MC NAVEDTRA 15011A (Advanced)

Mass Communication Specialist
(MC)

Advanced

NAVEDTRA 15011A
S/N 0504LP1132232
March 2013

NONRESIDENT
TRAINING
COURSE

Notice: NETPDTC is no longer responsible for the content accuracy of the
Nonresident Training Courses (NRTCs).

For content issues, contact the servicing Center of Excellence: Center for Service
Support (401) 8411044 or DSN: 8411044

DISTRIBUTION STATEMENT A: Approved for public release; distribution is
unlimited.
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Although the words "he," "him," and "his" are
used sparingly in this course to enhance
communication, they are not intended to be
gender driven or to affront or discriminate
against anyone.
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THE UNITED STATES NAVY

GUARDIAN OF OUR COUNTRY
The United States Navy is responsible for maintaining control of the sea and is a
ready force on watch at home and overseas, capable of strong action to preserve
the peace or of instant offensive action to win in war.
It is upon the maintenance of this control that our country's glorious future
depends; the United States Navy exists to make it so.

WE SERVE WITH HONOR, COURAGE, AND COMMITMENT
Tradition, valor, and victory are the Navy's heritage from the past. To these may
be added dedication, discipline, and vigilance as the watchwords of the present
and the future.
At home or on distant stations, we serve with pride, confident in the respect of our
country, our shipmates, and our families.
Our responsibilities sober us; our adversities strengthen us.
Service to God and Country is our special privilege. We serve with honor.

THE FUTURE OF THE NAVY
The Navy will always employ new weapons, new techniques, and greater power
to protect and defend the United States on the sea, under the sea, and in the air.
Now and in the future, control of the sea gives the United States her greatest
advantage for the maintenance of peace and for victory in war.
Mobility, surprise, dispersal, and offensive power are the keynotes of the new
Navy. The roots of the Navy lie in a strong belief in the future, in continued
dedication to our tasks, and in reflection on our heritage from the past.
Never have our opportunities and our responsibilities been greater.
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Center for Service Support
ACKNOWLEDGEMENTS
The Center for Service Support (CSS), Newport, RI would like to acknowledge assistance of the
following personnel in writing this NRTC:

CMDCM(SW/NAC) Spike Call VAW-117
MCCM(AW/SW) Wayne Edwards COMCAM
MCCM(SW/AW) Bill Houlihan USS CARL VINSON
MCCM(SW/AW) Priscilla Kirsh USS HARRY S. TRUMAN
MCCM(SW/AW/EXW) Jon McMillan OFFICE OF INFORMATION
MCCM(SW/AW) Mike Viola NPASE
MCCS(SW/AW) Cheryl Elliott NPASE
MCCS (AW/SW/NAC/EXW/IDW) Robert Fluegel USS EISENHOWER
MCCS(SW/AW) Ernie Frazier COMCAM
MCCS(SW/AW) John Harrington DMA
MCCS(SW/AW) Christina Johnson DMA
MCCS(EXW) Tom Jones CNRC
MCCS(SW/AW/EXW) Mike Lewis CNE-CNA/C6F
MCCS(SW/AW) Dean Lohmeyer USS RONALD REGAN
MCCS(SW/AW/SCW/FMF) Eric Powell NPASE
MCCS(SW/AW) Tony Sisti Fleet Forces
MCCS(SW/AW) Dan Smithyman NPC
MCCS(SW/DV) Eric Tilford COMCAM
MCCS(SW/AW) Misty Trent DINFOS
MCCS(SW/AW) Melissa Weatherspoon COMCAM
MCC(SW/AW) Katrin Albritton NPASE
MCC(EXW/SW/NAO) Greg Badger DINFOS
MCC(SW/EXW/AW) Matthew Bash USS GEORGE H.W. BUSH
MCC(SW/AW) Scott Boyle 25th Naval Construction Regiment
MCC(SW/EXW/AW) Joel B. Cesar COMCAM
MCC(SW/AW) Karen Cozza SURFOR
MCC(SW/AW) Denise Davis NPC
MCC(SW/AW) Terry Feeney COM 3rd FLT
MCC(SS) David Gordon NOSC Kitsap VTU
MCC(SW/AW) Aaron Glover NPASE
MCC(AW/EXW/SW) Bill Gowdy COMCAM
MCC(SW/AW) Monique Hilley CNIC
MCC(SW/AW) Laura James USS AMERICA
MCC(SW/AW) Mike Jones USS NIMITZ
MCC(SW/AW/EXW) Keith Jones DIA
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MCC (EXW/SW/AW/PJ) Phil McDaniel DMA
MCC(SW/AW) Leah Stiles NAVSTA Norfolk
MCC (SCW/EXW/AW) Stan Travioli GTMO
MCC(SW/AW) Christopher Fowler NPASE West
MC1(AW) Richard Brunson COMCAM
MC1(SW/AW) Heather Ewton USS Blue Ridge
MC1(NAO/EXW/AW/SW) Joan Jennings Naval Air Station, Whidbey Island
MC1(SW/AW) Nathanael Miller NPASE
MC1(SW/AW) Robert Stratchko NPASE
MC1(SW/AW) Jason Thompson DINFOS

RTM Development Group personnel who provided direct support for this RTM:
Mr. Richard Rangel NRTC Model Manager/Conference Facilitator
MCCS (SW/AW) Joel Huval CSS Training Manager
The Training Manager for this RTM is Center for Service Support Newport, RI DSN 841-1044.

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NAVEDTRA 15011A COPYRIGHT MATERIAL

Copyright material has been identified, approved, and is listed below within this document.

Copyright Owner Date Chapter Pages Remarks

viii

PREFACE
ABOUT THIS COURSE:
This is a self-study course. By studying this course, you can improve your professional/military
knowledge, as well as prepare for the Navy-wide advancement-in-rate examination. It contains
subject matter about day-to-day occupational knowledge and skill requirements and includes
text, tables, and illustrations to help you understand the information. An additional important
feature of this course is its reference to useful information in other publications. The well-
prepared Sailor will take the time to look up the additional information.
By enrolling in this self-study course, you have demonstrated a desire to improve yourself and
the Navy. Remember, however, this self-study course is only one part of the Navy training
program. Practical experience, schools, selected reading, and your desire to succeed are also
necessary to successfully round out a fully meaningful training program.
COURSE OVERVIEW: In completing this non-resident training course, you will demonstrate
knowledge of the subject matter by correctly answering questions on the following subjects:
legal, ethical and security issues, public affairs, community outreach, shipboard Mass
Communication Specialist (MC) operations, broadcast management, combat camera, and
reprographics.
THE COURSE: This self-study course is organized into subject matter areas, each containing
learning objectives to help you determine what you should learn along with text and illustrations
to help you understand the information. The subject matter reflects day-to-day requirements
and experiences of personnel in the rating or skill area. Also, it reflects guidance provided by
Enlisted Community Managers (ECMs) and other senior personnel, technical references,
instruction, etc., and either the occupational or Naval standards, which are listed in Manual of
Navy Enlisted Manpower and Personnel Classifications and Occupations Standards, NAVPERS
18068.
THE ASSIGNMENTS: The assignments that appear in this course are designed to help you
understand the material in the text.
COURSE OBJECTIVE
The objective of this course is to provide Mass Communication Specialist (MC) with Visual
Information (VI).
INSTRUCTIONS FOR TAKING THE COURSE ASSIGNMENTS
The links and material that you are to study are included in each chapter. Study the material
and links carefully before attempting to answer the questions. Pay close attention to tables and
illustrations, and read the information in the links.

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SELECTING YOUR ANSWERS
Read each question carefully, and then select the BEST answer. You may refer freely to the
text. The answers must be the result of your own work and decisions. You are prohibited from
referring to or copying the answers of others and from giving answers to anyone else taking the
course.
SUBMITTING YOUR ASSIGNMENTS
To have your assignments graded, you must be enrolled in the course with the Non-Resident
Training Course Administration Branch. Following enrollment, there are two ways of having your
assignments graded:
Use the Internet to submit your assignments as you complete them.
Send all the assignments at one time by mail to CPPD, NRTC.
Grading on the Internet: Advantages to Internet grading are as follows:
You may submit your answers as soon as you complete an assignment.
You get your results faster.
In addition to receiving grade results for each assignment, you will receive course
completion confirmation once you have completed all the assignments.
To submit your assignment answers via the Internet, go to the following site:
https.//www.courses.netc.navy.mil
Grading by Mail: When you submit answer sheets by mail, send all of your assignments at
one time. Do NOT submit individual answer sheets for grading. Mail all of your assignments in
an envelope, which you either provide yourself or obtain from your nearest Educational
Services Officer (ESO). Submit answer sheets to the following:
Commanding Officer
Center for Personal and Professional Development
ATTN: VOLED Det. (NRTC)
6490 Saufley Field Road
Pensacola, FL 32509
Answer Sheets: Each course includes an answer sheet for your assignments. If you are going
to mail in your answer sheets, please make copies of the included answer sheets. Explanations
for completing the answer sheets are on the answer sheet.
Follow the instructions for marking your answer on the answer sheet. Be sure that blocks 1, 2,
and 3 are filled in correctly. This information is necessary for your course to be properly
processed and for you to receive credit for your work.

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COMPLETION TIME
Courses must be completed within 12 months from the date of enrollment. This includes time
required to resubmit failed assignments.
PASS/FAIL ASSIGNMENT PROCEDURES
You will be given the opportunity to resubmit failed assignments. You may resubmit failed
assignments only once. Internet students will receive notification when they have failed an
assignment; they may then resubmit failed assignments on the Web site. Internet students may
view and print results for failed assignments from the Web site. Students who submit by mail
will receive a failing result letter and a new answer sheet for resubmission of each failed
assignment.
COMPLETION CONFIRMATION
After successfully completing this course, you can download a copy of your letter of completion
on the NRTC Web site:
https://www.courses.netc.navy.mil

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STUDENT FEEDBACK QUESTIONS
We value your suggestions, questions, and criticisms on our courses. If you would like to
communicate with us regarding this course, we encourage you, if possible, to use e-mail. If you
write or fax, please use a copy of the Student Comment form that follows this page.
For subject matter questions:
Contact the Center for Service Support, Newport, RI
Email: NWPT_CSS_RTM@navy.mil
Phone: 401-841-1583 or DSN 841-1583
For enrollment, shipping, grading, or completion letter questions:
Email: NRTC@navy.mil
Phone: Toll Free 1-877-264-8583
Comm: 850-452-1511
DSN: 922-1511
FAX: 850-452-1370
(Do NOT fax answer sheets.)
ADDRESS:
Commanding Officer
Center for Personal and Professional Development
ATTN: VOLED Det. (NRTC)
6490 Saufley Field Road
Pensacola, FL 32509

Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your
military status is requested in processing your comments and in preparing a reply. This
information will not be divulged without written authorization to anyone other than those within
DOD for official use in determining performance.

