subject is doing
something, while in passive voice, something is being done to the subject.
218
c. When provide the date and, if pertinent, the time of day when the image was
captured. Include the date within the caption.
i. Do not use datelines, which are headers placed before the start of the
caption, often containing the date and location of the image.
ii. Use the following format: Aug. 21, 2011. Spell out months March through July
and abbreviate months August through February.
iii. When writing just a month and year with no day, do not abbreviate the month:
Feb. 27, 2011, but February 2011.
d. Where provides the geographic location as well as the name of the base, facility
or organisation, if applicable. Consult the Reuters Style Guide for more detail.
i. If there is no city, give a region or general area (e.g., near the Syrian border
or off the coast of the United Kingdom)
ii. If the image was captured on a ship, provide the ship name as well as where
it is moored or underway. For example: off the coast of ... or underway in the
Mediterranean Sea)
e. Why explains the purpose of the event, exercise or operation depicted in the
image. This gives context to the image and answers the question as to why the
image matters. The explanation should be brief, in most cases no longer than one
sentence.
4. Constructing a caption/cutline.
a. Cutlines should be simply and clearly written no needless adjectives or verbs
b. The first sentence contains the who, what, when and where and is always written
in the present tense using active voice. A caption describes the moment the image
is captured, not what came before or after, so the first sentence will be written as
if from that moment.
c. Subsequent sentences include the background information (the why?) and should
almost always be written in past tense. It explains why the image is significant and
provides context. This is where you provide information explaining the significance
of the action in the image.
d. Example: Ms. Victoria Tesson, left, a NATO public affairs intern, interviews a
Luxembourg soldier during Exercise CORONAT MASK 2018, in Bruchsal,
Germany, September 26, 2018. The exercise, which began September 15, is being
held throughout the Czech Republic, Slovakia, Italy and Germany and allows
NATO Chemical Biological, Radiological and Nuclear (CBRN) Defence units to
train for potential future NATO missions, improve specialised CBRN defence
capabilities and enhance interoperability between participating nations. (NATO
photo by Petty Officer 2nd Class Brett Dodge, USN)
219
e. Additional notes when writing a caption:

i. Define all uncommon acronyms on first use. Spell out the acronym and then
place the acronym in parentheses. Use the acronym on second or additional
iterations.
ii. Avoid the use of jargon. Explain terms and practices that are not commonly
known outside of military circles. Remember to write for a non-military
audience.
iii. Do not editorialise. Stick to the facts as presented by the image and
gathered at the scene.
iv. No quotes. Do not quote people within the body of a caption. Only use
quotations in a press release, feature story or news article.
v. Do not include the names of minor dependents of military members without
asking the parents first.
vi. Photographer’s credit. Include the photographer’s credit at the end of the
caption. For NATO images use the following format: (Released/NATO
photo by [Rank], [Full name], [nation, military service]) As seen in sample
caption above.
f. Examples.
i. A bad caption example; Young Ms. Riding Hood walking briskly to her
grandmother’s cottage during a dreary fall morning.
ii. A good version of the same caption; Red Riding Hood, age 9, carries a
basket of flowers in Fable Forest to attend to her sick grandmother in
Yorkshire.
g. Final Edit. Once the captioned images are published, the remainder of the images
should be edited and archived, and then sent to the unit or organisation for further
use across other channels. Only then can the job be marked as complete on the
Negative Register.
220
Annex 11-C – Still Image (Stills) Workflow
1. Introduction.
a. The professional creation of still image products is a careful balance between art
and science. The implementation of rules can hinder the ability of Photographers
to realise their creative ideas. However, we must also be able to cultivate a high
standard, which runs through all still image products. It is also important for
guidance and advice to be available to help Photographers achieve their aims,
rather than hinder them.
b. The aim of this guide is to offer guidance to Photographers at all stages of the stills
creation process, and to establish standard working practices that will aid in the
archiving process.
2. Receipt of Stills Tasking.
a. Photographers may be tasked or may be self-generated tasks for stills products.
Whichever form a tasking takes, the workflow must be adhered to always.
b. Prior to leaving for task, open the spreadsheet ‘Negative Register’ and fill in details.
See screen shot below.
221
3. Folder Structure. The folder structure for stills tasks is standard for all
photographers and follows a three-sub folder structure:
a. Main Folder - {YYYYMMDD)-{Photographers ID}-{Description}-{Location} e.g.
20190512-7277BWD-SACEUR Tanks in Town-Mons
b. Sub Folders - This is where you will save all data pertinent to the job including
the press release, so the story is complete on the archive with accompanying
words.
i. RAW - For unedited images ingested from the memory card.
ii. Edit - Images which are saved to 2.5Mb, 3000px or 10in longest side,
resolution 300ppi with no captions.
iii. Output - Images captioned and to be sent to press.
c. Additional folders can be added:
i. Slideshow - If a slideshow of images is created for other channels.
ii. Audio - For audio used in the slideshow so it can be sourced again.
4. Workflow Process.
a. Download your images from your cards into the RAW folder.
b. Using Photo mechanic scroll through all images using the arrow key and press T
to tag those you with to delete.
c. Select tagged images (Cmd A) to select all. Press the delete key to remove
images from HD.
d. Show all images and highlight all the images (Cmd A) and click.
222
e. Rename as shown below.
f. Type in the job number remembering to Reset the sequence for each job, as
shown below.
223
g. Whilst all images are still selected, click IPTC Stationary Pad (Cmd I) and enter
your generic metadata as shown below. Then click apply stationary to selected
then close stationary.
h. Make a selection of the images you want to edit by tagging the images with a
colour (Cmd + number).
224
i. Once your selection has been made in the bottom right corner click on each
colour to hide these images. Clicking Grey (far right) will hide the images that are
not colour coded.
j. Select all colour-coded images (Cmd A) and right click, click Edit selected photos
with and pick Adobe Photoshop.
k. Once open in Camera Raw edit images with basic darkroom techniques. After
editing, move to the left side of this window, highlight an image and select all
(Cmd A). Then click Save Images below this.
225
l. Make sure your settings are as below and that your images are saving to the
EDIT folder of that job created, then click save.
m. Copy the images you are going to send from the Edit Folder to the OUTPUT
folder.
n. In Photo Mechanic navigate to your Output folder, open this and your images will
appear. Highlight the first one and click the “i” button in the bottom left.
o. Then add specific metadata on each image in the OUTPUT folder as shown
below, click save and -> once each image is done.
226
i. Ensure caption/cutline is formatted in accordance with Annex 11-B.
227
Annex 11-D Lightroom and Photo Mechanic Stills Workflow and Metadata Guide
1. Import all the photos but use star ratings to see in Lightroom which photos are marked
for developing.
2. Go to Preferences then Launching. Make sure the default application to edit photos is
set to Adobe Lightroom Classic CC (or whatever your version of Lightroom is).
3. Check Assign default application.
4. The colour class and star rating are displayed under each thumbnail. The box on the
bottom right is checked if the photo is tagged.
5. Go to Edit - Select All then right-click any photo and select Edit selected photos with
> Adobe Lightroom Classic CC from the menu.
6. Lightroom opens, goes to the Import window where only the photos selected in Photo
Mechanic are checked for import.
7. Go to Edit - Select All to select every photo. Right-click any photo and select Edit
selected photos with > Adobe Lightroom Classic CC from the menu.
8. Lightroom opens and goes to the Import window where all the photos are checked
ready for import.
9. Now import the photos using normal settings. To save time, create an Import Preset
to use when importing photos from Photo Mechanic.
10. Note: For Lightroom to recognise the star rating and colour class applied in Photo
Mechanic, set Metadata to None in the Apply during Import panel in Lightroom’s
Import window.
11. One of Photo Mechanic’s strengths is that you can create templates for just about any
task. Just like using pre-sets in Lightroom that helps you switch quickly between
different sets of settings depending on the criteria for the task at hand.
228
Annex 11-E – Video Specifics
1. Editing.
a. B-Roll. If using recently shot video, first create a video b-roll package. Select
favourites and highlight a collection of sequences and/or interview quotes. Export
the b-roll files and save them in the highest resolution possible (currently at SHAPE
in PRORES 422 at 4K). Creating b-roll packages and trimmed interviews allows
for quicker editing processes and saves space on the production archive as high-
resolution video uses a great amount of data. Make sure the audio doesn’t exceed
-3db.
b. SHAPE PAO Production Team uses Final Cut Pro for standard linear timeline
editing, but also has access to Adobe Premiere.
c. Create any animated graphics and text, as well as any colour grading, transitions,
etc.
2. Music.
a. This stage also includes finding music and sound effects for the video. SHAPE
Production uses universalproductionmusic.com for video soundtracks. Get in
contact with the national entity in charge of music rights to understand the specific
laws related to the use of soundtracks on videos for social media production.
b. For example, in Belgium, SHAPE PAO pays for every 30 sections of a music track
used on a video. The cost may vary by country.
3. Publication.
a. Once finished, the video products must be cleared for release.
b. Videos are then uploaded to:
i. YouTube.
ii. Official Website for organisation.
iii. DVIDS (including b-roll and interview packages).
iv. Facebook.
v. Twitter.
vi. Instagram (depending on video).
c. All videos are required to have metadata in line with the ACO/ACT Public Affairs
Handbook as well as basic journalism and style guide.
229
Annex 11-F - Post Task
1. Once the task is complete equipment should be cleaned, serviced and re-charged in
preparation for the next task.
a. Batteries. Recharged for all camera systems and ancillaries.
b. Memory Cards. Formatted for the Camera system they will be used in.
c. Lenses. Front elements cleaned and checked for dust ingress.
d. Task Folder. The next task folder can be set up and re-named for the next tasking.
e. Metadata. The metadata template for previous job can be deleted to contain only
generic data to the photographer and post.
2. Summary. This document offers guidance to photographers at all stages of the stills
creation process, and seeks to standardise working practices that will aid in the
archiving process. Its aim is not to discourage the creativity but enable photographers.
230
Appendix A: NATO Structure, Policy and Command and Control

NATO structure and policy development is depicted in the following organization chart.
Although this is a simplified depiction, it gives the reader a general idea of the various
organizations and bodies involved in NATO policy development and execution. NATO
HQ and SHAPE offer basic level briefings on their websites.
1. NATO Headquarters.
NATO Headquarters, in Brussels, Belgium, is the political headquarters of the Alliance
and the permanent home of the North Atlantic Council (NAC), NATO's senior political
decision-making body. It is home to national delegations of member countries and to
liaison offices or diplomatic missions of partner countries. The work of these delegations
and missions is supported by NATO’s International Staff (IS) and International Military
Staff (IMS), which are also located within the Headquarters.
NATO Headquarters provides a site where representatives from both the civilian and
military side of all the member states can come together in order to make political
decisions on a consensus basis. It also offers a venue for dialogue and cooperation
between partner countries and NATO member states, so that they can work together in
their effort to bring about peace and stability.
Each NATO member country has a delegation at NATO Headquarters in Brussels,
Belgium.
The delegation has the status similar to an embassy and is headed by an Ambassador
or Permanent Representative (PERM REP), who acts on instructions from his or her
capital and reports back to the national authorities.
The responsibility and task of each delegation is to represent its member country at
NATO. The authority of each delegation comes from its home country's government, to
which it reports back on NATO decisions and projects.
Each member country is represented on the NAC, the most important political decision-
making body within NATO, by the PERM REP. The length of the Ambassador's
appointment depends on his or her home country. It generally ranges from one to eight
years. The Ambassadors are supported by their national delegation, composed of
advisers and officials who represent their country on different NATO committees,
subordinate to the NAC. Each member country is represented on every NATO committee,
at every level, and therefore the delegations are sometimes also supported by experts
from capitals on certain matters.
An important function of the delegations at NATO Headquarters is the consultation
process.
Consultation among the delegations can take place in many forms, from the exchange of
information and opinions, to the communication of actions or decisions which
governments have already taken or may be about to take and which have a direct or
indirect bearing on the interests of their allies. Consultation is ultimately designed to
enable member countries to arrive at mutually acceptable agreements on collective
decisions or on action by the Alliance as a whole.
231
Decisions made by the NAC represent the accepted agreement of each and every nation.
Decisions are made by unanimous consent. Proposals are normally put ‘under silence’
with a correlating deadline. In effect, this means that if no objections are raised prior to
the deadline (i.e. breaking silence) the decision is accepted by each nation and therefore
constitutes a decision by the NAC.
2. NATO Secretary General (SECGEN) and International Staff (IS).
The NATO SECGEN is the senior international statesperson nominated by the member
nations as Chairman of the NAC, Defence Planning Committee, Nuclear Planning Group
and of other senior committees. He also acts as principal spokesperson on behalf of the
Alliance, both in its external relations and in communications and contacts with member
governments.
The work of the NAC and its committees is supported by the IS, comprised of the Office
of the Secretary General, six functional Divisions, the Office of Resources and the Office
of Security. Each Division is headed by an Assistant Secretary General (ASG).
The IS is an advisory and administrative body that supports the work of the national
delegations at different committee levels and assists in implementing their decisions.
The IS supports the process of consensus building and decision-making as well as
implementing and enforcing the decisions of NATO committees. The IS is responsible to
the SECGEN, who decides who is appointed to the staff. Members of the IS owe their
allegiance to the organisation throughout the period of their appointment.
3. Military Committee (MC).
The MC is NATO's highest military authority, providing NATO’s civilian decision-making
bodies – the NAC, the Defence Planning Committee and the Nuclear Planning Group –
with advice on military matters. The MC is composed of the chiefs of defence of all 28
member countries and is a headed by the Chairman of the Military Committee (CMC).
The CMC is elected by the Alliance Chiefs of Defense (CHODs) and normally serves a
three-year term. CMC represents the CHOD’s consensus-based views as the principal
military adviser to the SECGEN, the NAC and other senior NATO organisations. CMC
guides the Committee’s agenda and deliberations, listening to views and working to
reconcile divergent national positions or policy differences to fashion advice that all can
agree to.
The MC’s principal role is to provide direction and advice on military policy and strategy.
The MC provides the NAC, NATO’s highest political authority, with consensus-based
military advice - that is, advice agreed to by all CHODs. It is responsible for recommending
to NATO's political authorities those measures considered necessary for the common
defence of the NATO area and for the implementation of decisions regarding NATO’s
operations and missions.
The MC is an integral part of the decision-making process of the Alliance, representing
an essential link between the political decision-making process and the military structure
of NATO, translating political guidance into military direction to NATO's Strategic
commanders.
232
The MC also plays a key role in the development of NATO’s military policy and doctrine
within the framework of discussions in the Council, the Defence Planning Committee, the
Nuclear Planning Group and other senior bodies. It is responsible for providing military
guidance to NATO’s two Strategic Commanders – Supreme Allied Commander Europe
(SACEUR) and Supreme Allied Commander Transformation (SACT).
In this context, the Committee assists in developing overall strategic concepts for the
Alliance and prepares an annual long-term assessment of the strength and capabilities
of countries and areas posing a risk to NATO's interests.
In times of crises, tension or war, and in relation to military operations undertaken by the
Alliance such as its role in Bosnia-Herzegovina, Kosovo and Afghanistan, its role is to
advise the Council or Defence Planning Committee of the military situation and its
implications, and to make recommendations on the use of military force, the
implementation of contingency plans and the development of appropriate rules of
engagement.
It is also responsible for the efficient operation of agencies subordinate to the MC.
At the Strategic level, Allied Command Operations (ACO) is responsible for the
preparation, planning, conduct and execution of NATO operations, missions, and tasks
within a political-military framework endorsed by the MC and approved by the Council, in
order to achieve the strategic objectives of the Alliance. Allied Command Transformation
(ACT) serves as the focal point for NATO's joint and combined concepts, research,
technology, training and education development.
4. NATO Military Structure and Forces. The Alliance military structure comprises:
a. A NATO Command Structure (NCS) composed of permanently established HQs,
including deployable components and supporting organizational elements. The
NCS is based on functionality rather than geography.
b. A NATO Force Structure (NFS), which includes Allied national and multinational
deployable forces, joint HQs and single service HQs placed at the Alliance's
disposal on a permanent or temporary basis.
c. NATO command and control structures ensure the ability to operate at three
overlapping levels, military Strategic, Operational and Tactical levels.
5. Allied Command Operations (ACO). There are three tiers of command: Strategic,
Operational, and the Tactical or Component level.
a. Strategic Level.
i. ACO Strategic level HQ is located at Supreme Headquarters Allied Powers
Europe (SHAPE), near Mons, Belgium, and is responsible for all Alliance
operations wherever it may be required.
ii. ACO is commanded by SACEUR. SACEUR is dual-hatted as the
Commander of the US European Command, which shares many of the
same geographical responsibilities. ACO is responsible for among other
things, force generation for the various NATO missions, once approved by
the NAC and tasked by the MC.
233
b. Operational Level. Three standing joint force commands (JFCs) in Brunssum, The
Netherlands, in Naples, Italy and in Norfolk, USA all of which can conduct
operations from their static locations or provide a deployable Combined Joint Task
Force (CJTF) headquarters. Additionally, the Joint Support and Enabling
Command in Ulm, Germany is responsible to ensure NATO can move troops more
quickly across Europe in a crisis situation and ensure sea lines of communication
between North America and Europe remain safe.
c. Tactical Level. Three Allied Single Service Commands, which provide service-
specific – land (Allied Land Command Izmir), maritime (Allied Maritime Command
Northwood) or air (Allied Air Command Ramstein) – expertise and support to the
other HQs at the operational level. These HQs can also be used to provide the
core of a CC HQ for a small joint operation or deployable C2 capability for a single
service operation in accordance with their specificities.
d. ACO structure also includes the NATO Communications and Information Systems
(CIS) Group (NCISG) (HQ located at SHAPE) responsible to provide deployed CIS
services.
6. Allied Command Transformation (ACT).
ACT leads the transformation of NATO’s military structure, forces, capabilities and
doctrine. It enhances training, particularly of commanders and staffs, conducts
experiments to assess new concepts, and promotes interoperability throughout the
Alliance.
Headquarters, Supreme Allied Commander Transformation (HQ SACT), located in
Norfolk, Virginia, directs ACT's various subordinate commands including the Joint
Warfare Centre (JWC) in Norway, the Joint Forces Training Centre (JFTC) in Poland, the
Joint Analysis and Lessons Learned Centre (JALLC) in Portugal and various NATO
schools and Centres of Excellence.
There are direct linkages between ACT, NATO schools and agencies, as well as the US
Joint Forces Command, with which ACT Headquarters is co-located.
For a more detailed explanation of NATO Policy, please see:
http://www.nato.int/cps/en/natolive/structure.htm
7. NATO Public Affairs linkage.
The PA function of the Alliance is headed by the Public Diplomacy Division of the
International Staff. Specifically, the Press Service takes the lead with respect to
communications, with the MOC taking the lead as the primary element overseeing media
operations and outreach for the RS mission and other special projects.
Through direction and guidance from the SECGEN and with input and approval by the
NATO Spokesperson, the press service develops communications guidance and
messaging for the alliance.
These communications plans are then taken by ACO and ACT and developed into military
plans, typically in the form of operation plans public affairs annexes, fragmentary orders,
public affairs guidance and media lines.
234
NATO HQ Media Operations Center (MOC) does not have direct tasking authority over
the military structure at any level. However, in the interest of alliance cohesion and unity
of effort, amicable solutions should be sought to accommodate the needs of all levels of
the communications structure.
235
Appendix B: Public Affairs Releasable Products

1. The following products, while not an exhaustive list, are some of the more common
PA releasable products on either your public website, social media platforms or during
direct media /public engagements:
a. News Releases.
b. Media Advisories.
c. Statements – (News Conference, video, news release formats).
d. Press Kits.
e. Fact Sheets and/or Infographics.
f. Imagery, Still and/or Video to include B-roll packages.
g. Town Hall Meetings (for staff or with the local community).
h. Letters to Newspaper Editors.
i. Briefing Packages / Presentations.
j. Email or All Users Messages.
k. Electronic Newsletters – either intra- or internet.
l. Display/Notice Boards/Screens (for important messages and updates for staff).
m. Exhibitions and Displays.
n. Hometowners (photo and story of military members sent to their hometown
newspapers).
o. Leaflets / Brochures / Tri-folds / Pamphlets.
p. Podcasts.
q. Publications, either internal or external.
2. The following products, while not an exhaustive list, are some of the more common
internal PA products:
a. Media Monitoring and Analysis.
b. Talking Points or Lines To Take.
c. Media Engagement Prep for:
i. Background Discussions.
ii. Media Roundtables.
iii. News Conferences.
iv. Interviews.
d. Public Affairs Guidance.
e. PA Plan or Integrated Communications Plan.
f. Pocket Cards (Internal Communications - Command Information).
236
Appendix C: Basic Journalism

1. Introduction.
a. Within PA, applied journalism is the term that describes using journalistic skills and
writing techniques to deliver specific messages to audiences. In today’s
environment, journalism is applied to all print and digital engagements and
platforms.
b. All Mil PAOs shall use the principles of applied journalism in preparing PA products
in support of NATO strategic communication objectives.
c. The following section covers the basic types of applied journalism formats.
2. The News Story.
a. A news story must be of immediate importance. Editors are interested in covering
events that are coming up immediately, but they are never interested in hearing an
account of what happened yesterday or last week. Immediacy is the single most
important factor in hard-news stories. In addition to immediacy, below is a list of
other factors which contribute to an event’s newsworthiness:
i. Prominence - is there someone famous, notorious, or political involved?
ii. Proximity - is the event in the community?
iii. Controversy - is the event likely to provoke public discussion?
iv. Conflict - are people or groups of people opposing each other?
v. Relevance - is the story likely to be of interest to the public?
vi. Money - is there a money angle?
vii. Timeliness - does it relate to a specific current event?
viii. Entertainment - is the story funny or amusing?
ix. Danger - is there risk involved?
x. Human interest - is there something in the story that will appeal to readers’
common experience or emotions?
xi. Immediacy - is the story relating to something happening now?
xii. Consequence - is there a significant impact on people?
xiii. Progress - is the story showing an evolution of some sort?
xiv. Oddity - will people be interested by the oddity of the story?
xv. Emotion - will the story touch the feelings of the readers?
xvi. Suspense - is the story creating suspense?
237
b. The news story format is what is used most often in the ‘news release,’ as referred
to by NATO, is a mechanism to release news. The private sector often uses the
term ‘press release’.
c. Generally, the information in a news story must answer the following questions:
Who, What, When, Where, Why, How, and How much? (We call these the 5 Ws &
2 Hs).
d. All information you receive from an interview should be put into one of the boxes
below. When you have done this, your lead will become clear and you will be able
to easily write your news release or news story in the style that is the accepted
structure throughout the news industry.
F
WHO? Full details of person or group spelled out: rank, first name(s),
last name(s)
Full details of unit spelled out
Explain succinctly what happened/is being announced
WHAT? Round numbers up or down (NATO is deploying about 3000

soldiers, rather than NATO is deploying 2987 soldiers)
Day and month
WHEN? You don’t need the calendar year if the event/ announcement is in
the same year
Exact location keeping in mind operational security issues if that is

a factor
WHERE?
Explain the significance of the news event
WHY? If there are operational security considerations that preclude

releasing this information, say so
HOW? How did an incident happen?
What are operational security considerations that preclude

releasing this information?
If this information is part of an investigation into an

incident/accident, then say the information cannot be released
because of an ongoing investigation
What is the cost, if relevant? For example, if you are announcing

a major equipment purchase, the cost of that purchase is relevant
HOW MUCH?
e. News stories should also include quotations from your key organization
representatives. These quotations, if used judiciously and effectively can
contribute to the news releases readability and credibility.
238
f. The ideal news release fits on one or two size A4 pages.