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Students' Comments
Course Title: __Mass Communication Specialist (MC) Advanced ______________________
NAVEDTRA: __15011A____________________Date: ______________________________

We need some information about you:
Rate/Rank and Name: _______________________________________________________
Command/Unit: ____________________________________________________________
Street Address: ____________________________________________________________
City: _____________________________________________________________________
State/FPO: ________________________________________________________________
Zip: ______________________________________________________________________
Email Address: _____________________________ DSN: __________________________

Your comments, suggestions, etc.: _____________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________

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TABLE OF CONTENTS
CHAPTER PAGE
1. Legal, Ethical and Security Issues .................................................................... 1-1
2. Public Affairs ..................................................................................................... 2-1
3. Community Outreach ........................................................................................ 3-1
4. Shipboard MC Operations ................................................................................. 4-1
5. Broadcast Management .................................................................................... 5-1
6. Combat Camera ................................................................................................ 6-1
7. Reprographics ................................................................................................... 7-1

APPENDICES
I. Acronyms Used In This RTM .......................................................................... AI-1
II. References Used To Develop This RTM ......................................................... AII-1

ASSIGNMENTS
Assignment 1 Chapter 1 .................................................................................... .AS1-1

CHAPTER 1
LEGAL, ETHICAL AND SECURITY ISSUES
This chapter discusses legal, security and ethical issues pertinent to your job as a Mass
Communication Specialist. The legal issues covered here include the Privacy Act of 1974 and how it
pertains to the release of information, the Freedom of Information Act and U.S. Copyright law. In
addition to legal obligations, Navy communicators must adhere to the highest standards of ethical
conduct and this chapter will discuss DoDs Joint Ethics Regulations and certain provisions of that
regulation that are most applicable to our rating. The last section of this chapter will discuss the
physical and information programs the Navy has put in place to help protect classified and sensitive
information.
LEARNING OBJECTIVES
After completing this chapter, you should be able to do the following:
1. Identify the four basic policy objections of the Privacy Act
2. Understand information normally protected by the Privacy Act
3. Identify the nine Freedom of Information Act (FOIA) exemptions
4. Understand copyright protections and duration
5. Understand copyright policy for works created for the government
6. Understand the concept of fair use as it applies to copyright
7. Identify Department of Defense (DoD) ethical values and how they apply to public affairs
8. Familiarize yourself with the Navys Physical and Information Security programs
THE PRIVACY ACT OF 1974
Military communicators are expected to protect the privacy rights of service members while providing
the public with information. At times, this concept of "maximum disclosure" can collide with the rights
of individual privacy.
The Privacy Act, which limits the information released concerning personnel, including stories
published in base papers or intended for public release, must comply with this policy. Everyone,
including military personnel and government employees, has a constitutional right to privacy. Navy
adherence to the Privacy Act is governed by SECNAVINST 5211.5E.
In 1974, Congress was concerned with curbing the illegal surveillance and investigation of individuals
by federal agencies that had been exposed during the Watergate scandal; it was also concerned with
potential abuses presented by the governments increasing use of computers to store and retrieve
personal data by means of a universal identifier such as an individuals social security number.
The purpose of the Privacy Act of 1974 is to balance the governments need to maintain information
about individuals with the individuals right to be protected against unwarranted invasions of their
privacy stemming from federal agencies collection, maintenance, use and disclosure of personal
information about them.
The Act focuses on four basic policy objectives:
To restrict disclosure of personally identifiable records maintained by agencies.
To grant individuals increased rights of access to agency records maintained on them.
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To grant individuals the right to seek amendment of agency records maintained on them upon
evidence that the records are not accurate, relevant, timely or complete.
To establish a code of 'fair information practices,' which requires agencies to comply with
statutory norms for collection, maintenance and dissemination of records.
Congress later enacted the Computer Matching and Privacy Protection Amendments of 1990 (Pub. L.
No. 101-508), which further clarified the due process provisions found in subsection (p). Dept. of
Justice, Overview of the Privacy Act of 1974, 2010 Edition.
The Privacy Act was designed to:
Prevent government agencies from excessive disclosure of personal information to agencies
that do not have a need to know.
Allow citizens to review records kept about them by the government. The purpose is to ensure
citizens access, so that they can correct any errors or discrepancies.
In deciding what information to release, you will want to work closely with your local legal advisor or
Judge Advocate General (JAG) for assistance in these decisions. Service regulations vary in some
instances on the release of information. Sometimes this is challenging, especially in joint or multi-
service environments.
PRIVACY ACT - RESTRICTIONS
Information normally protected by the Privacy Act includes:
Medical records
Pay records
Age
Race
Sex and family background
Note: age, sex and race can be released depending on the situation.
In some cases the media will persistently try to obtain personnel information protected by the Privacy
Act. In such cases, MCs should consult with a staff JAG and seek their commanders' guidance.
Another important factor to consider is the Health Insurance Portability and Accountability Act
(HIPAA), referenced when considering what personal health information can or cannot be released.
HIPAA is regulated by the Department of Health and Human Services.
THE FREEDOM OF INFORMATION ACT
The Freedom of Information Act (FOIA) ensures the publics right to access federal government
records. Navy policy on disclosure of records is defined in SECNAVINST 5720.42F (series). Issues
are complex and definitions change, so always consult a FOIA or legal expert when faced with a
FOIA question. Media representatives do not always use FOIA when requesting information.
Nevertheless, release any information as if it were a FOIA request. "Maximum disclosure under the
law" is the best policy.
The Department of the Navys (DON) policy is to promote the public trust by making the maximum
amount of information available to the public on the operation and activities of DON. This release of
information, including information subject to proprietary considerations, must be consistent with DON
responsibilities to ensure national security and personal privacy.
Releasing information without a FOIA request will often save both labor and cost for the requestor
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and the DON activity. However, a timely reply may be difficult due to the location and/or volume of
information requested. These factors should be considered when determining whether the information
should be requested under the U.S. Department of State FOIA.
FOIA is a law that provides public access to records, documents or reports in the possession or
control of the Executive Branch of the federal government. Passed in 1966, it was the first law to
establish legal right of access by citizens to government information. In other words, it protects the
public's right to know and prevents excessive government secrecy.
Under FOIA, the DoD and all service component commands must provide information requested by
anyone citing FOIA in a written request, unless the information is exempted by one of nine categories
of information protected from disclosure.
FOIA Exemptions
Generally speaking, MCs do not usually handle FOIA requests. They typically do not have the time or
the personnel. FOIA requests are usually handled through a separate office, often in the legal
department of the command. As far as the exemptions to FOIA are concerned, MCs do not decide
whether exempted information will be released, but we should understand that the spirit of this
guidance is to release, not to withhold.
MCs must be familiar enough with FOIA to understand the basics of this law. Simply stated, the spirit
of FOIA is to release, rather than withhold, information. It is the equivalent of the PA rule "Maximum
Disclosure, Minimum Delay." Ultimately the decision to release or not release information resides with
your commander.
The Nine FOIA Exemptions
National security: Documents classified top secret, secret, or confidential are not releasable.
"For Official Use Only" (FOUO) is not a national security classification.
Internal agency rules: This exemption refers to reports related solely to the internal personnel
rules and practices of an agency. This provision is designed to relieve the government of the
burden of maintaining for public inspection routine material that is more or less trivial, such as
employee parking rules or agency criteria regulations. The agency does not have to release
this information, but it may.
Exempt by other statute: Examples are the charter for the CIA or the Census Act, both of
which protect information that is fundamental to the way these agencies conduct business.
Trade secrets: This exemption is designed to protect private businesses' trade secrets, such
as customer lists, proprietary formulas and sensitive internal financial information.
Inter-agency or intra-agency memoranda or letters: This exemption is designed to protect
working papers, studies and reports within an agency or circulated among government
personnel. These documents are not available by law or to a third party other than an agency
involved in litigation.
Personnel and medical files: This exemption overlaps with the Privacy Act. Information that
clearly constitutes unwarranted invasion of personal privacy is protected. For instance, medical
information, the release of which is regulated under HIPAA.
Law enforcement information: This exemption protects information that would jeopardize
ongoing investigations or other sources of information.
Bank reports: Reports prepared by federal agencies about the condition of banks and other
federally regulated institutions are protected.
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Oil and gas well data: This exemption is designed to prohibit speculators from obtaining
information about the location of oil and gas wells of private companies.
FOIA Policy Updates
In 1996, the Act was updated to include information in any formatto accommodate digitization and
new electronic technologiesand other changes. All federal agencies, including military bases, have
electronic reading rooms available for public access on the worldwide web for repeatedly requested
documents and items of public interest.
In September 1998, the DoD updated its FOIA Program Regulation 5400.7-R to include all the
electronic FOIA changes. It is available on the Defense Link Publications Page.
Basic Personal Information Releasable When Requested
Public Affairs personnel usually take a measured response to the release of personal information, in
an attempt to provide the required information without sacrificing a service member's right to privacy.
We are primarily talking about accidents or incidents where we will not have access to the military
member to find out what their preferences are in releasing the information.
The following information is NORMALLY releasable to help properly identify service members who
are killed or injured in accidents or incidents.
Name: Releasable 24 hours after next of kin have been notified, in case of an accident. Use
full names and middle initials to clearly identify service members.
Rank and unit: Releasable to help properly identify the individual service member.
Home of Record: There is no general rule across the services. However, in most cases
hometown and state are releasable. The Privacy Act protects street address and home
telephone number.
The following information may be released if specifically requested or if it would be beneficial to the
service member and the service:
Paygrade/Monthly salary: Releasable. However, other pay-related information such as
allotments, court-ordered payments, or letters of indebtedness is protected under the Privacy
Act.
Military background: Releasable. Information on military training, occupational specialty, time-
in-service, time-on-station, billet, duty status and awards is releasable. Civilian education is
normally releasable; however, the Air Force requires the member's consent to release civilian
schools. When dealing with multi-service environments, check the services' regulations and
guidelines on specific release of information.
When gathering information about people in your unit who were involved in accidents or incidents, it
is good to rapidly gather this information, so as not to hold up media requests when they inevitably
come in. It is a sound practice to prepare (with media training) unit members and even family
members for potential interviews about the people who were involved with accidents and/or incidents.
Personal Information Releasable When Relevant to a Story
In some circumstances, normally because it is relevant to the story, it is permissible to release
personal information. In such situations, Public Affairs personnel should consult the staff JAG. In fact,
it is a good idea to maintain a good relationship with your JAG. You may not always agree with them
on what and when to release, but the relationship you maintain with JAG can keep you out of trouble.
Age/Date of Birth: Normally not releasable, unless relevant to the story. An example of this is
when a retired 70-year-old Reservist was called back to active duty during the Iraq War. He
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was a physician and his specialized skills were deemed needed. Age played a factor in the
newsworthiness of his story.
Gender: Although we normally try to downplay the gender of service members, there are times
when the information is relevant to the story, as, for instance, in the first female to, or the first
male to, stories. Stories about men and women who break stereotypes are newsworthy. But
gender usually comes out in stories by virtue of the use of personal pronouns anyway. MAKE
GENERIC VICE GENDER
Race: Race is not releasable unless it is relevant to providing essential facts to the story, i.e.
the first African American male to, or the first Asian American female to, etc.
Marital status: The fact that a person is married or not is a matter of public record and is able
to be disclosed under FOIA; however, the Privacy Act considers this information non-
releasable unless the balancing test weighs in favor of public interest and relevance to the
story. Of course, in many cases information may come out anyway, although it is best if the
family is involved in the release decision.
In all such cases, MCs and their commanders must apply the balancing test to determine whether the
release of information constitutes an unwarranted invasion of a service member's privacy. In addition
to discussing unique issues related to certain types of information with the commander, the MC is in
close contact with the JAG, especially in legal and administrative matters. This will be covered in
greater detail in the next section, Security.
FOIA Requests for the Secretary of the Navy and Chief of Naval Operations: Chief of Naval
Operations (DNS-36) 2000 Navy Pentagon Washington, DC 20350-2000 POC: FOIA Requester
Service Center Comm: (202) 685-0412 FAX: (202) 685-6580
COPYRIGHT
Under United States law, copyright protection exists in original works of authorship (published or
unpublished) when fixed in any tangible medium of expression. "Original" means that the author
made more than a trivial creative contribution to the work. Novelty is not required.
Copyright protection is not available for works prepared by employees of the United States
government as part of their official duties.
Works of authorship which are subject to copyright include literary works (works expressed in words
or numbers including computer programs, computer program documentation, e-mail messages,
discussion group postings and simple websites and web pages); musical works; dramatic works;
pantomimes and choreographic works; pictorial, graphic and sculptural works; motion pictures and
other audiovisual works (including multimedia presentations and many websites and web pages); and
sound recordings. The requirement that a work be "fixed in any tangible medium of expression"
means that the work must be stored in a reasonably permanent medium.
Duration of Copyright
Once conferred, copyright protection in works created in 1978 or later normally endures for the life of
the author plus 70 years. If the author cannot be identified, the duration of copyright is 95 years from
first publication or 120 years from the year of its creation, whichever expires first. For works published
and copyrighted before January 1, 1978, the duration of copyright is 95 years from the date the
copyright was originally secured. For works created before January 1, 1978, but published on or after
January 1, 1978, the duration of the copyright is the same as for works created on or after January 1,
1978, except that the copyright in the work cannot expire before December 31, 2002 and, if the work
was published on or after December 31, 2002, the copyright cannot expire before December 31,
2047. All copyrights run to the end of the calendar year in which they expire.
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Copyright Notice
Publicly distributed copies of published, copyrighted works should bear a copyright notice consisting
of three elements: the letter "C" in a circle (P in a circle if a phonorecord of a copyrighted sound
recording), or the word "Copyright," or the abbreviation "Copr."; the year of first publication in some
instances; and an identification of the owner.
It is a criminal offense to remove or alter with fraudulent intent any notice of copyright appearing on a
work subject to copyright. Although the presence or absence of a copyright notice does not
conclusively establish whether a work is copyrighted, its presence suggests that a prospective user
should inquire further before using such work, without permission, in a way that might infringe the
copyright owner's rights.
A notice of copyright should not be placed on a work prepared as part of the official duties of a DON
employee.
Duplication and Performance of Copyrighted Sound and Video
Department of the Navy appropriated or non-appropriated funded audio and video duplicating
and playback equipment and facilities may not be used for the reproduction of copyrighted
sound or video recordings without permission of the copyright owner, without a written legal
determination that the reproduction is outside the exclusive rights granted to the copyright
owner by the law, or covered by one of the limitations on the exclusive rights. United States
copyright law, 17 U.S.C. 101, provides the following definition for determining whether a
performance is "public," for which permission from copyright owners is required: "To perform or
display a work 'publicly' means to perform or display it at a place open to the public or at any
place where a substantial number of persons outside of a normal circle of a family and its
social acquaintances is gathered."
According to SECNAVINST 5870.4A (series), within the DON, displays or performances on-
board ship, in bachelor officer or bachelor enlisted quarters, day room, barracks, general
mess, in an isolated area, or deployed area are not considered "public" provided the
performances or displays are made without any purpose of direct or indirect commercial
advantage and without charge to the recipients. Within the DON, displays or performances in
open messes and clubs are considered "public" and will not be conducted without the
permission of the copyright owner, except for in isolated areas or deployed units, as provided
in paragraph 5c.
Copyright in Works of Authorship Prepared by DON Personnel
Official Duty Determinations
Copyright protection in the United States is not available for a "work of the United States
government. This includes work prepared by an employee of the United States government as
part of that person's official duties per 17 U.S.C. Sections 101 and 105. Accordingly, before
asserting a copyright in a work, a DON employee should consult with his or her supervisor to
determine whether the work was prepared as part of the employee's official duties.
Criteria for Official Duty Determinations
In making a determination of whether a work was prepared as a part of official duties, the
employee and supervisor may be guided by these criteria:
1. A work prepared under the following circumstances is a work prepared as part of official duties:
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a. Preparation of the work was within the employee's position, job, or billet description.
This includes a work properly self-assigned by the employee who was in a position to
do so; or
b. Preparation of the work was properly assigned by the employee's superiors.
2. The presence or absence of a government contribution in the preparation of the work does not,
by itself, determine whether the work was prepared as part of official duties. (Examples of
"government contributions" are use of government time, facilities, equipment, materials, funds,
or the services of other government employees on official duty.)
3. An employee may successfully assert a copyright in a work prepared at that person's own
volition and clearly outside his or her official duties, even though the work includes knowledge
or information derived from the employee's official duties or relates to the professional field of
the employee.
Fair Use
One of the rights accorded to the owner of copyright is the right to reproduce or to authorize others to
reproduce the work in copies or phonorecords. This right is subject to certain limitations found in
sections 107 through 118 of the copyright law (title 17, U. S. Code). One of the more important
limitations is the doctrine of fair use. The doctrine of fair use has developed through a substantial
number of court decisions over the years and has been codified in section 107 of the copyright law.
Section 107 contains a list of the various purposes for which the reproduction of a particular work may
be considered fair, such as criticism, comment, news reporting, teaching, scholarship and research.
Section 107 also sets out four factors to be considered in determining whether or not a particular use
is fair:
The purpose and character of the use, including whether such use is of commercial nature or
is for nonprofit educational purposes.
The nature of the copyrighted work.
The amount and substantiality of the portion used in relation to the copyrighted work as a
whole.
The effect of the use upon the potential market for, or value of, the copyrighted work.
The distinction between fair use and infringement may be unclear and not easily defined. There is no
specific number of words, lines, or notes that may safely be taken without permission. Acknowledging
the source of the copyrighted material does not substitute for obtaining permission.
The 1961 Report of the Register of Copyrights on the General Revision of the U.S. Copyright Law
cites examples of activities that courts have regarded as fair use: quotation of excerpts in a review or
criticism for purposes of illustration or comment; quotation of short passages in a scholarly or
technical work, for illustration or clarification of the authors observations; use in a parody of some of
the content of the work parodied; summary of an address or article, with brief quotations, in a news
report; reproduction by a library of a portion of a work to replace part of a damaged copy;
reproduction by a teacher or student of a small part of a work to illustrate a lesson; reproduction of a
work in legislative or judicial proceedings or reports; incidental and fortuitous reproduction, in a
newsreel or broadcast, of a work located in the scene of an event being reported.
Copyright protects the particular way authors have expressed themselves. It does not extend to any
ideas, systems, or factual information conveyed in a work.
The safest course is always to get permission from the copyright owner before using copyrighted
material. The Copyright Office cannot give this permission.
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When it is impractical to obtain permission, use of copyrighted material should be avoided unless the
doctrine of fair use would clearly apply to the situation. The Copyright Office can neither determine if
a certain use may be considered fair nor advise on possible copyright violations.
ETHICS
Ethics are standards by which one should act based on values. Values are core beliefs such as duty,
honor and integrity that motivate attitudes and actions. Not all values are ethical values (integrity is;
happiness is not). Ethical values relate to what is right and wrong and thus take precedence over
non-ethical values when making ethical decisions. DoD employees should carefully consider ethical
values when making decisions as part of official duties.
Primary ethical values according to DoD Directive 5500.07-R:
1. Honesty. Being truthful, straightforward and candid are aspects of honesty.
2. Integrity. Being faithful to one's convictions is part of integrity. Following principles, acting with
honor, maintaining independent judgment and performing duties with impartiality help to
maintain integrity and avoid conflicts of interest and hypocrisy.
3. Loyalty. There are many synonyms for loyalty: fidelity, faithfulness, allegiance, devotion and
fealty. Loyalty is the bond that holds the nation and the Federal Government together and the
balm against dissension and conflict. It is not blind obedience or unquestioning acceptance of
the status quo. Loyalty requires careful balancing among various interests, values and
institutions in the interest of harmony and cohesion.
4. Accountability. DoD employees are required to accept responsibility for their decisions and the
resulting consequences. This includes avoiding even the appearance of impropriety because
appearances affect public confidence. Accountability promotes careful, well thought-out
decision-making and limits thoughtless action.
5. Fairness. Open-mindedness and impartiality are important aspects of fairness. DoD
employees must be committed to justice in the performance of their official duties. Decisions
must not be arbitrary, capricious or biased. Individuals must be treated equally and with
tolerance.
6. Caring. Compassion is an essential element of good government. Courtesy and kindness, both
to those we serve and to those we work with, help to ensure that individuals are not treated
solely as a means to an end. Caring for others is the counterbalance against the temptation to
pursue the mission at any cost.
7. Respect. To treat people with dignity, to honor privacy and to allow self-determination are
critical in a government of diverse people. Lack of respect leads to a breakdown of loyalty and
honesty within a government and brings chaos to the international community.
8. Promise Keeping. No government can function for long if its commitments are not kept. DoD
employees are obligated to keep their promises in order to promote trust and cooperation.
Because of the importance of promise keeping, it is critical that DoD employees only make
commitments that are within their authority.
9. Responsible Citizenship. It is the civic duty of every citizen and especially DoD employees, to
exercise discretion. Public servants are expected to engage personal judgment in the
performance of official duties within the limits of their authority so that the will of the people is
respected in accordance with democratic principles. Justice must be pursued and injustice
must be challenged through accepted means.
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10. Pursuit of Excellence. In public service, competence is only the starting point. DoD employees
are expected to set an example of superior diligence and commitment. They are expected to
be all they can be and to strive beyond mediocrity.
ETHICAL CONSIDERATIONS
Gifts
It is important for MCs to understand DoD ethical guidelines on giving and receiving gifts because
more than likely, you will encounter gift exchanges, be offered some form of gift, or be asked to
provide a gift from your command to a visitor or organization. MCs should consult legal counsel
regarding specific issues relating to proposed gifts.
Events Sponsored by States, Local Governments, or Civic Organizations
Senior MCs will routinely be invited to attend state, local government or civic organization events and
will be sometimes be offered free admission and/or meals. According to the Joint Ethics Regulation, a
DoD employee may accept a sponsor's unsolicited gift of free attendance for himself and an
accompanying spouse at an event sponsored by a state or local government or by a civic
organization exempt from taxation when the DON has determined that the community relations
interests of the Navy will be served by the DoD employee's attendance and if the cost and gift meet
further guidelines as outlined in 5 C.F.R. 2635.204.
Fundraising and Membership Drives
Joint ethics guidelines prohibit DoD employees from officially endorsing or appearing to endorse
membership drives or fundraising for any non-Federal entity except the following organizations:
The Combined Federal Campaign (CFC);
Emergency and disaster appeals approved by the Office of Personnel Management (OPM);
Army Emergency Relief;
Navy-Marine Corps Relief Society;
Air Force Assistance Fund,
Other organizations composed primarily of DoD employees or their dependents when
fundraising among their own members for the benefit of welfare funds for their own members
or their dependents when approved by the head of the DoD Component command or
organization. (This includes most morale, welfare and recreation programs, regardless of
funding sources).
These guidelines do not necessarily prohibit MCs from covering DoD employee participation in other
fundraising events or activities in local internal information publications. MCs do need to be aware
that endorsing or appearing to endorse other fundraising events is not authorized. To ensure planned
coverage meets DoD ethical guidelines, MCs should involve local legal personnel and/or Judge
Advocate Generals to provide guidance.
ETHICAL DECISION-MAKING
The following plan for decision-making ensures careful review of ethical consequences when there
are alternative solutions that seem proper under existing laws and regulations.
Define the Problem. Proceed from a general statement of the problem to specific statements of
the decisions to be made. As you take the following steps, such as identifying goals and
naming stakeholders, new problems or needed decisions may become apparent. Be willing to
add these to your problem list as you go.
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Identify the Goal(s). Proceed from a general statement of an end result, both long term and
short term. Be prepared to add to this list as you take the following steps. Goals are something
to strive toward. They are statements of the best possible results. The very best is not always
achieved for everyone. Many problems do not allow for "win/win" outcomes. Be prepared to fall
somewhat short of some goals for the sake of ethics and other considerations.
List Applicable Laws or Regulations. Laws and regulations are basic constraints within which
official decisions are made. Until all relevant laws and regulations are considered, ethical
decision-making is impossible. Although it is conceivable that an ethical decision could violate
a law or regulation, such circumstances are rare.
List the Ethical Values at Stake. Listing the ethical values at stake can awaken you to
problems and goals that you may not have otherwise considered. It may alert you to
stakeholders you may not have recognized. Listing the values reminds you of your
commitment to them at a time when the stress of the problem may cause you to forget.
Name All the Stakeholders. A stakeholder is anyone who is likely to be affected by a decision.
Many stakeholders will be apparent because of the previous steps you already followed. More
will occur to you as you give the matter a few minutes of thought. Do not forget to include
yourself and the people who may depend on you for support, both at work and at home. As
you list the stakeholders, try to note the way your decision could affect them. In other words,
name what is at stake for the stakeholder.
Gather Additional Information. This step is frequently overlooked. The stress from the problem
urges speedy solutions. However, hasty decisions usually create problems of their own. Take
the time to gather all necessary information. Ask questions, demand proof when appropriate,
check your assumptions.
State All Feasible Solutions. By this time, some feasible solutions will have presented
themselves. Others may be found by sharing the lists and information you have pulled together
and "brain storming." As you state the feasible solutions, note which stakeholders could be
affected and what might be gained or lost.
Eliminate Unethical Options. There may be solutions that seem to resolve the problem and
reach the goal but which are clearly unethical. Remember that short-term solutions are not
worth sacrificing our commitment to ethics. The long-term problems of unethical solutions will
not be worth the short-term advantages. Eliminate the unethical solutions.
Rank Remaining Solutions. Other solutions may not be clearly unethical but may be
questionable. You may have to rely on intuition or "gut feelings" to weed out these solutions.
Put these possible solutions at the bottom of your list. Rank the remaining solutions, which are
all ethical ones, in order of how close they bring you to your goal and solve the problem.
Commit to and Implement the Best Ethical Solution. Commitment and implementation are vital
to the ethical decision-making process. Determining which solution is the best ethical one is a
meaningless exercise unless implementation of the ethical solution follows. If the right decision
is not implemented, the door is left wide open for others to implement unethical solutions.
SECURITY
Physical Security
Department of Defense Publication DoD 5200.8 outlines the policies and minimum standards for the
physical protection of DoD personnel, installations, operations and assets of DoD components.
Command physical security programs are designed to safeguard personnel; to prevent unauthorized
access to equipment, installations, material and documents; and to safeguard them against
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espionage, sabotage, damage and theft.
Building/Space Security
Areas where MCs work should have defined work areas to allow for customer service, storage of
equipment and classified work and storage areas.
Customer Service Area
The job order desk or reception area is the only place within the facility/space where visitors or people
outside the work force should be allowed to visit unescorted. This area should be a definite, well-
defined area with a limiting barrier, either a warning sign, locked gate, or door (depending on the
degree of security required), beyond which unauthorized people should not enter.
Equipment Storage
Photo and video equipment to include cameras, lenses, flashes and lighting units are extremely pilfer-
able and must be stored in a secure area. Gear should be properly accounted for using local
procedures or the Controlled-Equipage Custody Record (4442), NAVSUP Form 306.
Classified Work and Storage Areas
Areas where classified materials are stored or used will be designated RESTRICTED AREA. An
effective and efficient method will be used to restrict access and control movement within these
areas. Only those persons whose duties actually require access and who have been granted
appropriate security clearance will be allowed freedom of movement within the area. Persons without
appropriate security clearance may gain access into the area, with appropriate approval, but must be
controlled by escort, attendant, or some other
security procedure to prevent access to the
classified information.
Access
Access is the ability or opportunity to obtain
knowledge of classified information. No person may
have access to classified information unless that
person has the appropriate security clearance and a
demonstrated need-to-know. If you have authorized
possession, knowledge and/or control of
information, YOU are the person responsible to
determine if another persons official duties require
access to that classified information.
No one, regardless of rank or position or mere
possession of a badge, has a right to have access
to classified information. Do not assume anything.
Check identity, clearance, need-to-know and ability
to protect (or store) the information before passing
classified information to anyone. You must strictly
limit distribution of papers and other media
containing classified information. When in doubt, do not route. Avoid routine dissemination of
classified material.
Storage
Unauthorized persons shall secure classified information under conditions adequate to prevent
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access. Classified information will be protected at all times either by storage in a Government
Services Administration (GSA) approved container or having it under the personal observation and
control of an authorized individual. Classified information that is not under the personal control and
observation of an authorized person is to be guarded or stored in a locked security container, vault,
room, or area in accordance with regulations.
Key Control
Key control will limit the number of people having access while maintaining an absolute minimum
number of keys for efficient operation. All keys should be numbered and controlled by inventory.
Never mark a key with a building or door number. If a lost key has data identifying what it may
access, the finder will know exactly where to use the key.
OPERATIONS SECURITY (OPSEC)
OPSEC is an overall security program that supports mission accomplishment. OPSEC is concerned
with keeping the tactical and strategic surprise on our side by protecting information and activities
affecting this principle. It is everyones job to protect classified information and Essential Elements of
Friendly Information (EEFI). EEFI is defined by DoD as specific pieces of information regarding
friendly (i.e., our) intentions, capabilities and activities, which are likely to be sought by our foes (i.e.,
our enemies/competitors).
Classified Material
As an MC, you may be assigned to a unit that works with or produces classified material. A basic
understanding of security and how it applies to your specific technical specialty is important to
successfully accomplishing your units mission.
Basic Policy
It is DoD policy (DoD Reg 5200.1-R) to make available to the public as much information concerning
its activities as possible, while still conforming to the need to protect national security. Therefore,
information is classified only to protect the national security.
Access to classified material is limited to personnel with a need to know, provided they have the
required security clearance level. Access is only given for the specific information needed to do the
job. Access to classified material will be denied to newly assigned personnel until their security
clearance has been verified.
Classified information requires protection against unauthorized disclosure in the interest of national
security. Classified material is marked in such a manner that there is no doubt as to the classification
level assigned to the material.
Classification Designations
One of only three designations may be used to classify information requiring protection against
unauthorized disclosure in the interest of national security: Top Secret, Secret, or Confidential.
Markings such as FOUO and Limited Official Use are restrictions, not classifications. See the DoD
Guide to Marking Classified Documents for further information.
Control of Visual Information Products
Supervisors are responsible for controlling photography, official and unofficial, within their jurisdiction,
regardless of whether photographers are attached to the DoD or are private citizens. Additional
directives will be issued as necessary to control photography within their commands. Those in
authority in the location where photographs are being taken will supervise the photography.
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To protect classified material from compromise when unclassified photography is authorized,
determine if any of the material within range of the camera is classified and if it is, remove or cover it
first.
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CHAPTER 2
PUBLIC AFFAIRS