g. On first reference to an individual person or specific unit spell it out fully, using the
full rank title, first and last names, in accordance with the individual’s national style.
On second and subsequent references use only the individual’s last or family
name. Except, when preparing material in French, NATO’s other official language,
abbreviations are not used.
h. Inverted Pyramid Format. As for structure, most news stories are constructed from
the top down. The classic news-release format is the inverted pyramid: lead, bridge
and body. If the information is arranged in order of importance and the editor finds
the news release too long for the space available, the editor can easily cut the
story from the bottom up without removing the most significant material.
i. The Lead. The lead is the most important element of the news story and entices
the reader into the rest of the story. A good lead is usually about 15 to 25 words.
It also answers as many of the five Ws and two Hs as possible. Below is the
standard news lead:
KABUL, Afghanistan – Five NATO forces were killed and six others wounded
by a road-side bomb in Regional Command West at approximately 2 p.m. Oct.
15 while executing a routine mission.
j. The Bridge. The bridge provides the transition from the lead to the body of the
news release. It usually contains key information, such as the "why," not contained
in the lead. To revisit the lead above, a typical bridge paragraph might read: Three
of the wounded are in critical condition and have been flown to Germany for further
treatment. The other three wounded are being treated locally.
k. The Body. The body fills in those secondary or less important details that the lead
and the bridge did not cover. Although this material is the "first to go" if the editor
is short of space, it is still worth including, since it may appear in media coverage
if space permits. A body paragraph for a news release could look like this: NATO
takes every precaution to ensure that military members are trained and equipped
to react to incidents like this. Due to the quick response of the medical evacuation
helicopter and crew, several of the critically wounded were stabilized enough for
transport for further care.
3. Feature Writing. (Example at Annex 5-A)
a. Another form of applied journalism writing style is the feature story, sometimes
referred to as ‘soft news’. Feature stories are often ideal for unit or community
newspapers or as a hometowner release.
b. To convince an editor that a story idea has feature potential, the subject material
must be timely and of interest to your intended audience. Once you are sure the
idea meets those criteria, you must decide which of the two basic types of feature
story you think is most likely to be printed—the human-interest story or the
informative story.
c. The human-interest feature story focuses on how an event affects an individual, or
group of individuals.
239
d. The informative feature story examines a subject or event in considerable depth.

The feature is a good way to tell a story from a positive viewpoint, as long as the
appropriate subject material is emphasized.
4. The News Release. (Annex 4-J, 4-K)
a. The news release serves not only as a source of information, but also provides
notice to editors and news directors of policy developments, operations, events,
and activities they may wish to cover in greater depth using their own resources.
As a fair and common practise, news release should be sent to all appropriate
media agencies that you deal with simultaneously via fax, email or internet.
b. All news releases must be approved by the appropriate level authority potentially
contentious or significant releases should be coordinated with higher headquarters
before release.
c. Ideally, the contents of a news release should be distributed by the chain of
command to the internal military/civilian audience before the media receives it -
particularly if it is very negative or tragic information.
d. The news release is just one way of achieving a specific communications objective
or effect. Bear in mind, however, that not all activities warrant the issuing of a news
release. After all, a news release is supposed to be about something
newsworthy—it is not a form of free advertising. If you send out a news release
that does not contain any news, pretty soon the media will ignore your news
releases – to your detriment! News releases are issued when you have news to
release.
e. A sample news release and a checklist to assist you in preparing a news release
are annexed to this chapter.
5. The Media Advisory. (Annex 4-L)
a. The media advisory is also an important tool in the PAO toolbox. As the name
implies – a media advisory is mechanism to advise the media.
b. Unlike the news release, a media advisory is used to advise or inform news
agencies of upcoming, newsworthy events or activities. Media advisories may
announce news conferences, speeches by prominent individuals, visits by foreign
dignitaries, or the release of major policy papers, to cite just a few examples. A
media advisory is issued when you want to let the media know that something is
going on.
6. Backgrounders or Fact Sheets. Backgrounders or fact sheets are prepared to
provide detail about a comprehensive subject or a subject that is detailed and
complicated. A backgrounder or fact sheet document will often be prepared to
accompany a news release and will contain amplifying or background information on
a particular subject. This background information is not necessarily news, so it does
not go into the news release but it is important information and very germane to the
story. Backgrounder or fact sheet documents allow media outlets (most often print
media) to get more in depth into a story. (Annex 4-M)
240
7. Photo Cutlines and Captions. Well-composed, strong photos can contribute greatly
to the appeal of news and feature stories. Occasionally, photographs are strong
enough to stand alone without a story; they are called ‘stand-alone photos’ and include
a cutline. (Chapter 11, Annex 11-C)
8. The Hometowner. (only applicable in some nations)
a. The hometowner is a form of applied journalism peculiar to Mil PA. It can be a
feature story or photo and cutline sent in the form of a News Release to community
newspapers in the hometown (hence ‘hometowner’) of the person featured.
b. Hometowners use references that link the individual to their place of birth or
families’ current residence to highlight their efforts abroad, raising personal morale
and community support and understanding for the nation’s military and NATO.
They also blend personal information with information about operations, policies,
and activities.
c. Hometowners are most effective when they originate from operational
deployments, field exercises, special events or foreign locations. This gives them
enough newsworthiness for editors to use them without compromising their
journalistic principles.
d. The standard hometowner (photo and cutline) should not be more than 150 words.
A typical hometowner might read as follows: Airman 1st Class Sarah English, a
Panama City, Fl. Native who is currently serving in Joint Forces Command Naples,
led a clothing drive for the victims of a recent earthquake the shook the region and
destroyed a city just outside of Rome. English is a communications specialist for
NATO and is aiding in security and humanitarian operations in the Balkans, Iraq
and the Mediterranean Sea.
9. Writing for Radio.
a. Radio is a way to reach the general public. This is particularly true if our listening
audience does not have a high literacy rate.
b. When preparing a news release/radio beeper, specifically, for radio, it is important
to understand that its requirements are very different from those of newspapers
and vary from nation to nation. Typically in western media, radio news broadcasts
are seldom longer than five minutes and a radio beeper itself should be 10 to 30
seconds long. It is similar to the format of a paid ‘commercial’ advertisement.
c. Writing for radio needs the same attention to basics as writing for the print media.
You have to answer the five Ws and two Hs. Your first sentence (or lead) is very
important.
d. Use the following word count to time a radio broadcast item:
i. 10 seconds - 25 words;
ii. 20 seconds - 50 words; and
iii. 30 seconds - 70 words.
241
e. The best way to check the length of a broadcast release is simply to read it out
loud and time it yourself. This serves two purposes: first, it gives a truly accurate
idea of the item’s length; and second, it allows the PAO to decide whether or not
the news release has "ear-appeal."
f. Be flexible to the local customs and styles of the host nation. Not all countries
adhere to these guidelines and often expand beepers into much longer segments.
Work with the media outlets in advance to ensure that you are meeting their logistic
and cultural requirements.
10. Podcast. A podcast is an episodic series of digital audio files that a user can download
in order to listen. Alternatively, the word "podcast" may refer to the individual
component of such a series or to an individual media file.
11. The Public Service Announcement.
a. The Public Service Announcement (PSA) is a communications venue for giving
public notice of events that can impact directly on the public, such as exercises in
the community, convoys of military vehicles, military band concerts, etc.
b. PSAs can be created in a variety forms: written news release or even a prepared
video or audio product that mirrors a ‘commercial’ advertisement’ format. For TV
this is typically 10 or 15 seconds clip with a news lead read over the video for audio
background.
c. PSAs are the closest the media comes to offering ‘free’ advertising. In some
nations, public broadcasters must allocate a certain number of hours per month
for community service announcements as a condition of their broadcast licence. If
this is not a requirement of their nation’s licensing requirements, then a form of
payment should not be paid in exchange for the service.
242
Appendix D: Print Style Guide

For continuity across the numerous language writing styles, use the following when
writing in English for official ACO/ACT publications. These are adapted from the Reuters
Handbook of Journalism at http://handbook.reuters.com/index.php/Main_Page .
1. Acronyms. Avoid if at all possible. Very few are understandable at first reference.
Most are only of use to a specialised audience that has seen them several times
before. Where possible replace with a noun such as the committee, the organisation,
the inquiry.
2. Book and Film Titles. Books, films, plays, poems, operas, songs and works of art:
capitalise every word in the title apart from conjunctions, articles, particles and short
prepositions, e.g. “The Rise and Fall of the Third Reich”, “The Merchant of Venice”,
“Gone with the Wind”. The same is true of radio and television programmes other
than news and current affairs, e.g. “American Idol”.
3. Dates.
a. Use the sequence month/day/year, e.g. Iraq’s invasion of Kuwait on Aug. 2., 1990,
led to... or the August 2 invasion or the August 1990 invasion. If a specific date is
used, put the year inside commas. Spell out months in text but abbreviate them
followed by a full stop when they are used with a specific date – Jan.1, Feb. 14,
Aug. 5, Sept. 11, Oct. 24, Nov. 5, Dec. 25.
b. In datelines, use Jan Feb March April May June July Aug Sept Oct Nov Dec with
no full stop. If you need to abbreviate for a table use the first three letters of each
month: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec. There is no full stop.
When spelling out duration, write the tournament runs from May 22 to 24 not runs
from May 22-24. Write arrived on Monday not arrived Monday and on Tuesday, on
Wednesday, on Thursday rather than yesterday, today, tomorrow. An exception is
made for copy in the Americas, where because of subscriber preferences our style
is to drop the ‘on’ before days of the week. Write the 1939-45 war but from 1939
to 1945 not from 1939-45. Similarly between 1939 and 1945 and not between
1939-45. Write 9/11, not 9-11.
4. Non-English Language Phrases. Use such phrases or quotes only in exceptional
cases, for instance where no generally recognised English equivalent exists. They
must always be explained, e.g. Dismissing the libel action, the judge said, “De minimis
non curat lex“ (a Latin phrase meaning “The law does not concern itself with very small
matters“).
5. Jargon. Jargon is specialised language unfamiliar to the average reader, e.g.
remuneration, de-escalation, methodology, going forward, thought leadership,
downside risks. If you have to convert into better English a word such as confrontation,
use the most conservative of its various meanings. Unless you are directly quoting
someone, turn jargon into clear English. Journalism jargon — newsflow, obits,
stringers, paras, rejigs — should not appear in our stories. Words like obituary should
be written in full.
6. Kilometre. Use km (no full stop, same singular and plural) at all references, except in
a phrase such as hundreds of kilometres.
243
7. km per hour. First reference, kph on second and subsequent references.