As a senior MC, you may find yourself in a variety of public affairs billets throughout the fleet, whether
in an independent-duty role or as part of a base, shipboard, fleet or force public affairs office. You will
be responsible for managing resourcesmanpower, budget, supplies and equipment used for
completing the public affairs mission. You must be ready to step in and effectively manage the office,
either as the lone administrator or as the PAOs assistant.
Managing a public affairs office entails several things, such as administration and file maintenance,
personnel training, and even developing standard procedures for communicating with staff personnel,
media and the general public. It is a subject so broad that this manual cannot adequately cover it all
in one or two chapters. However, the following pages provide tools and knowledge to help you to
grow as a public affairs specialist.
Your primary foundation for doing MC work is Department of the Navy Public Affairs Policy and
Regulations, SECNAVINST 5720.44C. (This publication will subsequently be referred to by its short
title, PA Regs.) PA Regs has been issued as an instruction from the Secretary of the Navy (SECNAV)
who, by law and regulation, is responsible for relationships with the Navys publics, as defined in the
MC Basic manual. It not only provides policy guidance, but also outlines regulations and recommends
general practices and procedures for the conduct of a public affairs program. It contains much of the
authority you need to perform your duties and provides a wealth of information and practical
guidance.
Furthermore, there are usually communication plans and instructions issued by area, fleet, or force
commanders, which supplement the basic provisions in PA Regs.
LEARNING OBJECTIVES
After completing this chapter, you should be able to do the following:
1. Define the roles, responsibilities and functions of a senior MC performing public affairs duties
2. Identify the public affairs process and how it is used
3. Detail the importance of sound military/media relations
4. Discuss the guidelines for releasing information
5. Identify the various types of media actions that lead to distorted messages and detail the
concept of credibility when dealing with the media
6. Discuss the restrictions security accuracy propriety and policy (SAPP) has on information
release
7. Discuss the impact the role social media has on the effectiveness of your communications plan
ROLES, RESPONSIBILITIES AND ORGANIZATION
Effective staff procedures assist a commander by decreasing the number of items requiring command
decisions, speeding up the processing of information into material useful to the commander in making
decisions, and improving the quality of the product presented to him.
It is important for personnel assigned to the public affairs staff to not only know the detailed
procedures and techniques of their own office, but also those commonly used by all staff divisions.
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The broad functions performed by all sections of the staff, including public affairs, in their daily
activities are as follows:
Provide advice and information
Develop plans
Organize resources
Achieve coordination
Make recommendations and decisions
Prepare and transmit directives
Maintain control through supervision
Advise and Provide Information
The public affairs officer, or PAO, is a special advisor to the commander and is relied upon to provide
candid, solid advice on how command operations, exercises, and incidents could be affected and
viewed by the commands many publics. To provide that candid advice and to understand how
communicating with the various publics impacts the mission, public affairs offices must monitor the
continuous flow of information into the headquarters. That information comes in through e-mail,
message traffic and word of mouth. It comes from higher and lower echelons, from intelligence
reports, routine reports, and personal observation and conversations.
The public affairs staff must stay current on situations within the command so it can assess the
incoming information and determine whether what the commander, other staff sections or
subordinates need to know. Public affairs offices must judge the significance, reliability and
completeness of the information. The commander should not be burdened with a mass of
indecipherable information, irrelevant facts or unfounded rumors. Above all, public affairs efforts must
be objective. Facts must be prepared as they arenot as the commander would like them to be.
Products
No matter the size, every public affairs office generates several print, video, and web products,
including welcome aboard brochures, command presentations, CO, XO, and CMC biographies and
official photographs, fact sheets, briefings, family-grams, cruise books, etc., to support community
relations, internal and external information products.
Regardless of the product or communication environment, you will use the basic public affairs
process of research, planning, implementation, and evaluation (RPIE).
PUBLIC AFFAIRS PROCESS
The public affairs process is applicable across all MC paygrades but becomes more detailed as your
job scope and responsibilities increase.
RESEARCH
Research is the key to any successful public affairs, communications, and/or community engagement
efforts, not only in the Navy, but also in the business world, non-profit field, and other government
sectors. Without research, those who administer public affairs, promotions, and related
communications programs and activities would be operating in the dark without any guidance or clear
sense of direction. The goal of research is to focus the entire public affairs process and examine the
communications relationships that exist among and between the Navy and its key target audience
groups.
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By gathering data points, assessing attitudes and exploring communication strategies, PAOs can
determine what potential audiences know and believe. PAOs should look comprehensively at all
variables using two types of research: quantitative and qualitative.
Quantitative analysis occurs both in the research and evaluation stages of the process. The
analysis produces hard data and generally requires specialized skills and specialized funds to
hire a civilian research agency to perform the analysis. PAOs and senior MCs will usually
focus on qualitative assessments of the diverse, multifaceted communities in which they
operate.
Qualitative analysis will likely include a spectrum of viewpoints, preconceptions, opinions, and
experiences. Even among pro-military segments of the population, some may be critical of
certain Navy decisions or actions. Qualitative analysis can be quickly and economically
conducted through the use of focus groups and personal, one-on-one interviews.
Considerations:
Media relations PAOs and senior MCs should meet local media leadership soon after
assuming duties. Ask for their observations on public opinion toward the local command. (See
SECNAVINST 5720.44(Series) for more media guidance)
Media analysis Clippings, letters to the editor, broadcast segments, and other material help
gauge and document public opinion
Civic organizations Consult the leadership of civic groups for views on specific issues of
Navy or Marine Corps concern
Internal assessment Since Sailors frequently join such groups in an off-duty capacity, take
the pulse of the internal community
Military organizations Military organizations that support the Navy can be a good source of
candid analysis of any challenges
Ask for recruiters insights into youth attitudes. They may also provide feedback from centers
of influence such as teachers and school counselors
Reserve and National Guard members may be life-long residents of the community. They can
often have intimate corporate knowledge concerning historical attitudes and issues
surrounding Navy presence in the area
PLANNING
Determine communication goals and objectives. There should be an objective that states the desired
outcome of all events and activities. Goals are the benchmarks under which the objectives should be
accomplished. Accomplishing goals helps ensure the objective is met. Goals are more specific in
nature than objectives. An objective may be to create and maintain a positive public affairs
environment within the community. The goal is the action to take; the objective is the desired outcome
when that action is completed.
Possible goals (objectives or success indicators) include:
Increase community interaction with influential opinion leaders
Improve relations with local schools
Assist recruiting efforts in surrounding communities
Reduce anxiety about a hazardous environmental situation
Conduct a reality check
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A communication plan should:
Support your organizations mission and people
Be understood by both leaders and subordinates
Be measurable - by stating specifically what will happen and how it will be measured
Ensure enthusiasm and commitment by those who must carry out the plan
Follow all applicable directives
Tactical planning within the commands communication plan involves selecting specific milestones in
support of the overall communication objectives. Resist the temptation to devise tactics as a first step;
all steps outlined above must be completed first. Tactics integrate key messages and identify
spokespersons and communications channels. A tactical plan lists each step to be taken, shows
which objective it supports, and pinpoints when each step will occur within a timeline or plan of action
and milestones.
Tactics may include:
Working with area leaders and citizens to create a base community council or to energize a
local chamber of commerce
Join forces with protocol to revamp the command guest list for an upcoming change of
command in order to reach a more diverse audience
Invite civilian groups to attend POW/MIA day on the base
Schedule base speakers at five events each month
Schedule the commander to attend weekly civic meetings
Arrange for military representatives to serve on local committees
Partner with the local community on an Armed Forces Day or Womens History Month event
Remain flexible. While the plan is a starting point for the PAOs community outreach strategy
and should be viewed as a living document, be aware of how changes may impact the larger
communication plan and its objectives
IMPLEMENTING
While implementation may sound like the easiest step, many public affairs specialists and officers find
themselves trying to execute the perfect plan as opposed to the most effective. Changing your plan
midstream and overanalyzing can have a detrimental effect.
EVALUATING
During the evaluating process, be sure to pay close attention to your public affairs programs. Check
to see if they are performing as advertised, are as complete as possible, and conform to guidance
provided in PA Regs.
Some of the programs and projects you should closely monitor include: community relations (Adopt-
A-School, speakers bureau, etc.), internal information/ communications (command website, awards
ceremonies, special events, etc.), command tours, static displays, and guest cruises. Do not forget to
scrutinize your training program closely, because better-trained MCs result in a more efficient and
professional operation.
Evaluating, measuring success, and, to a degree, communicating that success to military and civilian
leaders, is essential in gauging how well the public affairs team communicates with its various
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audiences. Use the success indicators (objectives) identified in the planning stage to measure
effectiveness.
Success indicators may include:
Attendance figures
Participation and engagement
Direct feedback
Media coverage
Speaker requests
MEDIA RELATIONS
Media relations is an important component to a successful communication strategy. The media are
key in telling the Navy story and you must be cognizant of the various outlets, organizations, and
audiences each respective media organization reaches. Whether it is the local outlet in Small Town,
U.S.A., or a major international news organization viewed by millions around the globe, as a public
affairs professional you must be a good steward of information and not succumb to the temptation of
simply rapidly releasing information but expeditiously and more importantly, accurately releasing
necessary information to targeted media which will support your overall communication strategy while
adhering to established guidelines.
PUBLIC INFORMATION
Timely and accurate information will be made available to the public, Congress, and the news media
so they may assess and understand the facts about national security, defense strategy, and ongoing
joint and unilateral operations. Requests for information from organizations and private citizens will be
answered in a timely manner. In carrying out this policy, the following principles of information release
apply:
1. Full disclosure. Information will be made fully available, consistent with statutory requirements,
unless its release is precluded by current and valid security classification. The provisions of the
Freedom of Information Act and the Privacy Act will be complied with in both letter and spirit.
2. A free flow of general and military information will be made available, without censorship or