8. Military. Avoid military jargon. However, an attempt should be made to explain the
military situation.
9. Aircraft.
a. Use aircraft rather than plane. Most airliners and military aircraft are jets so there
is normally no need to specify that an aircraft is a jet. Warplane – is one word.
i. Capitalise but do not put in quotation marks the names of aircraft, e.g.
Hercules, Flogger, Raptor. When the number designating an aircraft is
preceded by a letter or letters, hyphenate, e.g. Boeing 777 but MD-90, F-
117.
ii. Use makers’ names in the form given in Jane’s All the World’s Aircraft, e.g.
MiG-35. Give numerals for aircraft speeds, e.g. Mach 1 not Mach one.
iii. Know what the most common military letters mean when asked. F stands
for Fighter (F-35), C stands for Cargo (C-17), KC stands for Kerosine Carrier
(KC-135), B stands for bomber (B-2), CH stands for Cargo Helicopter (CH-
47), AH stands for Attack Helicopter (AH-64), T stands for Trainer (T-35 jet
trainer).
b. Air Base. Two words. So also air raid but airspace and airstrike.
c. Airborne Warning And Control System (AWACS). Aircraft equipped with search
radar, height-finding radar and communications equipment for controlling
weapons, generally other aircraft, surveillance and early warning.
d. Alliance Ground Surveillance (AGS). A system that will give commanders a
comprehensive picture of the situation on the ground.
e. Stealth. They depend for their safety on carbon-based composite building
materials and an unusual shape that absorbs radar signals or reflects them at
angles that make the aircraft difficult to detect for useful periods of time. Do not
capitalize “stealth.”
f. STOL. Short take-off and landing.
g. Strafe. To attack with machine guns or rockets from the air. Do not use in referring
to aerial bombing or ground-to-ground attacks.
h. Unmanned Aerial Vehicle (UAV). The Predator is a U.S.-built UAV that is primarily
used to collect intelligence but can act as an offensive weapon, sometimes
equipped with two Hellfire missiles. The Global Hawk with a wingspan wider than
a Boeing 737’s can loiter high above the area it is monitoring for more than 24
hours while the Dragoneye is a tiny unmanned scout aircraft for reconnaissance
by ground troops.
i. VTOL. Vertical take-off and landing.
j. Warplane. One word. It is a useful one for the lead paragraph, but it is better in
most cases to be specific (fighter, bomber), although some aircraft can carry out a
244
variety of missions, such as the F16. The Fairchild A-10 Thunderbolt is a ground-
attack aircraft designed to support ground forces. The Panavia Tornado is a
multirole combat aircraft. The B-52 is a long-range bomber. In financial stories and
when dealing with contracts, sales and development, put the manufacturer’s name
(and company) before the aircraft type.
10. Armored Vehicles. If in doubt about the name of any of these just call it an armored
vehicle. An artillery piece such as a gun or howitzer may be mounted on tracks or
wheels and be self-propelled.
a. Armored Fighting Vehicle (AFV). Neither a tank nor an armored personnel carrier,
but a hybrid evolved in an era of fast-paced warfare in which infantry must keep
up with tanks.
i. An AFV like the Bradley Fighting Vehicle used by the U.S. military carries a
squad of infantry.
ii. The Soviet-designed BMP-1 carries infantry and is armed with an antitank
missile launcher and a 73mm gun.
iii. The British GKN Warrior is a 25-tonne tracked armored vehicle with a 30mm
cannon.
b. Armored Personnel Carrier (APC). A tracked or wheeled vehicle that carries small
groups of infantry into battle. It provides protection against small-arms fire and shell
splinters, and may be armed with machineguns.
i. Make sure a tank is a tank and not an APC. If in doubt about the name of
any of these just call it an armoured vehicle.
ii. An artillery piece such as a gun or howitzer may be mounted on tracks or
wheels and be self-propelled.
11. Battle.
a. Battlefield. One word. Also battlefront and battleground.
b. Bomb Damage Assessment. (BDA). Avoid unless in quotes. Spell out BDA in
parentheses if used in a quote
c. Biological Warfare. The use in warfare of microorganisms to cause death or
disease.
d. Ceasefire. One word
e. Chemical Warfare. The use of chemicals other than explosives, e.g., gas.
f. Fighting. This is relative. It ranges from hand-to-hand combat to the risk of an
exchange of intercontinental ballistic missiles. Avoid “fierce” fighting and “heavy”
fighting unless casualties are known to be heavy or the fire intense. Spell out what
is meant. “Infantry fighting” is not simply combatants on foot. It implies a set-piece
engagement, not, for instance, a few militiamen jumping garden walls and blasting
away with rifles.
245
g. Gunbattle. One word. So also gunfire, gunman and gunpoint.

h. Offensive. An offensive is more specific than an attack. It is an extensive attack
over days, weeks or months often on a wide front or an entire theatre of a campaign
or war by air, sea or ground forces and sometimes all three.
i. Raid. Use only when a force attacks and then leaves an objective, as opposed to
occupying it.
12. Military titles.
a. Ranks should never be abbreviated and should be capitalised when referring to a
specific individual.
b. In general, ranks in the armed forces of the main English-speaking countries such
as the United States, Britain and Australia are not hyphenated, e.g. Lieutenant
Colonel, Rear Admiral, Air Chief Marshal. However, there are exceptions, such as
Canada and India, which hyphenate their titles and we should follow the local
practice.
c. At second and subsequent reference, use the surname OR his or her rank, e.g.
Major General John Brown becomes either Brown or the general (not the major
general).
d. Ranks in the non-English-speaking world should be translated without hyphens.
13. Service Components.
a. Service components are never capitalised when referring to the service as a whole,
e.g. the U.S. army, the French navy. Exceptions are armies that have a unique
name, e.g. the Palestine Liberation Army, the Red Army. Capitalise army when
referring to a specific formation, e.g. the U.S. 1st Army, the British 8th Army. Use
figures for military units: 1st Army not First Army.
b. Air force. Two words unless referring to U.S. Air Force One.
c. Marine. Capitalise when referring to the U.S. Marine Corps or when referring to its
members, e.g. Six U.S. Marines, the U.S. Marines, Marine operations. Do not refer
to them as "soldiers".
14. Ships.
a. Warship. A naval vessel, though not necessarily an armed one. The term does
imply the ship is a combatant but a fleet auxiliary – a navy ship carrying stores,
fuel and ammunition – is a warship. Warships vary in armament and in size, from
a few hundred tonnes to tens of thousands. Identify the type – e.g. fast patrol-boat,
corvette, frigate, destroyer, cruiser. Never use battleship as a synonym for warship.
b. Aircraft carrier. A floating airfield, it carries fixed-wing aircraft on its flight deck
and/or helicopters. It should not be confused with other classes of warship, such
as frigate, destroyer or cruiser. These may also carry helicopters but they are not
aircraft carriers.
246
c. Assault ship. A warship designed to support amphibious and air operations against
a land- based enemy. They carry helicopters, landing craft, commandos or
marines, and may carry amphibious armoured vehicles.
d. Battleship. A specific class of warship, the battleship is obsolete. It is not to be
confused with other classes like corvette, minesweeper, patrol boat, frigate,
destroyer. Do not use as a synonym for warship.
e. Submarine. In naval parlance a boat rather than a ship. A submarine may fight
submerged or on the surface, using torpedoes or missiles – the missiles being
tactical or strategic. There are two main submarine types depending on the method
of propulsion: nuclear and diesel electric.
15. Units, Formations.
a. Units, formations, army – Use capitals when you write the title of a specific unit
e.g. the 1st Infantry Division but otherwise say division. Also note that there are
many national exceptions to these broad definitions.
b. Squad. The basic building block of an army, equivalent to the British section of
eight soldiers. Three squads/sections form a platoon.
c. Platoon.The essential tactical unit in any army, capable of patrolling, attacking and
defending independently. Usually about 30-strong, an infantry platoon typically has
three sections or squads. The platoon may be led by a sergeant or a junior
commissioned officer. It may have its own light machinegun and mortar units of
two or three men each as well as anti-tank weapons and possibly shoulder-fired
anti-aircraft missiles. In a cavalry (armoured) unit the platoon is often called a troop
of three or four vehicles. Some armies use troop instead of platoon in their artillery
units.
d. Company. Usually three platoons commanded by a major or captain. In a cavalry
unit the term squadron may be used. Artillery may be organised in batteries of six
to a dozen guns, rocket-launchers or mortars.
e. Battalion. A battalion comprises about 500 to 1,000 soldiers, broken down into
companies, platoons, squads or sections. It is usually commanded by a lieutenant-
colonel. Some armies use the term regiment for a tank or artillery battalion.
f. Brigade. Several battalions or regiments grouped together.
g. Division. A group of brigades. Usually commanded by a major-general, it can
contain all elements needed to operate independently and is then effectively a
small self-contained army.
h. Corps. Usually at least two divisions. Often commanded by a lieutenant-general.
i. Army. At least two corps. Tends to be the command of a full five-star general or, a
marshal or field marshal.
j. Infantry. Soldiers who fight on foot. Mechanised infantry refers to foot soldiers
carried to the battlefield in trucks.
247
k. Regiment. Be careful with this term. Use varies. Find out precisely what is meant
in any particular case. It can be used as a synonym for either a battalion or a
brigade. Also, a regiment in the British army may have one or more battalions but
these rarely serve together as or in a brigade. The 1st battalion of the Royal
Halberdiers may be part of an armoured brigade formed for service in the Middle
East while the 2nd battalion of the same regiment is in Scotland.
l. Special forces. Lower case unless referring to a specific unit title.
m. Squadron. As with regiment, be careful. Many but not all cavalry (armoured)
regiments are broken down into squadrons and troops. Some air forces are
organised on the basis of squadrons – each with several flights – and grouped as
wings. The term squadron may also refer to a group of ships, a small fleet usually
put together for some particular task.
n. Task force. A force organised for an operation.
o. Troops. Use in the plural for large, round numbers – scores, hundreds, thousands
– of soldiers, not for small specific numbers. France sent 5,000 troops to the Gulf
is right.
16. Weapons.
a. Air-to-ground. Hyphenate. Also anti-aircraft.
b. Artillery. Avoid saying “big guns” or “heavy artillery” to dramatise events.
c. SAM. Surface-to-air missile - spell out on all references.
d. WMD. Weapons of mass destruction. Spell out on first reference. Usually taken to
mean biological, chemical and nuclear weapons.
17. National names.
a. You need not specify a minister’s nationality in the first paragraph of a story that
names the country and comes from a dateline in that country. Under a Washington
dateline, for example, write: Secretary of State Joan Smith said on Friday the
United States would... not U.S. Secretary of State Joan Smith said on Friday the
United States would ...
b. There is likewise no need to specify the nationality of groups that obviously are of
the nationality of the country datelined. Under an Athens dateline it is Police
arrested not Greek police arrested.
18. Nationalities. Nationalities are written out in full and not abbreviated in stories and in
sports results. The only exception is U.S. for United States. Use Britain and British
(not United Kingdom or Great Britain). Use The Netherlands (not Holland) and Taiwan
(not Chinese Taipei). Distinguish between North and South Korea.
19. NATO. North Atlantic Treaty Organization the Western Military Alliance founded in
1949. The initials may be used by themselves at first reference with the full name
given later in the story.
248
20. North Atlantic Council (NAC). The North Atlantic Council is the principal political
decision-making body within NATO. It oversees the political and military process
relating to security issues affecting the whole Alliance. It brings together
representatives of each member country to discuss policy or operational questions
requiring collective decisions, providing a forum for wide-ranging consultation
between members on all issues affecting their peace and security.
21. Security Council.
a. The 15-member United Nations Security Council in New York is the body that takes
many of the decisions on U.N. action around the world, often through numbered
resolutions, e.g. Resolution 649. It consists of five permanent members with the
power of veto over any resolution – Britain, China, France, Russia and the United
States. There are also 10 non-permanent members of the Security Council, made
up of other U.N. countries which serve in rotation, representing different areas of
the world. The Security Council presidency rotates monthly, by English
alphabetical listing of its member states.
b. The U.N. Security Council becomes the council (lower case) at second reference.
22. Spelling. The general guide for spelling within Allied Command Operations is the
Oxford English Dictionary. Copy originating elsewhere should follow British spelling
norms. At all times stick to official spellings for American names and titles, such as
U.S. Defense Secretary XXXX. Watch out for regional words that non-English
language services and clients will find difficult to understand and translate.
23. Titles.
a. Capitalise an official’s title, or a former official’s title e.g. German Chancellor
Angela Merkel, former U.S. President George Bush, deposed King Constantine,
Attorney General-designate Griffin B. Bell, Acting Mayor Peter Barry.
b. Honourific or courtesy titles such as Professor, Dean, Mayor, Ambassador and the
like are capped when used before a name (e.g., Professor Harold Bloom). In the
US, the wife of the president is known as the first lady (no caps). Abbreviate Mr,
Mrs, Ms, Dr, and only use Mr, Mrs, Ms in quoted material. When necessary to
distinguish between two people who use the same last name, as in married
couples or brothers or sisters, use the first and last name.
24. United Kingdom. The United Kingdom comprises Great Britain and Northern Ireland.
Great Britain comprises England, Wales and Scotland. Use the full or abbreviated
form (UK) only to emphasise the inclusion of Northern Ireland with England, Scotland
and Wales or if hard-pressed for headline space.
25. United Nations. Spell it out at first reference when used as a noun. It may be
abbreviated to U.N. in a headline. As an adjective it can be also be abbreviated at first
reference, e.g. the U.N. General Assembly, U.N. High Commissioner for Refugees.
Security Council: the 15-member United Nations Security Council in New York is the
body that takes many of the decisions on U.N. action around the world, often through
numbered resolutions, e.g. Resolution 649. It consists of five permanent members
with the power of veto over any resolution – Britain, China, France, Russia and the
United States. There are also 10 non-permanent members of the Security Council,
made up of other U.N. countries which serve in rotation, representing different areas
249
of the world. The Security Council presidency rotates monthly, by English alphabetical
listing of its member states.
26. United States. Spell it out at all references in text when used as a noun. It may be
abbreviated to U.S. in a headline. As an adjective it can also be abbreviated at first
reference, e.g. the U.S. State Department. Do not use USA except in quoted
passages. Do not use the noun America as a synonym for the United States, although
you may use American instead of U.S. as an adjective.
250
Appendix E: Lexicon of Terms

This lexicon groups together the most frequently used terms pertaining to Mil PA work in
NATO. PA products are listed separately for ease of use.
ACCOMMODATION. The active support of a media visit or embed by a military unit. As
some nations do not authorize media embedding, often the term accommodation will be
used to refer to the support of civilian media activities.
ACCREDITATION. The formal recognition of a journalist or other media representative
by an official national entity or international organisation; can also refer to the
accreditation card or other document issued to the media representative. Accrediting
organisations will physically verify the affiliation of an applicant with a specific new
organisation.
ALLIED COMMAND OPERATIONS (ACO). All units, formations and missions under the
command of SACEUR. Its headquarters is called SHAPE.
ALLIED COMMAND TRANSFORMATION (ACT). All units, formations and missions
under the control of SACT. ACT is headquartered in Norfolk, Virginia, USA and is
responsible for, among other issues, NATO military public affairs training.
ACO OPEN SOURCE SYSTEM (AOSS). A computer-based media monitoring platform
used by SHAPE and any other ACO public affairs staff to monitor the main news agencies
and media archives. At the time of writing, AP, Reuters, AFP, and Factiva as well as a
news imagery archive are available, and the system will continue to evolve. On demand,
it can also carry out more focused searches for information.
ARTICLE 1. The Parties undertake, as set forth in the Charter of the United Nations, to
settle any international dispute in which they may be involved by peaceful means in such
a manner that international peace and security and justice are not endangered, and to
refrain in their international relations from the threat or use of force in any manner
inconsistent with the purposes of the United Nations.
ARTICLE 2. The Parties will contribute toward the further development of peaceful and
friendly international relations by strengthening their free institutions, by bringing about a
better understanding of the principles upon which these institutions are founded, and by
promoting conditions of stability and well-being. They will seek to eliminate conflict in their
international economic policies and will encourage economic collaboration between any
or all of them.
ARTICLE 3. In order more effectively to achieve the objectives of this Treaty, the Parties,
separately and jointly, by means of continuous and effective self-help and mutual aid, will
maintain and develop their individual and collective capacity to resist armed attack.
ARTICLE 4. The Parties will consult together whenever, in the opinion of any of them, the
territorial integrity, political independence or security of any of the Parties is threatened.
ARTICLE 5. The fifth article in the North Atlantic Treaty which stipulates that “The Parties
of NATO agreed that an armed attack against one or more of them in Europe or North
America shall be considered an attack against them all. Consequently they agree that, if
such an armed attack occurs, each of them, in exercise of the right of individual or
collective self-defence will assist the Party or Parties being attacked, individually and in
251
concert with the other Parties, such action as it deems necessary, including the use of
armed force, to restore and maintain the security of the North Atlantic area.”
AUDIENCE. A specified group or persons to whom NATO public affairs efforts are
directed.
AUTOCASTING. Automated form of podcasting that allows bloggers and blog readers to
generate audio versions of text blogs from RSS feeds.
BACKGROUNDERS. An explanation of an issue, activity or program usually to provide
context and perspective for journalists. Can refer to a product, generally a written piece,
or to a verbal briefing and/or presentation by a spokesperson.
BLOG. Websites where information is posted on a regular basis. Content varies widely,
from personal diary-type minutiae to sustained discussion of politics, hobbies or other
interests. Some blogs are a “grab bag” of topics, while others focus on a particular subject.
BLOGGER. Person who runs a blog. Also blogger.com, a popular free website for blog
hosting.
BLOGSTORM. When a large amount of activity, information and opinion erupts around
a particular subject or controversy in the blogosphere, it is sometimes called a blogstorm
or blog swarm.
BLOGOSPHERE. All blogs, or the blogging community in general. Also called blogistan
or, more rarely, blogspace.
BLOG SITE. The web location (URL) of a blog, which may be either a dedicated domain,
a sub-domain, or embedded within a web site.
BLOGTHIS. Pioneered by Blogger.com, BlogThis links on a blog allow the reader to
automatically generate a blog entry based on the blog entry he/she is reading, and post
to his/her blog.
BOT. An internet bot is a software application that runs automated tasks over the internet.
Tasks run by bots are typically simple and structurally repetitive at a rate much higher
than possible for a human alone. In the wrong hands bots can be used to perform
malicious actions. There are bad ones, good ones, and countless more in between. Bots
are often associated with sites like Twitter, but there are many other types. A type of bot
on a social media network used to automatically generate messages, advocate ideas, act
as a follower of users, and as a fake account to gain followers itself. It is estimated that
9-15% of Twitter accounts may be social bots.
CHECK AGAINST DELIVERY. Used to inform media that a speech text released prior to
it being given (usually provided under embargo) must be compared to the actual speech,
which takes precedence and should be used when quoting there from.
CHIEF PUBLIC AFFAIRS OFFICER (CPAO). The senior Public Affairs Officer in a NATO
permanent or field headquarters. The CPAO is the Commander’s public affairs advisor
and delegated spokesperson, reporting directly to the Commander. Responsible to plan
and implement the PA campaign.
252
CITIZEN JOURNALIST. A person who independently gathers and reports news, views
or opinions using means other than through a media organisation, frequently through
social media networks..
CJSOR (COMBINED JOINT STATEMENT OF REQUIREMENTS). A force catalogue
indicating types of capabilities for NATO defence planning scenarios. This catalogue does
not deal in specific numbers of troops required to fill minimum manning. Rather, realizing
that each nation approaches military capabilities differently with respect to technology,
training, and manpower, the CJSOR lists the capability required for a particular mission
or task. Ultimately, the CJSOR says what needs to be done and the nations complete the
task with what they can offer.
COMMUNITY RELATIONS (COMREL). One of the six functions of NATO Mil PA.
Community relations programmes are associated with the interaction between NATO
military installations in NATO Nations and their surrounding civilian communities. These
programmes address issues of interest to and foster relations with the general public.
CRISIS ESTABLISHMENT (CE). A table setting out the authorised posts for a Crisis
Response Organization (CRO) unit, formation or headquarters. The CE is the mechanism
for the provision and sustainment of qualified manpower to the HQ.
CRISIS RESPONSE OPERATION (CRO). All military operations conducted by NATO in
a non-Article 5 situation. Crisis response operations can include peacekeeping and peace
enforcement, as well as conflict prevention, peacemaking, peace building and
humanitarian operations.
DEPLOYABLE JOINT STAFF ELEMENT (DJSE). DJSEs are Operational level HQ
elements designed to be in theatre as the deployed joint staff for an Operational level
Commander. Six DJSEs, at appropriate levels of readiness, are provided by the NATO
Command Structure (four) and NATO Force Structure (two). Each DJSE consists of a
Joint HQ Forward Element, a Joint Logistics Support Group (JLSG) HQ Element, and a
Forward Support Element, in order to enable the required level of jointness and
deployability. These elements can be tailored for specific operations and will be enabled
with capability packages as required.
DIGITAL ENGAGEMENT. Any conversation that takes place in the digital environment.
This can be online, via social media channels, or application based platforms.
DIGITAL MEDIA. Digital media activities are designed to provide information directly to
our key audiences and stakeholders through digital and social media channels. Digital
media management is the process of harnessing and combining capabilities to achieve
communication goals. Creating effective digital media products and delivering successful
communications campaigns for NATO requires understanding of NATO's wider StratCom
goals.
DIGITAL VIDEO & IMAGERY DISTRIBUTION SYSTEM (DVIDS). A video distribution
and marketing hub that provides a connection between the media around the world and
the military. This capability has been adopted by ACO and ACT as one of the tools to
provide imagery to both the media and the public.
EMBARGO. An agreement with one or more media representatives or organisations not
to publish defined information before a specified date and time. This is usually applied to
protect time-sensitive information.
253
EMBEDDING (MEDIA EMBED). The act and process of a military unit hosting a media
representative for the purpose of reporting operations for more than a 24 hour period. The
terms integrating, accommodating and hosting media may also be used.
FACILITIES. Transport, briefings, shelter, communications, power, etc., which enable
media to gather (witness, hear) information, record (type, visual, audio) it, and transmit it
via commercial or military means.
FACT SHEET. An overview of data and information on a specific topic. Generally is a
collection of factual information as reference material, and short on the effort to impart
explanations.
FLAGS TO POST. The recruiting process which solicits and selects national bids to each
post on the CE at OF-5 level and above. For posts at OF-4 level and below the MCC is
used.
FREELANCE(R). An independent journalist not employed continuously on a full-time
basis with any one media organisation. They usually sell their work to one or more media
organisation(s) on a piece by piece basis during temporary assignments.
FORCEGEN (FG). The overall process of defining capability requirements then soliciting
nations to fill those requirements. Once authorized by the North Atlantic Council, this
process is tasked to the DSACEUR.
FORCEGEN CONFERENCE. The meeting between the national military representatives
and the DSACEUR to bid and secure positions on the peacetime or various crisis
establishments.
GROUND RULES. Conditions mutually agreed in advance with a media representative
that govern the terms of an interview or other activity and the use of that information.
HASHTAG. A hashtag is a word or keyword phrase preceded by a hash, also known as
the pound sign (#). It's used within a post on social media to help those who may be
interested in your topic to be able to find it when they search for a keyword or particular
hashtag.
IMAGERY. All materials that identify NATO personnel, equipment or activities through
the use of visual images.
INFOGRAPHIC. An infographic is a collection of imagery, charts, and minimal text that
gives an easy-to-understand overview of a topic; visual representation of information or
data.
INFORMATION ACTIVITIES. Actions designed to affect information and/or information
systems. They can be performed by any actor and include protective measures (see MC
422/3).
INFORMATION ENVIRONMENT ASSESSMENT. Helps identify misinformation and
hostile narratives and helps to spot early warning signs of potential hybrid actions. The
IEA provides a deeper strategic awareness of the information environment which helps
to ensure that NATO’s own communications are better framed and directed. Ultimately,
IEA allows NATO to be more effective in both responding to disinformation and
developing proactive communications strategies.
254
INFORMATION OPERATIONS (Info Ops). is a staff function integrated within the joint
function “Information”. This joint function is grouped within joint action alongside fires,
manoeuvre and Civil-Military Cooperation (CIMIC) and Civil-Military Interaction (CMI).
(see MC 422/6, NATO Military Policy For Information Operations).
INITIAL EXERCISE NEWS RELEASE (IENR). The initial news release formally
announcing a NATO military exercise. The responsibility and authority for this rests with
the PAO of the command scheduling the exercise and is produced in consultation with
higher HQ where there are public and/or political sensitivities.
INTERNAL COMMUNICATIONS. Internal communications efforts facilitate
communication with and among NATO military and civilian personnel and their families.
Its purpose is to inform about the command, its people and it activities, and is distinct
from administrative information or direction from the Chain of Command that is normally
found in administrative or routine orders. Effective programmes to keep internal
audiences informed about significant developments that affect them and the work of their
Ha create an awareness of the organisation's goals and activities; improves work quality;
and makes command personnel more effective representatives of the organisation.
INTERNATIONAL STAFF. The primary role of the International Staff (IS) is to provide
advice, guidance and administrative support to the national delegations at NATO
Headquarters. The IS helps to implement decisions taken at different committee levels
and, in doing so, supports the process of consensus building and decision-making within
the Alliance. The IS is headed by the NATO Secretary General, who from an
administrative point of view is also a member of the IS..
INTERNATIONAL MILITARY STAFF. The International Military Staff (IMS) is the
executive body of the Military Committee, NATO’s senior military authority. It provides
strategic and military advice and staff support for the Military Committee, which advises
the North Atlantic Council on military aspects of policy, operations and transformation
within the Alliance. The IMS also ensures that NATO decisions and policies on military
matters are implemented by the appropriate NATO military bodies. The IMS provides the
link between the political decision-making bodies of the Alliance and the NATO Strategic
Military Commanders and their staffs.
INTERNET POSTING. The process of loading a presentation or product to a publicly
accessible server and creating the links required to make the item publicly ‘live’.
JOURNALIST. A person employed by a media organisation to gather and report news.
JOINT MEDIA OPERATIONS TEAM (JMOT). The JMOT supports the NMIC and acts as
the primary interface between a commander and the media; coordinates media coverage,
visits and embeds; prepares and conducts press briefings and news conferences;
conducts Media Monitoring as part of IEA; conducts Digital Engagement and Outreach;
and provide the C2 framework for an NMIC
MAINSTREAM MEDIA. Frequently used by bloggers to refer to traditional media such as
newspapers and television. As blogging itself becomes more mainstream, some have
begun to use the term ‘legacy media’ to refer to the older forms of mass communication.
MASTER MEDIA MESSAGES. Overarching, key 3-5 points developed by a higher
political or military StratCom and incorporated into the products and activities of
255
subordinate organisations. Ultimately, reduces even the most complex of issues into a
manageable number of remarks of sound bite-length.
MEDIA. Any organisation or person who gather and disseminate news; also refers to the
mediums by which news is transmitted (newspapers, TV, radio, Internet, etc.).
MEDIA ACTIVITIES. Media activities are designed to provide information through all
mass communication means to a wide variety of audiences. Commanders and staffs,
through their Public Affairs Offices, should be prepared to respond to media inquiries,
issue statements, conduct briefings and interviews, arrange for media access to
permanent and operational units and distribute information through traditional and digital
media, as a means to develop relations with the purveyors and the consumers of news.
MEDIA ADVISORY. An alert to inform media agencies of an upcoming newsworthy event
or activity.
MEDIA ESCORT. A person assigned to accompany journalists and other media
representatives.
MEDIA LINES. Also called Talking Points and/or Messages. Organisationally approved
responses to an issue for use by spokespersons when dealing with media.
MEDIA MONITORING AND ANALYSIS. Media monitoring and analysis provides early
warning and analysis of media reports in briefings to Senior Leadership; media
environment analyses help prepare communications plans; and post-engagement
feedback and evaluation. Media monitoring and analysis use both internal and external
tools, as well as human analysis, to quantitatively and qualitatively understand the media
space. Raw data is gathered to provide feedback on a weekly, monthly and quarterly
basis as evaluation reports, as well as on an ad-hoc basis as required. The Media
Monitoring and Analysis Section liaises closely with staff functions, such as StratCom,
Info Ops and Intelligence, as well as higher and lower Commands.
MEDIA OPERATIONS. All activities pertaining to managing the interaction with the news
media; can refer to the function responsible for such activities, such as the ‘media
operations section’. For use in this handbook, the terms media operations is synonymous
with media relations.
MEDIA OPERATIONS CENTRE (MOC). Also known as the Press Office. The MOC, led
by the Spokesperson to the NATO Secretary General, is the point of contact for all political
media enquiries at NATO HQ.
MEDIA OPERATIONS SPECIALIST. Able to understand and apply IEA to Media Ops;
contribute to IEA; apply StratCom principles, Direction and Guidance in planning and
conducting Media Ops; be prepared to act as a spokesperson; identify and Develop
appropriate products to support NATO media relations activity; understand, Interpret and
Apply NATO Policy and Doctrine to MilPA activities; support MilPA inputs to Integrated
Communications Plans and other operational planning documents; provide advice to the
commander on the use of MilPA and be prepared to act as a spokesperson; and
anticipate, plan, execute and manage a communications crisis. Understanding these
skills are necessary in order to plan, Synchronise and Execute Media Operations and
Relations activities in line with StratCom D&G; oversee and manage Media Operations
activities across multiple subordinated headquarters and formations; conduct Media
Operations and Media Relations activities in line with StratCom D&G.
256
MEDIA OPPORTUNITY. Also called Press Point, Newser, Presser, Media Availability. A
chance for media to meet with an organisational spokesperson, usually on camera and
often before or after a notable meeting or activity. Is distinguished from a news conference
in that the setting in a media opportunity is regarded as more impromptu and less formal,
with quite limited time with the spokesperson and not necessarily with a view to imparting
“new news.”
MEDIA POOL. News media who mutually agree to gather and share material with a larger
group when access to an activity or event is limited, typically when news media support
resources cannot accommodate a large number. Some ground rules may be agreed in
advance to ensure that different types of media are granted access. In general, the PAO
should indicate the availability of the breakdown of seats available and leave selection of
who is in the pool to the media representatives.
MEDIA REPRESENTATIVE. All persons accredited as journalists, including those who
directly support the gathering and reporting of news, such as producers, researchers and
photographers, excluding drivers, interpreters, or others not directly involved in the news
process.
MILBLOG. Term for blogs written by members or veterans of any branch of service – i.e.
Army, Navy, Air Force, or Marines. A contraction of military and blog.
MILITARY COMMITTEE. The Military Committee (MC) is the senior military authority in
NATO and the oldest permanent body in NATO after the North Atlantic Council, both
having been formed only months after the Alliance came into being. It is the primary
source of military advice to the North Atlantic Council and the Nuclear Planning Group,
and gives direction to the two Strategic Commanders.
NATO MEDIA INFORMATION CENTRE (NMIC). A public affairs facility established to
host and inform journalists and other media representatives in a NATO operations
mission or exercise area. A NMIC will normally contain a briefing area, offices for public
affairs staff, and should offer telephone, internet and other services to media
representatives. Responsible for the day-to-day management of media operations,
specifically in response to crisis management.
NATO MILITARY PUBLIC AFFAIRS (Mil PA). The function responsible to promote
NATO’s military aims and objectives to audiences in order to enhance awareness and
understanding of military aspects of the Alliance. This includes planning and conducting
external communications, internal communications, and community relations.
NATO SPOKESPERSON. The principal Spokesperson for the North Atlantic Alliance,
provides strategic advice to the NATO Secretary General, the North Atlantic Council,
commands and NATO offices on press, media and social media. The Spokesperson also
coordinates NATO’s 24/7 media operations, as well as planning and directing the media
aspects of all major NATO events, including Summits and Ministerial meetings. The
Spokesperson is in charge of all speeches and publications by the NATO Secretary
General and Deputy Secretary General.
NEWS CONFERENCE. A group of two or more media purposefully gathered to obtain
information from an organisational spokesperson. Implies there is something new or
newsworthy to impart; otherwise, use a media opportunity.
257
NEWS RELEASE. Information designed to notify audiences, particularly media, of an