propaganda, to the men and women of the Armed Forces and their family members.
3. Information will not be classified or otherwise withheld to protect the government from criticism
or embarrassment.
4. Information will be withheld only when disclosure would adversely affect national and
operations security or threaten the safety or privacy of the men and women of the Armed
Forces.
5. The Department's obligation to provide the public with information on its major programs and
operations may require detailed Public Affairs planning and coordination within the Department
and with other government agencies. The sole purpose of such activity is to expedite the flow
of information to the public; propaganda or publicity designed to sway or direct public opinion
will not be included in Department of Defense Public Affairs programs.
Information Release
In deciding how, when, and to whom information should be released requires determining what
information can be released based on:
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Whether release of given information/imagery is required by the Freedom of Information Act
The nine Freedom of Information Act release exemptions
If release of given information/imagery is/is not prohibited by the Privacy Act, violates security,
propriety, or any Department of Defense (DoD) service policy
If the Public Affairs Officer does/does not have the authority/competency/ability to release
information regarding a given topic
The Publics Right to Know vs. Need to Know
A critical aspect of the military public affairs mission is to provide American citizens with information
concerning military plans, policies, and operations. According to Joint Publication 3-61, "It is the
responsibility of the DoD to make available timely and accurate information so that the public,
Congress and the news media may assess and understand facts about national security and defense
strategy."
The publics "right to know" is a legal concept supported by both the Constitution and an act of
Congress. Laws like the Sunshine Act (5 U.S.C. 552b) allow the public to gain full disclosure on what
the U.S. government is doing. It is also a concept promoted by officials in all branches of our
government as a correct and proper approach. The United States is a government "of the people"
and should be open and without secrecy except in special circumstances. In fact, this concept is
widely recognized as fundamental to democracy.
The publics "need to know," conversely, is the concept often used to protect certain information from
potential enemies of the United States. Our democracy has determined that it is necessary to keep
some information from the general public. Some information is critically important to the operation and
defense of government. Potential enemies could benefit from disclosure of this kind of information.
This "need to know" concept has risen out of the democratic process and has been around for a
while.
The need for some means of governmental classification in the interest of national defense and
security has long been recognized. We have already established the public has a right to know some
things. But making decisions on what information the public does or does not have a need to know
can become a delicate balancing act. This is where the gray area of our job comes into play as you
decide what information to release.
Release authority may be delegated but ultimate responsibility always lies with your commander or a
higher command. Your job is to advise, but they are the leaders who ultimately say what is or is not
released. In the balancing act of the publics right versus the publics need to know, we must realize
that increased public interest leads to a greater need to provide information.
The Department of Defense website devotes a page to DoD Issuances which links to directives,
issuances, publications, and instructions set forth to govern the release of information. A portion of
this directive has been pulled out and used as the DoD Principles of Information, which can be
summarized and is perhaps best known as the maximum disclosure, minimum delay policy. It states
that the DoD is committed to providing the public with rapid access to any information that would not
jeopardize security or a service members right of privacy. It also specifically states that information
may not be withheld from the public simply because its release would be embarrassing to the
commander or service involved.
The maximum disclosure, minimum delay policy is the foundation for DoDs military-media relations
program. PAOs must ensure that information provided to media is completely releasable. The
determination of what is releasable must be included in operations planning.
Operational security (OPSEC): "Security at the source" is the best way to ensure that no released
information jeopardizes operational security or the safety and privacy of military forces.
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Media Training
As you interact with media members, you will undoubtedly have a number of requests to provide
subject-matter experts to support external media products. Sailors you make available to the media
should be familiar with the interview process and how they should respond to questions.
The office of the Chief of Information (CHINFO) or its designees provides media training to senior
officials Flag officers, Senior Executive Service, subject-matter experts and other relevant
personnel on an ongoing basis. Command PAOs provide on-site guidance and refresher training
as needed.
Operational training must include preparations for news media coverage of the operation. This
media training involves both PAOs and leaders of operational units that can expect media
coverage during an operation. Commanders, both of combatant commands and operational
units, should avail themselves of this training. It should also be provided to others when
possible.
The three basic objectives of media training are to prepare commanders and staff to
understand media requirements, to articulate command messages, and to avoid the usual
pitfalls of news media interaction.
Examples of training include learning how to respond to difficult questions with a talking point
(turning a difficult question to the commanders advantage), avoiding speculation, avoiding
sensitive wording, and refocusing discussions with media. For information on CHINFO media
training, contact the CHINFO news desk.
When mutually arranged and consistently followed, attribution arrangements and other ground rules
help safeguard good media relationships and can reduce or eliminate misunderstandings and
disputes. These arrangements must be made and understood before any information is provided.
When statements concern policy that pertains to several commands, the PAO may choose to request
attribution to a Navy spokesperson or similarly broad category, rather than attribution by name and
title. However, reporters normally attribute comments to a spokesperson by name and title. Attribution
options include:
For attribution. The source is considered an official spokesperson and will be identified by
name and title (e.g., "Lt. Joe Jones, Navy spokesperson"). When someone speaks for the
Navy with the proper authority on a particular subject, topic, or event and provides the official
Navy position or response, that person is considered an official spokesperson for purposes of
Navy information.
Not for attribution. The specific (personal) source of information is not to be identified.
Reporters may attribute the information to a military source, a Navy official, or another
nonspecific term acceptable to the reporter and spokesperson. This should be mutually agreed
upon in advance.
Before news conferences, interviews, or any other media interactions, PAOs will establish ground
rules ensuring both the source and journalist understand them. These include the means of
attribution, time limit, and logistical considerations. PAOs should ensure that all command members
who are likely to encounter media understand these basic ground rules and the role of the PAO in
establishing and maintaining them. Ground rule options include:
On the record. Remarks are for attribution by name and title. They should be quoted verbatim
and attributed directly to the information source. All remarks are assumed to be in this category
unless otherwise stated and agreed to in advance.
Background. Remarks are not for direct attribution. The reporter may use them in any fashion
desired, provided there is no attribution to a specific source by name or title. The source may
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be identified as a Navy or another general title as mutually agreed to beforehand.
Background is mostly used to explain the context of the story.
Off the record. Statements made under this ground rule are usually meant to provide in-depth
information or perspective to reporters who may be pursuing a topic to a wrong conclusion, or
to orient them to future events that will eventually be reported but currently require special
handling. Reporters are not obliged to place a statement off the record after that statement
has been made, so this rule must be clearly communicated and understood in advance.
ALWAYS ASSUME ATTRIBUTION and do not be surprised when off-the-record remarks
appear as on-the-record comments.
Media Availability
Sometimes referred to as press conferences, media availabilities allow commanders to interact with
media quickly to promote an event or respond to a crisis. Press releases are sent in advance, and
media escorts are provided to ensure media representatives get to the location of the media
availability. In addition, press kits are distributed which include biographies of the leadership, ship/unit
facts and information, along with assets assigned. Questions and topics of discussion should be
relevant to the media availability and not used as a platform to discuss other current events or non-
related issues to the event.
Releasing Information to the Media
A request for an exclusive can involve any news story that no other reporter has requested.
Requests for exclusive information on major stories of obvious news value are generally not honored,
and are generally discouraged. The publics right to know generally calls for widest possible
dissemination, and that principle transcends the proprietary rights of a single reporter. When following
up on a story of clear news value, a reporter may ask for additional information to support a
subsequent in-depth news feature or a different perspective on the story. Such requests may be
honored. If similar inquiries are received from other reporters, the information should be released
simultaneously to all interested media.
The Rule of First Inquiry. This rule is intended to facilitate the basic policy of fair and equitable
treatment. It normally applies to a minor news story of limited interest. It must be applied
consistently.
This rule applies only when one news media representative has requested information of
obviously limited news interest. The fact that such information has been provided to a reporter
is not to be volunteered to other reporters.
If, prior to answering the first inquiry, substantially similar inquiries are received from other
reporters, the first reporter will be so informed. Subsequent inquirers will be advised that a
prior request has been received. None of the inquirers will be told the identity of the individuals
or organizations that have placed similar inquiries.
If not more than three similar requests are received, the information will be provided
simultaneously, if possible, to all inquirers. If not possible, inquirers will be answered in the
order requests were received.
If more than three requests for substantially similar information have been received before any
are answered, inquirers will be advised that the information cannot be given on an exclusive or
limited basis. Due to the number of inquiries, the information warrants wide dissemination and
original inquirers should be advised that a general release covering the subject might be
issued to all news media.
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You should strive to provide as much information that is available and releasable to the media,
ensuring they understand that as soon as more information becomes available it will be released.
Remember maximum disclosure, minimum delay.
Initiate when possible. Help the reporter achieve balanced news coverage by initiating the release of
information. Commanders should provide the maximum possible amount of information to ensure
news media fully understand an issue.
When unfavorable or embarrassing events occur, commanders may be tempted to delay or reduce
disclosure. However, both ethical and practical considerations call for expeditious release of adverse
news. Ethically, the public has a right to know. Practically, delayed disclosure may lead to either
erroneous or long-term news coverage of the issue, and possibly both. Bad news does not get better
with time. However, some instances may necessitate a delay in release. An example might be
delaying an announcement of an aircraft mishap so next of kin can be notified first (a requirement).
Even with less than favorable news, the American public is, in general, understandable and forgiving
in instances like these.

120502-N-WL435-241
GROTON, Conn. (May 2, 2012) Chief of Naval Operations (CNO) Adm. Jonathan Greenert and U.S.
Rep. Joe Courtney from Connecticut hold a press conference at the General Dynamics Electric Boat
shipyard to announce the Navy's acceptance of the Virginia-class attack submarine Pre-
Commissioning Unit (PCU) Mississippi (SSN 782) and answer questions from national and local
media. (U.S. Navy photo by Mass Communication Specialist 1st Class Peter D. Lawlor/Released)
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Always consult applicable public affairs guidance and appropriate public affairs officer(s) in the chain
of command before providing information to the media.
Classified information must always be protected. PAOs escorting media into spaces with classified
equipment and/or classified material must ensure that all appropriate steps are taken to safeguard
classified equipment and classified information prior to entry into the space.
In addition to classified material, sensitive unclassified information should also be protected.
If a reporter or photographer has been given wrongful access to classified or sensitive information,
the PAO shall immediately contact the command Security Manager to report the unauthorized
disclosure. Do not make any statements or comments concerning the classified information. The
Security Manager will notify Chief of Naval Operations (N09N2). If corrective action is warranted,
corrective action may include retrieving the information from the reporter or photographer.
Review all internal information generated for public release to ensure it does not contain classified
information or sensitive, unclassified information. This review will also ensure that it conforms to
command policy. It is always better to be safe than sorry. Review information if it falls into one of
these categories:
Test and evaluation information
Proprietary information
Information that might endanger personnel (names, addresses)
Contract negotiation
Military justice matters
Investigations
Hospitalized and wounded
Matters of propriety and special circumstances (base closures, claims against the government,
etc.)
MCs should always have appropriate security clearances for access to operational and administrative
matters that affect the command. The expanding presence of the Navy on the Internet has created a
new security issue for PAOs: no command information server connected to the Internet should
contain classified, unclassified sensitive, private, or any other information that would allow the
recipient to infer any of the above. Security safeguards such as firewalls should always be used in
electronic servers connected to publicly available networks.
Limitations of Release
The DoD has established standard limitations to its maximum disclosure, minimum delay policy to
ensure consistency of information released by the many commands, activities and military bases that
make up the DoD. The restrictions are security, accuracy, propriety, and policy, also referred to as
SAPP -- an internal acronym used by the public affairs community.
Security is the need to safeguard physical, classified, and operationally sensitive information. It is the
first and most important limitation. It refers to information that is formally classified or information that
falls under operational security (OPSEC) or Essential Elements of Friendly Information (EEFI).
Examples of secure information would be operational planning, troop movements, investigations, or
unit strength in a theater of operation.
Accuracy is the second most important limitation. This limitation demands that public affairs sources
provide only factual information, not speculation. What does this mean? Do not answer questions or
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release information unless you are sure you have accurate information. Do not be pressured into
providing an inaccurate release.
An example would be during the TWA Flight 800 crash over Long Island, N.Y., in 1996. Within the
first few hours of the downed aircraft, New York media descended upon Coast Guard Station
Moriches as they began search and rescue operations. The Coast Guard Group Moriches
Commander was responding to media queries when reporters asked him what he needed the most.
He responded, "Lots of body bags." This was a violation of accuracy by the commander because
search and rescue operations had just got under way. There had been no indication of whether or not
there were survivors, or if next of kin had been notified. He violated accuracy.
Propriety (and often policy) pertains to the advertising of commercial products. It is inappropriate to
release information that gives the perception of the DoD endorsing a product; release information that
places organizations in an unnecessary negative light; release information that shows bias toward
commercial products or agencies, etc.
Also out of respect for service members and their families, public affairs personnel will not help gather
or publish inappropriate descriptions or images. You must ensure all your releases are in good taste.
For example, do not release grotesque accident photographs or make statements that may cause
family members distress.
Policy dictates the procedure for release of topical information at various levels of authority, which
can become challenging in a joint environment, when every commander's policy matters greatly.
Other examples of specific policy include the Freedom of Information Act and the Privacy Act, which
also give release guidance for certain types of information. PAOs should understand and be able to
explain public affairs, as well as operational policies regarding the release or non-release of
information.
Limitations of Release Other Considerations
In addition to SAPP limitations on the release of information, there are other limitations you must
consider: ability, competency, and authority or ACA guidelines. ACA guidelines refer to a particular
person's or command's ability, competency and authority to release the information. These three
additional lesser-known, but not less important, considerations may limit public affairs professionals
from providing information on a given subject.
Ability refers to actually having the information. For example, a public affairs officer or other individual
dealing with the media simply may not possess any information on the issues and therefore, at that
point at least, will not have the ability to comment on or release any information.
Competency refers to having expertise on the subject. In a given situation, the PAO or other
individual might, in fact, have the information, but not be qualified or have the competency to discuss
it with news media. In other words, the PAO may not be the subject matter expert (SME) on the topic.
In these cases, a PAO can locate an SME with the competency to talk on the subject or refer the
requester of the information to another agency's public affairs office.
Reporters do not necessarily want to talk with a public affairs specialist; they want to talk with the men
and women who are doing the work. They want to talk with the pilot who flew the plane, the tank
driver who advanced through a hostile zone, the Marine who was involved in the shootout, the
engineer who can speak specifically about a weapons system, etc. They are the individuals with first-
hand knowledge and a human-interest story to tell the public.
Authority means that information is released at the appropriate level of command. A good rule of
thumb is that the release authority of a commander is the same level of authority in other military
matters. For example, a base-level PAO is normally authorized to speak for anything involving his or
her base, but usually will not have the authority to speak on behalf of a higher headquarters.
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Your level of command will have authority to talk about what they are responsible for. You should
never comment on another command's activities. In addition, policies or actions that happen at higher
levels of command are never your responsibility unless you are given authorization to talk about them
as they pertain to your command.
We use the terms usually and normally because that is where this gray area really shows its color.
Much of this ambiguity is based on what type of information is being considered for release.
All activities will identify their target audiences to help focus communication efforts. Audiences are
generally divided into two categories: internal and external. Channels to these audiences often
overlap; for example, Sailors receive information from external media in addition to internal media.
Decisions about when to release information externally or internally depend on the situation.
Commands should understand there could be negative consequences of holding onto information.
Here are some reasons to release information as early as possible:
The U.S. public, Congress and the media are entitled to truthful, timely, and accurate
information about the military, per the DOD Principles of Information.
Early release of information sets the pace and tone for resolution of a problem.
If you wait, the story will often leak anyway. When it does, you jeopardize trust and your
(personal, command, and Navy) credibility.
You can better control the accuracy of the information if you are the first to present it. If the
story gets out incorrectly, it will remain incorrect.
There is more likely to be time for meaningful public involvement in decision-making if the
information is released promptly.
Prompt release of information, including visual information, about one situation may prevent
similar situations elsewhere.
Less work is required to release information early than to respond to inquiries, attacks,
misinformation, etc., which might result from a delayed response.
If you wait, the public may feel angry and resentful about not learning of the information earlier.
People are more likely to overestimate the risk if you hold onto information.
All releases have worldwide potential. Information flow in the global information environment is faster,
farther reaching, and has greater impact than ever before. Current information technology ensures
information in the public domain is available worldwide; therefore, information released to an internal
audience or to a specific target audience has the potential to reach an international audience. Once
this information is released, it is beyond control.
Information reliability has decreased in todays communications environment. Information, either
correct or incorrect, can be placed in the communications stream at a near real-time rate. This can
increase the risk that a DON activity may be reported on inaccurately or with information taken out of
context. When a command or PA activity finds an instance where the media has used inaccurate
information or used information out of context, that PA activity must practice procedures and
techniques that mirror the sophistication of the media and take immediate action to correct the record.
DON PA must have reliable, accurate, current, and credible information available to address
inaccurate and out-of-context information. Care should also be taken to ensure information has been
communicated clearly and is understood by those receiving it. Where possible, the media product
should be reviewed for accuracy before and after it has been published or aired.
Todays media, fueled by the connected public, have a voracious appetite for visual information (VI) in
the form of still photography and video. It is imperative for the Navys PA community to acquire and
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disseminate all forms of VI as rapidly as possible and in accordance with operational guidelines and
requirements.
Prior to distributing your release, try this mental checklist:
Is the event newsworthy?
Does the release make sense and follow a logical order?
Does it reflect Navy policy?
Does it include facts only and no opinions (unless attributed)?
Is the most important information in the first two paragraphs?
Is the information unclassified, accurate, and in good taste?
Is the information as timely as possible? (One hour or less is recommended for serious
accident or injury.)
Have you used common simple words?
Have you eliminated military jargon?
Did you add relevant quotes in the release?
If the release is in response to injury or death, has the next of kin been notified and have 24
hours passed?
If the event is an accident or incident, did you mention that an investigation is under way?
Does the release appropriately protect the privacy of family members?
Did you include a contact name and phone number for media follow-up?
Did you mention the availability of imagery and/or include a link to a website where it could be
found?
Did you include as much information as possible without delaying the release?
Has the information been approved for release?
Have you targeted your release for the appropriate audience(s)?
Have you sent it to Navy.mil?
Was the Defense Video and Imagery Distribution System, or DVIDS, included in your release?
Is your local media list up-to-date?
Inaccurate Reporting
Inaccurate reporting may result from a human error in the reporting process or be an intentionally
reported piece of information from an adversary. The definitions of these are:
Misinformation - to give false or misleading information.
Disinformation - Deliberately misleading information announced publicly or leaked by a
government or especially by an intelligence agency in order to influence public opinion or the
government in another nation.
In the case of inaccurate reporting, you must weigh the consequences of various responses. Seeking
a retraction or correction may increase the potential for repeating inaccurate or distorted information.
In addition, the severity of the inaccuracy, minor or major, should be considered. In general, avoid
corrections and retractions if unnecessary to correct factual inaccuracies.
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Response options include:
No response.
An email or phone call to editor, news director or reporter. This is often the wisest choice,
because it gives the publication the opportunity to correct information on its website, which is
often fodder for subsequent news stories and educates the reporter/editor/news director so the
mistake will not be made again. This approach is better than ignoring an error.
Correction or retraction.
Letter to the editor.
Opinion-editorial (Op-Ed) submission.
Media Embeds
A media embed is defined as an occasion when a credentialed media representative remains with a
unit for an extended period of weeks or perhaps even months. An embarkation of a few days in
support of a short exercise or to simply become familiar with operations is not considered an embed.
Media can be embedded with air, ground, and afloat forces to ensure a full understanding of all
operations.
Embedded media operate as part of their assigned unit.
DOD assigns embed opportunities to news organizations, not to reporters. The media organization
assigns individual reporters to fill those embed slots.
Media will be given access to operational combat missions, including mission preparation and
debriefing, whenever possible. Commanders will ensure the media are given every opportunity to
observe actual combat operations. The personal safety of reporters is not a reason to exclude them
from combat areas.
When media is embedding with your command, it is important to go over and have media members
sign a set of ground rules specific to your unit.
Media embeds are controlled by your Fleet and Force commanders. More information can be found in
PA Regs.
Internet-Based Capabilities (Websites/Social Media)
Information technology continues to be a front-burner issue for public affairs professionals. Relevant
policy is found in SECNAVINST 5720.47B. Information contained in a publicly available website is a
public affairs matter. The public affairs officer must be the content manager, which, at minimum,
means that the PAO reviews and approves all information being released. PAOs must balance the
need for timely and complete release of information with safety and security concerns. The Internet
and the web offer valuable opportunities to quickly research any topic through a nearly endless
database, and to communicate with millions of people on a one-to-one basis.
Social Media
Social media describes the different means by which people, enabled by digital communication
technologies, connect with one another to share information and engage in conversations on topics of
mutual interest. Social media is an umbrella term describing a variety of communication media and
platforms, social networking being the most well-known of them. While specific media, platforms, and
technologies may change over time, the overall trend of people connecting with other people using
technology only increases. The way people get information has changed and their desire to have real
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conversations with individuals, businesses, organizations, and government has increased. This
presents a tremendous opportunity for all commands to more effectively communicate with Sailors,
Navy families, and the public.
Social media, as part of your overall command communications strategy, helps fulfill the obligation to
communicate with all stakeholders. It also provides another, often richer, means of sharing
information with internal and external audiences. Stakeholders are increasingly using social media,
and PA professionals are better off reaching them there than not at all.
Todays media is no longer confined to 24-hour cable news and news websites. The Navy now looks
beyond the traditional media, and recognizes that social media, such as YouTube, blogs, and
Facebook, influences mass media and has helped reshape the information environment.
Using social media to communicate with stakeholders during a crisis has already proven to be an
especially effective use of the medium due to its speed, reach, and direct access. In recent crises,
social media has facilitated the distribution of command information to key audiences and media
while providing a means for dialogue among the affected and interested publics.
Generally, PA professionals should regularly monitor incoming content posted by users on the units
interactive social sites so you can understand what information they need and what is happening to
them. Staff appropriately to answer questions as best as possible and ensure that your audience
knows you are listening to them and actively engaged in the crisis. Experience shows this will be your
single greatest source of requests for information in a crisis.
Post releasable information as it becomes available; there is no need to wait for a formal press
release. When you have solid information that your audience want to know, post it. If you need to put
out updated information later, do so, but do not let perfect be the enemy of good enough.
Monitor external conversations regularly and correct inaccuracies. This is the best way to stop rumors
before they run rampant. Use search engines and other monitoring tools to track discussion on the
topic.
Share and cross-promote critical information with your network of trusted social media sites, such as
other Navy command sites, government sites, and official non-governmental organization sites like
the American Red Cross. You never know who may be reached through the extended network of the
social web.
Analyze success of crisis communication via social media by looking at click-throughs, conversation,
replies and reactions to postings, etc.
Blogs