event, issue or activity that is newsworthy, and generally, something that has just
happened or is just about to happen.
NORTH ATLANTIC COUNCIL (NAC). The principal political decision-making body within
NATO. It brings together high-level representatives of each member country to discuss
policy or operational questions requiring collective decisions.
OP-ED. Originating in print journalism, op-ed is an abbreviation of ‘opposite the editorial
page’, (often mistakenly thought to mean opinion-editorial). It refers to an article that
expresses the personal opinions of a named writer not normally on the editorial staff of
the publisher. These are different from editorials which are often unsigned and written by
editorial board members.
OUTREACH ACTIVITIES. Outreach activities are aimed at fostering strategic relations
with key external stakeholders who have an interest in military issues and activities, such
as think-tanks, academia, military-related associations, and other key stakeholders. They
are often invited to comment as unbiased Subject Matter Experts (SMEs) in the field of
security and defence policy, and more specifically on NATO policy, decisions and actions,
and can therefore provide a sustainable "force multiplier" effect.
PEACETIME ESTABLISHMENT (PE). A table setting out the authorized peacetime
manpower requirement for a standing unit, formation or headquarters. The Crisis
Establishment is a similar concept, however, the CE is used only in crisis or contingency
operations, such as RS or KFOR.
PERMALINK. The unique URL of a single post; used when you want to link to a post
somewhere.
PING. The alert in the TrackBack system that notifies the original poster of a blog post
when someone else writes an entry concerning the original post.
PODCAST. A program (as of music or talk) made available in digital format for automatic
download over the Internet. Posting audio and video material on a blog and its RSS feed;
for digital players.
POST. An item posted to a blog or social media site. It can be an item, news, photo or a
link.
PROPAGANDA. Information, ideas, doctrines, or special appeals disseminated to
influence the opinion, emotions, attitudes, or behaviour of any specified group in order to
benefit the sponsor either directly or indirectly:
● Black: purports to originate from a source other than the true one.
● Grey: does not specifically identify any source.
● White: disseminated and acknowledged by the sponsor or by an accredited agency
thereof.
PSYCHOLOGICAL OPERATIONS (PSYOPS). Planned psychological activities using
methods of communication and other means directed to approved audiences in order to
influence perceptions, attitudes and behaviour, affecting the achievement of political and
military objectives. See MC 402/2, NATO Military Policy On Psychological Operations.
258
PUBLIC AFFAIRS APPROACH. The level of public profile to be adopted. It may change
in time, space and phase of any operation. An approach can be very active, active or
reactive, and be different for external and internal audiences. May also be referred to as
PA Posture.
PUBLIC AFFAIRS GUIDANCE (PAG). Addresses emerging public affairs issues or
issues likely not covered by existing plans or guidance, and issued as required by CPAOs.
At a minimum, PAG will summarize the issue, identify lead organisation(s), name
spokespersons, list messages, and provide coordinating instructions.
PUBLIC AFFAIRS OFFICER (PAO). A person trained and qualified to practice public
affairs. In NATO, a person posted or hired into a position established as a PAO or PAO
Advisor.
PUBLIC AFFAIRS PLAN. Details relating to the planning and conduct of a PA-related
activity; in effect the ‘execution’ paragraph detailing what will be done, where, when, how
and by whom. Can be an annex to an operations or contingency plan or a stand-alone
product.
PUBLIC AFFAIRS STRATEGY. A document that provides a broader public affairs
approach that sets overall themes and goals for an organisation or initiative. Should
include master messages. Action-oriented PA plans derive their guidance from PA
strategies approved by higher authorities.
PUBLIC DIPLOMACY. The totality of measures and means to inform, communicate and
cooperate with a broad range of target audiences world-wide, with the aim to raise the
level of awareness and understanding about NATO, promoting its policies and activities,
thereby fostering support for the Alliance and developing trust and confidence in it.
PUBLIC DIPLOMACY DIVISION (PDD). PDD is located at NATO HQ, headed by an
Assistant Secretary-General, responsible to explain the NATO organisation’s policies and
objectives to the public. ASG PDD advises the Secretary General on public diplomacy
issues and directs the Public Diplomacy Division (PDD), which plays a key role in
conveying the Alliance’s strategic and political messages to opinion formers and to the
public in general. PDD works to raise the Alliance’s profile with audiences world-wide and
to build support for Alliance operations and policies.
QUESTIONS AND ANSWERS (Q&As). A document that provides spokespersons with
organisationally approved lines to a series of questions expected from media.
REGISTRATION. The process of confirming the credentials of a journalist or other media
representative. The media representative may be required to fill out a registration form
and provide proof of identity and affiliation with a news organisation. NATO may issue a
photo-registration card to facilitate access.
REPLY (RESPOND) TO QUERY (RTQ). The process of documenting a journalist’s
questions and queries, staffing a response and replying to the journalist.
RSS. Really Simple Syndication – Web-based information distribution system that allows
instant content flow to websites that choose to subscribe to a particular feed source.
RSS AGGREGATOR. Software or online service allowing a blogger to read an RSS feed,
especially the latest posts on favourite blogs. Also called a reader, or feed reader.
259
RSS FEED. The file containing a blog’s latest posts. It is read by an RSS
aggregator/reader and shows at once when a blog has been updated. It may contain only
the title of the post, the title plus the first few lines of a post, or the entire post.
SOCIAL MEDIA. A generic term for many different forms of electronic communication
that are made possible through the use of computer-based technologies.
SUPREME ALLIED COMMANDER EUROPE (SACEUR). Responsible for the overall
command of NATO military operations and conducts the necessary military planning for
operations, including the identification of forces required for the mission and requesting
these forces from NATO countries, as authorised by the North Atlantic Council and as
directed by NATO's Military Committee. SACEUR makes recommendations to NATO's
political and military authorities on any military matter that may affect his ability to carry
out his responsibilities. SACEUR has direct access to the Chiefs of Defence of NATO
member countries and may communicate with appropriate national authorities, as
necessary, to facilitate the accomplishment of all tasks. In the case of an aggression
against a NATO member state, SACEUR, as Supreme Commander, is responsible for
executing all military measures within his capability and authority to preserve or restore
the security of Alliance territory. SACEUR is dual-hatted as Commander U.S. European
Command.
SUPREME ALLIED COMMANDER TRANSFORMATION (SACT). Commands at the
strategic level for the transformation of NATO’s military structures, forces, capabilities and
doctrines in order to improve the military effectiveness of the Alliance. The SACT is
responsible for NATO’s training and education programmes, managing commonly funded
resources allocated for NATO’s transformation programmes and supporting the exercise
requirements of Allied Command Operations.
SECRETARY GENERAL (SECGEN). The senior international statesman nominated by
the member nations as Chairman of the North Atlantic Council, Defence Planning
Committee, Nuclear Planning Group and of other senior committees. Serves as principal
spokesperson for the Organisation, both in its external relations and in communications
and contacts with member governments.
SECURITY AT THE SOURCE. The practice of protecting sensitive or classified
information where it originates. In PA, this means ensuring that media representatives
are not unintentionally exposed to sensitive or classified information and cannot
intentionally or unintentionally report it.
SUPREME HEADQUARTERS ALLIED POWERS EUROPE (SHAPE). NATO’s strategic
military headquarters, based in Mons, Belgium, under the command of SACEUR. SHAPE
is the headquarters element for Allied Command Operations.
SOCIAL MEDIA NETWORKS. Networks designed for the dissemination of information
and messages through social interaction using Internet web-based technologies, often
leading to conversational debate.
SOCK PUPPET. Online alias used by an author to disguise their identity or to create the
impression of wide support for a position.
SPOKESPERSON (OFFICIAL). Commanders and Chief PAOs at all levels are the official
primary and secondary spokespersons for their command or unit. As such, they are
260
empowered to interact with the media regarding their command or unit in an official
capacity and should be quoted by name.
SPOKESPERSON (DESIGNATED). An individual designated by a Commander
empowered to interact with the media on his/her behalf. This is commonly used to deal
with routine, approved responses to media questions, or by Subject Matter Experts when
required to clarify an issue. They should be quoted by name.
STATEMENT. Remarks by the speaker at the event, usually to public audiences.
STRATEGIC COMMUNICATIONS (StratCom). The coordinated and appropriate use of
NATO communication activities and capabilities - Public Diplomacy, Public Affairs,
Military Public Affairs, Info Ops and PSYOPS – in support of Alliance policies, operations
and activities, and in order to advance NATO's aims (see P0(2009)0141) and MC 0628.
TRACKBACK. A system that allows a blogger to see who has seen the original post and
has written another entry concerning it. The system works by sending a 'ping' between
the blogs, and therefore providing the alert.
TRENDING. Refers to some hot, new or actual topic that is really popular and people are
creating conversation around it. Very often you can find some hashtags devoted to the
“trending” topic. When the relevant hashtag has been used for the numerous times you
may consider the topic to which it refers as a “trending”.
If you are following a “trending” topic it gives you an opportunity to express your own
opinion and show your personal position about some issue. In such a way you show that
you are “in the moment” and have proactive position. This term is frequently used in
Twitter.
TRENDING TOPIC. A trending topic is a subject that experiences a surge in popularity
on one or more social media platforms for a limited duration of time.
TROLL. In Internet slang, a troll is a person who starts quarrels or upsets people on the
Internet to distract and sow discord by posting inflammatory and digressive, extraneous,
or off-topic messages in an online community (such as a newsgroup, forum, chat room,
or blog) with the intent of provoking readers into displaying emotional responses, and
normalizing tangential discussion, whether for the troll's amusement or a specific gain.
URL. Universal Resource Locator. The ‘address’ of a website.
VLOG. A video blog: a record of your thoughts, opinions, or experiences that you film and
publish on the internet.
261
Appendix F: List of Acronyms