Throughout American history our service members have been the most credible, influential, and
authentic spokespersons for the U.S. military way of life. Their diaries, letters, and handwritten
journals have provided some of the clearest accounts and most authentic historic documentation of
Americas battles and warfare. But the age of handwritten diaries, journals, and letters is all but gone.
They are being replaced by instantaneous worldwide communication. Rather than diminishing the
personal record of events and military life, this new form of interaction has greatly advanced the
service members ability to communicate.
Internet home pages, message boards, web logs (blogs), web-based video diaries/blogs (vlogs) and
other Internet video products, standard email, wireless text messaging, and other evolving forms of
electronic media have become increasingly popular as a convenient means for service members to
communicate in real and near-real time with families, friends and the general public nationally and
internationally.
Military and civilian personnel, especially when deployed overseas or in situations where usual
civilian communication channels are limited, are using blogs to communicate with family and friends.
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However, blogs and other personal diaries, including video products, are open to review by anyone
with Internet access. Uninformed users often think of these mediums as tools for conversation
amongst peers, but, because of the public nature of blogs, they are open to unlimited view and
dissemination.
Before posting or transmitting information, ask yourself if you are about to transmit information that
could be helpful to the enemy. Be responsible when describing daily activities, experiences, locations,
or places. Comply explicitly with the protection and operational security policies of the Department of
Defense. In this case, PAOs and senior MCs may initiate posts or may respond to blogs/web postings
that misrepresent the facts on Navy issues or policies. If so:
All personnel will identify themselves as an official representative of the United States Navy,
using name, rank, title and command.
All personnel shall reply using proper etiquette and decorum. Remember, everything you write
is on the record.
All personnel will respond using previously approved CHINFO talking points and public affairs
guidance.
No personal opinions will be expressed in the response.
No persuasive remarks, such as write your congressman, write Navy Recruiting District
Command, etc., will be used by personnel responding to a blog.
All personnel shall report their postings to their Immediate Superior in Command (ISIC).
In your engagements, be sure to use the words "Navy" and the issue name for easy search of
your activities.
Be careful about commenting on any current litigation.
Be aggressive, but be smart and non-emotional.
The following is a summary of some types of information that must not be displayed on any public
accessible website including personal blogs or other electronic media operated by individual service
members or DOD civilian or contract employees:
Pre-decisional information, proprietary information, business sensitive information, or
information designated as For Official Use Only (FOUO).
Information about the military that is not based on personal experience or not in the scope of
personal duties.
Information protected by the Privacy Act of 1974 or the Health Insurance Portability and
Accountability Act (HIPAA) of 1996.
Informationother than authorized press releasesabout casualties prior to official
confirmation that next of kin have been notified and some competent authority authorizes
publication of specific casualty information. Commanders are reminded that casualty
information is to be tightly controlled and heavily scrutinized.
Informationother than authorized press releasesregarding events or incidents currently
under investigation.
Information that is under copyright or trademark without permission of the holder.
Unit or other personnel lists/rosters, charts or directories, or the names, addresses and
telephone numbers of unit members.
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Any image, still or motion of any military operation or activity unless that image has been
cleared by the proper authority.
Finally, remember, once you post information, it cannot be removed. Whatever you say will
be forever ascribed to you.
The Navy encourages use of interactive social media sites. These tools can be used as a force-
multiplier, but should not be considered as a replacement to the websites, etc., of the individual Navy
entity. Social media efforts should be used to complement your communication strategy.
Current regulations cover many areas, including, but not limited to, accessibility, records
management, privacy, security, information quality, and personal decorum. Web capabilities are
simply evolutionary enhancements to the Internet and remain subject to policies currently in place.
In accordance with SECNAVINST 5720.47B, Navy commands are permitted to operate publicly
accessible, public-facing websites only within the .mil domain. This translates to mean that a Navy
command may not operate a command website in any other domain than navy.mil. However, the use
of web tools such as an interactive social media site is not considered the establishment of a website
since the website is that tool and the Navy entity is, for the want of a better word, a "tenant."
Additionally, access to most of these is controlled by a user ID and password scheme, rendering it
public-facing but not publicly accessible.
A command, therefore, may use one of these web tools. Since all content is the responsibility of the
command, the individual responsible for maintaining the social media site constantly monitors
postings to that site to ensure there is no inappropriate content. This responsibility falls with the PA
staff.
All Navy personnel must remember that any time they make a statement on public web media with
any identifying information included, they are in effect making a public statement under the guise of
their position. Even if the individual does not intend to make a binding or public statement by including
identifying information in the post (such as name, position, or even Navy affiliation), the
communication may be interpreted in this manner by other end users. All Navy personnel posting to
any website must ensure they do not communicate anything they would not state publicly in a non-
virtual context.
SECNAVINST 5720.47B provides the Department of the Navy policy governing content of publicly
accessible Internet sites. The instruction is grounded in public law, directives from the Office of
Management and Budget (tasked by the President as the Federal governments lead agency for
oversight for information technology), and directives from the Department of Defense. It also
incorporates information technology policy from the Department of the Navy Chief Information Officer.
The instruction discusses the necessity to balance dissemination of public information with
information security; assigns responsibilities for the management of DON publicly accessible
websites; and requires DON websites to be professional in appearance, current, accurate, and
relevant in content.
Through various online media, individuals and groups spanning the universe of viewpoints are often
on the leading edge of the public information landscape. Regardless of their quality or veracity, it is
their ability to influence the public agenda and impact decision-making that makes them so powerful.
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SUMMARY
Managing a public affairs office requires thorough planning, personnel training, and an in-depth
knowledge of the public affairs field.
In this chapter you learned about the Navy public affairs team and their principle audiences, internal
and external, and how to communicate with them. The importance of establishing a strong media
relationship through media availabilities, embeds, embarks, interviews, and press conferences was
also discussed. Social media is an ever-evolving tool and keeping your chain of command up to date
on postings will assist in keeping it operationally secure and pertinent to your audiences.
Using proper communications tools and a large measure of common sense with the techniques
discussed in this chapter, you should be able to lead a public affairs office in a professional manner.
Every project and piece of correspondence that leaves the office must be professional in content and
appearance. The media, your audience, and your chain of command will judge the professionalism of
your office.
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CHAPTER 3
COMMUNITY OUTREACH
Per Department of Defense (DoD) policy, under DoD Directive 5122.05, fostering and furthering good
relations with communities at home and abroad is in the best interest of the DoD. Well-planned
community relations programs help earn public support and understanding of operations, missions,
and requirements of the military services.
Effective community outreach is the Navys most direct, in-person outreach with the public. As a
servant to the nation, and by extension the world, your role in community outreach enhances public
awareness of the Navys capability, importance, and value. Educating people about the Navy is the
responsibility of all who serve. Effective outreach is also essential to creating positive awareness
among influencers and youth, which not only translates into a greater understanding of the Navy, but
also often to increased recruiting and retention success.
LEARNING OBJECTIVES
Upon completing this chapter, you should be able to discuss the following:
1. Management of Community Outreach Programs
2. Ways to effectively increase public awareness and understanding of the Navy and Marine
Corps
3. Resources needed to execute effective community outreach
4. Support of recruiting goals, Navy bands, and other resources
AUDIENCES
The target audience for Navy community outreach includes the American general public (e.g., at fleet
weeks and air shows); government officials (e.g., congressional leaders; local political leaders, such
as council members and mayors; and local non-government organizations); the Navy Public, which
is our most commonly engaged market via web-based, print, broadcast, and other forms of media;
allied foreign publics of both civilian masses and government leaders (through Overseas Navy
Relations and other partnership efforts); and non-allied foreign publics.
INSTRUCTION
Navy community outreach activities are governed by DoD Directives 5410.18, Public Affairs
Community Relations Policy and OPNAVINST 5726.8, Outreach: Americas Navy. These activities
increase awareness through a coordinated and focused demonstration of public speaking events,
equipment capabilities, musical performances, and one-on-one outreach of media and civilian
influencers by Navy personnel at every level of leadership.
Program Objectives
These efforts should be measurable and support the following objectives: create and sustain
partnerships with various publics, both at home and abroad; support equal opportunity goals and non-
discrimination policy of the Department of the Navy (DON); increase public awareness and
understanding of the Navy support recruiting goals; and inspire patriotism through observance of
Navy traditions and days of national significance and by personal example.
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Command Participation
When considering command-initiated community outreach activities or reviewing external requests for
Navy participation in community events, commanders shall determine the appropriateness of
participation before granting approval. When planning and assessing proposals and internally driven
plans, commanders shall review community needs, resources available, and the purposes to be
served.
Participation in community events is limited to activities that conform to the letter and spirit of all
current directives and that do not selectively benefit any entity by showing preferential treatment to
any private individual, special interest group, business, religion, ideology, commercial venture,
political candidate, or organization; or to those which are intended to increase sales and business
traffic for a specific business or merchant association.
All events shall reflect positively on the Navy and not deviate from DoD and DON policies, Joint
Ethics Regulations, or standards of conduct. Additionally, all community events shall comply with
safety standards.
Commands should ensure all community partners are aware of the strict limitations on the usage of
Navy funding for community outreach events. Community plans or expenditures do not guarantee
Navy participation in any event or program. The most current directives are located on CHINFO's
instructions page.
Types of Community Outreach
Volunteer opportunities
Community/Navy partnerships
Holiday events
Overseas Navy Relations (ONR) Program
Community, professional, and special interest groups
Interaction with state and local governments
Speakers programs
Overseas Navy Relations (ONR) Program
The instruction for ONR is OPNAV 5726.8, and under this program, the U.S. Fleet Forces Command
allocates funds to type commanders (TYCOMs), regional commanders and numbered fleets to
support community relations efforts targeted for foreign publics.
Goals of the ONR Program are:
To encourage an understanding of the Navy's role in overseas missions, port visits and
facilities
To contribute to the preservation of peace through mutual understanding, respect and goodwill
between the people of the United States and its allied and non-aligned nations
To promote community outreach as cooperative ventures and not allow it to be portrayed as
the United States taking over, which may inadvertently result in undermining the confidence of
the host nations citizens in their government
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Other considerations when evaluating an overseas community outreach opportunity:
Research similar funding programs and work with your chain of command to discuss options
for obtaining additional funding.
Be aware of local cultural and religious sensitivities.
Outreach with local American Embassy (AMEMB), diplomatic or host-nation experts to
determine the potential anti-U.S. sentiment and/or demonstrations.
Exercise caution to avoid the support of, or appearance of, being an influence in the internal political
processes of an overseas community or foreign country. Also, avoid giving the appearance or
impression that the United States is anything but neutral in any host nation's internal political situation.
COMMUNITY, PROFESSIONAL, AND SPECIAL INTEREST GROUPS
Interaction between key command officials and local civic leaders and groups should facilitate
effective, positive, and professional community relations. Such interaction is officially conducted
through authorized military participation in local civic programs, and unofficially when Navy personnel
serve as private citizens in civic and professional organizations.
Interaction with Federal, State, and Local Governments
The Navy often interacts with members of Congress as well as state and local officials, which is done
through direct interaction locally; however, contact becomes more formal and limited at the state and
congressional levels.
Response requiring higher echelon coordination is needed in certain cases. Commands are to
consult the Office of Legislative Affairs (OLA), CHINFO, or Director of Public Affairs (DIRPA) for
guidance regarding requests from a state or local elected official if:
The request is unusual or extraordinary.
The request has the potential for impact beyond the local level.
Speaker Programs
The objective of public appearances and other community outreach programs is to build relationships
with local communities throughout the United States. There are essential groups in any community,
such as civic and business leaders, community- and military-oriented service organizations, and other
community interest groups.
Commanders are not the only Sailors qualified to speak to community audiences. Numerous officers,
enlisted members and civilians are capable of delivering excellent presentations.
The Navy Office of Community Outreach (NAVCO) maintains the Navys Speakers Bureau.
Commanders are authorized to use both operational and maintenance funds to support speaking
events. Commands are encouraged to identify and program annual budgetary requirements
associated with public speaking efforts.
However, there are times when a senior mass communication specialist (MC) or enlisted public affairs
officer (PAO) may be expected to write speeches for events. The CHINFO website has a page
dedicated to speeches and speech writing.
Below are some guidelines to assist a speechwriter.
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Preparation Steps
Assume your office receives a request for the commander (or his/her representative) to speak to a
civic group. What do you do to assure a successful talk and to make it worth the time of the audience
and the skipper? You should analyze, recommend, outline, and polish the speech.
Analyze the Speech
Initially, you must analyze your audience, occasion and location to determine the purpose best served
in the talk. Consider the speaker and his/her relationship to members of the group, prestige within the
group, and previous contacts with them. Consider the aspect of the subject that would best suit the
above factors.
Recommend the Speech
Now go in to see your commander (or the speaker) to determine his wishes and ideas for the
particular speech. Be prepared to recommend a limited objective that most fits the requirements you
determine from your analysis. If this objective is accepted, you should also prepare to discuss the
tentative outline points to be covered. Be alert to references the commander or speaker makes to
personal experiences that may be used as examples. If your speaker proposes a different topic, jot
down the tentative outline points as you discuss them and check them with the speaker before you
begin writing. This one step will save considerable rewriting time.
Community Outreach Planning
CHINFO is the single process owner responsible for the Navy's long-range community outreach
planning process and for the coordination and promulgation of the annual "Calendar for America."
The Calendar for America is a listing of the Navy's significant continental United States outreach
events for the coming calendar year, to include Navy Weeks, Fleet Weeks, diversity events, the
commissioning of ships, and other large-scale community outreach events.
By using the Calendar for America and input from local commanders, PAOs are able to determine
how to communicate key messages using designated channels to the commands target audiences.
Community outreach planning ensures the messages are communicated through both long-range
and tactical planning.
General Public Visiting
Tours provide an excellent demonstration of Navy and Marine Corps professionalism to the
community and the rewards in public support are significant. Visitors gain lasting impressions from
going aboard an installation. In practice, most shore installations honor requests for tours from
various groups throughout the year and reserve a specific day or number of daysNavy Birthday,
Marine Corps Birthday, and almost always Armed Forces Dayfor general visiting by members of the
public. A commands availability for tours and visits depends on threat conditions, personnel available
to conduct the tour, operational commitments of the command, and other circumstances.