AAR After Action Review
ACO Allied Command Operations
ACT Allied Command Transformation
ACTORD Activation Order
ACTPRED Activation Pre-deployment
ACTREQ Activation Request
ACTWARN Activation Warning
ADC Annual Discipline Conference
AIK Akademie der Bundeswehr für
Information und Kommunikation
AOR Area of Responsibility
AOSS ACO Open Source System
ASMP ACO Strategic Management Plan
AVE Advertising Value Equivalence
BIM Brand Identity Manual
BPAOC Canada’s Basic Public Affairs Officers
Course
CAT Crisis Action Team
CBRN Chemical, Biological, Radiological and
Nuclear
CC Component Command
CCIRs Commanders Critical Information
Requirements
CE Crisis Establishment
CG Command Group
CHOD Chief of Defence
CIMIC Civil/ Military Cooperation
CIVCAS civilian casualties
CJSOR Combined Joint Statement of
Requirements
CMRB Crisis Management Requirements
Board
CMX Crisis Management Exercise
COA Course of Action
COG Centre of Gravity
COMCAM Combat Camera
Engagements Community Relations
CONOPS Concept of Operations
COPD Comprehensive Operational Planning
Directive
CPAO Chief Public Affairs Officer
CPX Command Post Exercise
CRCB Crisis Requirements Coordination Board
CRO Crisis Response Operation
CT&ED Bi-SC Collective Training and Exercise
Directive
CTM Crisis Team Manager
262
CU Close Up (photo shot)

CUR Crisis Urgent Requirement
C2 Command & Control
D&G Direction and Guidance
DH Department Head
DINFOS United States' Defense Information
School
DJSE Deployable Joint Staff Element
DMOC United Kingdom’s Defence Media
Operations Centre
DPALC Canada’s Defence Public Affairs
Learning Centre
DSACEUR Deputy SACEUR
DSACT Deputy SACT
EBU European Broadcasting Union
ECL English Comprehension Level
ECU Extreme Close Up (photo shot)
ECP Entry Control Point
ES Establishing Shot (photo shot)
ETF Education and Training Facilities
EXCON Exercise Control
EXPEC Exercise Specification
EXPLAN Exercise Plan
FAD Force Activation Directive
FFT Fast File Transfer
FOC Full Operational Capability
FRAGO Fragmentary Order
FTP a. Flags-to-Post/ b. File Transfer
Protocol
GO Governmental Organisation
JFC Joint Force Command
JHQ Joint Headquarters
JOA Joint Operations Area
HHQ Higher Headquarters
HICON Higher Control
HN Host nation
ICC International Civilian Consultant
ICI Istanbul Cooperation Initiative
IEA Information Environment Assessment
IENR Initial Exercise News Release
IER International Evaluation Report
IMS International Military Staff
IMS PASCAD International Military Staff Public Affairs
and StratCom Advisor
Info Ops Information Operations
IOC Initial Operational Capability
IPTC International Press Telecommunications
Council
263
IS International Staff
ISDN Integrated Services for Digital Network
JALLC Joint Analysis and Lessons Learned
Centre
JD Job Description
JFTC Joint Forces Training Centre
JIPAC US DINFOS’ Joint Intermediate Public
Affairs Course
JLSG Joint Logistic Support Group
JPEG (also JPG) Joint Photographic Experts Group
JWC Joint Warfare Centre
KLE Key Leader Engagement
LCH Local Civilian Hire
LIVEX Live Exercise
LO Liaison Officer
LTTs Lines to Take
LS Long Shot (photo shot)
MC Military Committee
MCC Manpower Coordination Conference
MD Mediterranean Dialogue
MEL Main Events List
MIL Main Incidents List
MOC NATO HQ Media Operations Centre
MOE Measure of Effectiveness
MOP Measure of Performance
MOPIC Motion Picture
MOR Manpower Organizational Review
MPC Main Planning Conference
MPEG Moving Pictures Expert Group
MPSOTC Hellenic Multinational Peace Support
Operations Training Centre
MRLs Media Response Lines
MRO Military Response Option
MS Medium Shot (photo shot)
MSOs Military Strategic Objectives
NAA Newspaper Association of America
NAC North Atlantic Council
NCI Agency NATO Communications and Information
Agency
NCIRC NATO Computer Incident Response
Capability
NCMP NATO Crisis Management Process
NCOIC Non-Commissioned Officer in Charge
NCS NATO Command Structure
NEC NAC Execution Directive
NFS NATO Force Structure
NGO Non-Governmental Organisation
NIC NATO International Civilian
264
NID NAC Initiation Directive

NMIC NATO Media Information Centre
NOK Next-of-Kin
OCE Officer Conducting the Exercise
OIC Officer in Charge
OPED Opposite the Editorial Page
OPLAN Operation Plan
OPORD Operation Order
OPP Operations Planning Process
OPR Officer with Primary Responsibility
ORB Operational Requirements Board
ORRB Operational Requirements Review
Board
OSCE Organisation for Security and
Cooperation in Europe
OSE Officer Scheduling the Exercise
PA Public Affairs
PACIS US DINFOS’ Public Affairs Course for
International Students
PAQC US DINFOS’ Public Affairs Qualification
Course
PAG Public Affairs Guidance
PAO Public Affairs Officer
PDD Public Diplomatic Division
PE Peacetime Establishment
PERM REP Permanent Representative
PfP Partnership for Peace
PME Political-Military Estimate
PMR Periodic Mission Review
POC Point of Contact
PSA Public Service Announcement
PSYOPS Psychological Operations
RA Release Authority
ROE Rules of Engagement
RSS a. Requirement Summary Sheet/ b.
Really Simple Syndication
RTQ Reply to Query
SACEUR Supreme Allied Commander Europe
SACT Supreme Allied Commander
Transformation
SC Strategic Commander
SCETP Security Cooperation and Training
Program (US)
SECGEN NATO Secretary General
SFTP Secure File Transfer Protocol
SHAPE Supreme Headquarters Allied Powers
Europe
SME Subject Matter Expert
SNR Senior National Representatives
265
SOFA Status of Forces Agreement

SOP Standard Operation Procedure
SPD Strategic Planning Directive
SPMP Strategic Political-Military Plan
SSA SACEUR’s Strategic Assessment
StratCom Strategic Communications
TA Training Audience
TCN Troop Contributing Nation
TechNet Technical Network
TIFF Tagged Image File Format
TMD Theatre Missile Defence
TPs Talking Points
UPAR Unit Public Affairs Representative
URL Universal Resource Locator
VI Visual Information
VCN Voluntary National Contribution
VIRIN Visual Information Record Identification
Number
Vlog Web-based Video Diary
VOB Visitors and Observers Bureau
WGs Working Groups
WMD Weapons of Mass Destruction
WSV Weapon Systems Video
266
Appendix G: Cross-Cultural Communications

1. When preparing PA products and services for local audiences, work closely with the
interpreters and cultural advisors. They are there to provide advice and guidance
because they know the culture in which they live and work.
2. However, when using interpreters be aware of potential biases and capability levels.
If possible, crosscheck material with multiple interpreters, preferably from different
backgrounds or tribes. Also, be careful of using interpreters that have not lived in the
country you are working in for many years. There are sometimes issues with how this
individual will be received as they represent you or your leadership in public forum.
Their return to the country is sometimes looked on as opportunistic or with disdain by
the people in the host nation. Many interpreters are not necessarily assigned to the
correct tribal region or possess only certain skills (verbal translation, written
translation, computer translation, software expertise, etc.).
3. When preparing for a forum with simultaneous translation, ensure that you and the
designated spokesperson have had a chance to work with the interpreter prior to the
event. Interpreters who are brought in to translate at the last minute will not be
effective. You need to work with an interpreter so that they learn your speaking style
and rhythm. A good interpreter should not only translate the language, but also the
tone and nonverbal cues.
4. Remember these simple guidelines when communicating in different cultures:
a. When possible, work with a cadre of interpreters to maintain flexibility.
b. Ensure you are familiar with the style of your interpreters.
c. Use simple words and imagery that do not have room for interpretation.
d. Do not use humour. Humour does not translate across cultures well.
e. Avoid using terminology or imagery that has historic, religious, political or sexist
overtones or interpretations.
f. Provide enough information and context to avoid interpretation and
misunderstanding.
g. Respect and use local language(s) (verbal and non-verbal). Verify that your
communications respect local norms.
h. Break up text/verbal communications into short statements that can be easily
translated.
i. Act and communicate as a guest.
j. Do not expect that you perception of ‘common sense’ is a universal norm.
Accepted norms vary from situation to situation and from culture to culture.
k. Remember it will take twice as long to say it in two languages. Plan accordingly.
Planning a twenty minute Q&As session through an interpreter will only allow half
the questions as in a single language event.
267
Appendix H: Country Codes

Unique “3-letter” country codes published in ISO 3166-1 alpha-3 codes' list to be used
within the NATO Codification System (NCS) to distinguish geographical entities, nations
and countries, whenever necessary. Country codes present in ISO 3166-1 but not listed
in this table are valid country codes and must be accepted
English short English short English short

Alpha-3 code Alpha-3 code Alpha-3 code
name name name
Afghanistan AFG Barbados BRB Cabo Verde CPV
Albania ALB Belarus BLR Cambodia KHM
Algeria DZA Belgium BEL Cameroon CMR
American Samoa ASM Belize BLZ Canada CAN
Cayman Islands
Andorra AND Benin BEN CYM
(the)
Central African
Angola AGO Bermuda BMU CAF
Republic (the)
Anguilla AIA Bhutan BTN Chad TCD
Bolivia (Plurinational
Antarctica ATA BOL Chile CHL
State of)
Antigua and Bonaire, Sint

ATG BES China CHN
Barbuda Eustatius and Saba
Bosnia and
Argentina ARG BIH Christmas Island CXR
Herzegovina
Cocos (Keeling)
Armenia ARM Botswana BWA CCK
Islands (the)
Aruba ABW Bouvet Island BVT Colombia COL
Australia AUS Brazil BRA Comoros (the) COM
Congo (the
British Indian Ocean
Austria AUT IOT Democratic Republic COD
Territory (the) of the)
Azerbaijan AZE Brunei Darussalam BRN Congo (the) COG
Bahamas (the) BHS Bulgaria BGR Cook Islands (the) COK
Bahrain BHR Burkina Faso BFA Costa Rica CRI
Bangladesh BGD Burundi BDI Croatia HRV
268

name name name
Heard Island and

Cuba CUB France FRA HMD
McDonald Islands
Curaçao CUW French Guiana GUF Holy See (the) VAT
Cyprus CYP French Polynesia PYF Honduras HND
French Southern
Czech Republic CZE ATF Hong Kong HKG
Territories (the)
Côte d'Ivoire CIV Gabon GAB Hungary HUN
Denmark DNK Gambia (the) GMB Iceland ISL
Djibouti DJI Georgia GEO India IND
Dominica DMA Germany DEU Indonesia IDN
Dominican Iran (Islamic

DOM Ghana GHA IRN
Republic (the) Republic of)
Ecuador ECU Gibraltar GIB Iraq IRQ
Egypt EGY Greece GRC Ireland IRL
El Salvador SLV Greenland GRL Isle of Man IMN
Equatorial Guinea GNQ Grenada GRD Israel ISR
Eritrea ERI Guadeloupe GLP Italy ITA
Estonia EST Guam GUM Jamaica JAM
Eswatini SWZ Guatemala GTM Japan JPN
Ethiopia ETH Guernsey GGY Jersey JEY
Falkland Islands
FLK Guinea GIN Jordan JOR
(the) [Malvinas]
Faroe Islands
FRO Guinea-Bissau GNB Kazakhstan KAZ
(the)
Fiji FJI Guyana GUY Kenya KEN
Finland FIN Haiti HTI Kiribati KIR
269

name name name
Korea (the
Democratic People's PRK Martinique MTQ Niger (the) NER
Republic of)
Korea (the
KOR Mauritania MRT Nigeria NGA
Republic of)
Kuwait KWT Mauritius MUS Niue NIU
Kyrgyzstan KGZ Mayotte MYT Norfolk Island NFK
Lao People's
Democratic LAO Mexico MEX North Macedonia MKD
Republic (the)
Micronesia
Northern Mariana
Latvia LVA (Federated States FSM MNP
Islands (the)
of)
Moldova (the
Lebanon LBN MDA Norway NOR
Republic of)
Lesotho LSO Monaco MCO Oman OMN
Liberia LBR Mongolia MNG Pakistan PAK
Libya LBY Montenegro MNE Palau PLW
Liechtenstein LIE Montserrat MSR Palestine, State of PSE
Lithuania LTU Morocco MAR Panama PAN
Luxembourg LUX Mozambique MOZ Papua New Guinea PNG
Macao MAC Myanmar MMR Paraguay PRY
Madagascar MDG Namibia NAM Peru PER
Malawi MWI Nauru NRU Philippines (the) PHL
Malaysia MYS Nepal NPL Pitcairn PCN
Maldives MDV Netherlands (the) NLD Poland POL
Mali MLI New Caledonia NCL Portugal PRT
Malta MLT New Zealand NZL Puerto Rico PRI
Marshall Islands
MHL Nicaragua NIC Qatar QAT
(the)
270

name name name
Romania ROU Slovakia SVK Tokelau TKL
Russian
RUS Slovenia SVN Tonga TON
Federation (the)
Trinidad and
Rwanda RWA Solomon Islands SLB TTO
Tobago
Réunion REU Somalia SOM Tunisia TUN
Saint Barthélemy BLM South Africa ZAF Turkey TUR
Saint Helena, South Georgia and the

Ascension and SHN South Sandwich SGS Turkmenistan TKM
Tristan da Cunha Islands
Saint Kitts and Turks and Caicos

KNA South Sudan SSD TCA
Nevis Islands (the)
Saint Lucia LCA Spain ESP Tuvalu TUV
Saint Martin
MAF Sri Lanka LKA Uganda UGA
(French part)
Saint Pierre and

SPM Sudan (the) SDN Ukraine UKR
Miquelon
Saint Vincent and United Arab

VCT Suriname SUR ARE
the Grenadines Emirates (the)
United Kingdom of
Svalbard and Jan
Samoa WSM SJM Great Britain and GBR
Mayen Northern Ireland (the)
United States
San Marino SMR Sweden SWE Minor Outlying UMI
Islands (the)
Sao Tome and United States of

STP Switzerland CHE USA
Principe America (the)
Syrian Arab
Saudi Arabia SAU SYR Uruguay URY
Republic (the)
Taiwan (Province of
Senegal SEN TWN Uzbekistan UZB
China)
Serbia SRB Tajikistan TJK Vanuatu VUT
Tanzania, the Venezuela (Bolivarian

Seychelles SYC TZA Republic of)
VEN
United Republic of
Sierra Leone SLE Thailand THA Viet Nam VNM
Virgin Islands
Singapore SGP Timor-Leste TLS VGB
(British)
Sint Maarten Virgin Islands

SXM Togo TGO VIR
(Dutch part) (U.S.)
271
English short
Alpha-3 code Colour Code
name
Wallis and Futuna WLF Ally
Western Sahara* ESH Partner
NATO's Mediterranean Dialogue

Yemen YEM
Partners Across the Globe

Zambia ZMB
Istanbul Cooperation Initiative (ICI)

Zimbabwe ZWE
Åland Islands ALA
272
Appendix I: Handbook Change and Recommendations Submission
Form
Comments and recommendations for the ACO/ACT Public Affairs Handbook are
welcome. Please submit comments, recommendations and additional products or
annexes using the following matrix to:
Allied Command Operations Public Affairs

B-7010 SHAPE
Belgium
Attention: Chief Public Affairs Officer
Email: shapepao@shape.nato.int
Page/Par Text as Published Recommended Text (or Your Name, Rank,

a attach product) Organisation, Email
and Phone details

01.public Affairs - Handbook

Uploaded by

Copyright:

Available Formats

01.public Affairs - Handbook

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

01.public Affairs - Handbook

Uploaded by

Copyright:

Available Formats

ACO/ACT - Public Affairs Handbook - 2020

Annex 4-I Preparing for a News Conference ...................................................... 88

Annex 6-D Special-Events Checklist / Aide-Memoire ........................................ 140

9. Defense Visual Information Distribution Service (DVIDS) .............................. 213

1 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 7.

and combating these efforts with an Alliance of 30 national interests and

2 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 9.

impact of communications is made stronger when it is informed by an

6 MC 0457/3, NATO Military Policy on Public Affairs, 28 May 2019, Para 8.

as on an ad-hoc basis as required. The Media Monitoring and Analysis Section

a. Relationship to StratCom. Mil PA is part of the wider NATO Strategic

the expansion of information technology, the widespread availability or wireless

11. Key References for Mil PA.

Chapter 2 - Role of the (Chief) Public Affairs Officer

17 See chapter 3 for more information

Chapter 3 - Public Affairs Officer Planning and Staff Integration

g. The PA annex is designated as Annex TT in COPD. The template found at

lure of merely providing such lines, in lieu of a formal or coordinated plan.

26 For example changes of command, announcements for restructuring of headquarters, command

Annex 3-A Public Affairs Staff Estimate

5. Appropriate COA Selection. Product or Outputs. Planning Directive to subordinate

1. Receipt of the MC tasker for SACEUR’s Strategic Assessment (SSA). Product or

31Includes, among others, the key information factors.

ii. Appreciate Lessons Learned from Similar Previous Operations.

Annex 3-D Guidance on drafting Public Affairs CONOPS/OPLAN/OPORD

Time zone used throughout this order: ZULU

c. Attachments/ detachments. Highlight critical elements of the task organization

3. web site and social media web site management;

is a NATO Status of Forces Agreement (SOFA) state whether its

iv. Prioritization of media on intra- and inter- theatre transportation.

34 Digital Video and Imagery Distribution System.

Annex 3-E Public Affairs Plan and Example

1. In some situations, an Annex TT is not appropriate to convey the details of a Mil PA

Allied Command Operations

NATO 70th Anniversary

respond in a new security environment. Conclude with exercises where Flexible

Annex 3-F Public Affairs Guidance (PAG) Template

Letterhead for Responsible HQ

This is not meant to be unduly restrictive; use as many as needed to

At times a phased approach might be appropriate.

Date Date of the original document.

Date/Time of Date and time become critical in an evolving issue.

If the Talking Points/Holding Lines are to be revised, annotate with the

Consider adding old backgrounders as well if they help better understand

Annex 3-G Visual Information and Imagery Planning

Reference: MC 0457/3, Paragraph 29.e. (Imagery) and Chapter 11 of PA Handbook

Propriety What are the considerations for images of detainees, persons

Annex 3-H Resource Acquisition in NATO

1. The NATO Crisis Response Operations (CROs) Capability Delivery Process.

2. Crisis Urgent Requirement (CUR) Checklist.

f. Example of Crisis Urgent Requirement (CUR) Request.

CRISIS RESPONSE OPERATION URGENT REQUIREMENT (CUR).

SECTION 1: REQUIREMENT IDENTIFICATION

RSM HQ PAO Lt CDR J. Gater, Capt. Mark 16 Dec 18

JFCBS PAO Valentin Poponete, Capt. Meiert 05 Jan 19

SHAPE PAO Lt. Col. Wright, W Col. Derek Crotts

SECTION 2: REQUIREMENT DEFINITION

c. The scope of work includes: The procurement of 1 x portable audio system

ii. Impact of Failure: Currently, press conferences, round-tables and other