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120609-N-CL698-066
PORTLAND, Ore. (June 9, 2012) Quartermaster 1st Class Clarence Roach, assigned to the guided-
missile destroyer USS William P. Lawrence (DDG 110), leads a public tour aboard the ship during
Fleet Week in Portland, Ore., to celebrate the 105th annual Portland Rose Festival. (U.S. Navy photo
by Mass Communication Specialist 2nd Class Scott A. McCall/Released)

Definitions and basic information, derived from SECNAVINST 5720.44(series) Public Affairs Policy
and Regulations:
Open houseno longer used as it implies unrestricted public access. All visitors are guests of
the officer in command.
Public visitation by invitation of the commanding officervisitation of a Navy or Marine Corps
command is extended to the public by invitation of the commanding officer. The public is
invited to visit certain areas on guided tours or under escort.
Command visita visit scheduled and supervised by a Marine Corps Recruiting District to
provide educators and selected media an opportunity to visit a Marine Corps installation and
observe operations first-hand.
Educator orientation visita visit scheduled and supervised by a Navy Recruiting District
(NRD) to provide educators an opportunity to visit Navy installations and observe operations
first-hand. Representatives of local news media may participate on a limited basis. Details are
promulgated by Commander, Navy Recruiting Command (COMNAVCRUITCOM).
Congressional visita visit to a Navy or Marine Corps command by members of Congress,
their staffs, or representatives of a congressional committee, including staff members. A
congressional visit is scheduled and coordinated by the Office of the Chief of Legislative
Affairs, who coordinates as necessary with CHINFO or DIRPA.
Friends and familyvisits by families and personal guests of the staff of a Navy installation.
The Joint Civilian Orientation Conference (JCOC) visit is convened by the Secretary of Defense
(SECDEF) to promote understanding of the Armed Forces and Coast Guard on the part of
distinguished citizens in a variety of fields. Guests are nominated by each service and have limited
knowledge of national defense issues. PAOs should ensure that they nominate appropriate civilian
government, civic, and corporate leaders for this program. Involvement by local leaders should be
part of a strategic plan and can significantly advance accomplishment of goals and objectives.
Participants also become long-term champions of the DON based on their substantial involvement
and understanding of the military. The trip is usually five days of briefings, tours, static displays, and
observations of military and Coast Guard units in exercises. The trip includes a visit to Washington,
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D.C., with presentations by the civilian and military heads of the DoD and the military departments.
CHINFO is designated by SECNAV to plan and coordinate the Navy phase of the conference and
evaluate and process nominations for conference participants originating within the Navy.
Overseas Tours and Visits
Commands will typically have foreign visitors aboard when conducting port visits for ships overseas
and at overseas duty stations. Command information pamphlets and brochures should be translated
from English into the local language. Printing can also be supported by a local, on-base printing
agency, such as the Defense Logistics Agency Document Services.
The Office of Naval Intelligence (Code ONI-22) provides translation services for welcome aboard
pamphlets on a cost basis.
Mail the following items to the address listed below:
Three copies of the brochure for each language requested
A completed DD-1149 form (Requisition and Invoice/Shipping Document), normally issued by
the supply officer
A letter requesting translation assistance, again specifying foreign languages required and
desired due date(s)
The letter must include the name and telephone number of the ship's point of contact and a
return address; a local address (with a street listing, building number, etc.) is preferable for
prompt delivery of the finished material because the Postal Service will not accept "priority" or
"overnight" delivery to an Fleet Post Office (FPO) address.
Additionally, if the pamphlet is to include photographs and/or illustrations (e.g., ship's crest or
plan) not included in the original pamphlet, provide one set of original, print-quality copies of
the new material.
Director, Office of Naval Intelligence
ATTN: ONI-22
4251 Suitland Road
Washington, D.C. 20395-5720
Coordination and Approval Authorities for Visits
Approval and coordination for visits to Navy and Marine Corps installations is always required. Senior
media executives may be brought aboard as distinguished persons if their function is corporate
management and the visit is for orientation purposes. Whether the guest participant or visitor is a
distinguished executive associated with the communications industry or another commercial
enterprise, the provisions of this instruction and other pertinent directives will be applied in all
circumstances prior to the disclosure of information to members of the public. Proper security and
policy review will be conducted at the appropriate level to assure the protection of classified and
sensitive unclassified military technology and information.
The unified commander may approve non-media public affairs visits in that officers area of
responsibility and may delegate this authority.
Assistant Secretary of Defense for Public Affairs ASD(PA) coordinates, with the appropriate service,
all non-news-media visits of distinguished persons approved or requested by the Chairman of the
Joint Chiefs of Staff, unified commanders, or their subordinate commanders.
Visits associated with recruiting programs will be handled and coordinated in accordance with
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instruction and applicable directives issued by the Commandant of the Marine Corps or
COMNAVCRUITCOM.
Congressional visits, while subject to this instruction, must be accorded flexibility to enable the OLA to
respond to extremely short-notice requests. OLA will promptly notify the appropriate command of an
impending visit by a member of Congress, congressional committee, or staff assistant.
General policy governing civilian visits, for purposes other than public affairs, is contained in
OPNAVINST 5720.2M.
Civilians and Distinguished Visitor (DV) Embarkation Information
Guests under this program embark on an aircraft carrier, surface ship, or submarine for daylight or
overnight embarks. Because of the limited opportunities for embarkation, a guest's opportunity to
communicate the embark experience to colleagues must be taken into account. Guests are
responsible for providing their own transportation to and from their residences. Because the programs
are conducted at no additional cost to the government, participants must reimburse the Navy for
meals and incidental expenses such as souvenirs.
Aside from having a civilian status, another criterion in guest selection is the extent of involvement in
civic, professional, and social organizations. These distinguished visitor (DV) candidates are usually
individuals who have not had substantial previous exposure to the Navy. This includes top-level
executives and leaders or school principals, guidance counselors, and teachers with a wide sphere of
influence within their respective professions and communities.
Visits by senior DoD or DON personnel (civilian or military) are not necessarily public affairs events
and must be coordinated through your commands protocol officer. However, on some platforms, you
may also be the protocol officer. Therefore, it is imperative that you understand protocol and keep
protocol guides and references close at hand. Information on protocol issues may be obtained, in part
through:
Ships navigation officer
OPNAVINST 1710.7A Navy Social Usage and Protocol Handbook
Naval Telecommunications Manual NTP-3
U.S. Navy Regulations, Chapter 12 Flags, Pennants, Honors, Ceremonies and Customs
Naval History and Heritage Command Traditions and Customs
Naval Ceremonies, Customs, and Traditions (6
th
edition civilian publication, but good book to
have on hand)
NTP-13 Flags, Pennants and Customs
Army Regulation 600-25 Salutes, Honors, and Visits of Courtesies
Naval Aviation Events
DON aviation asset support of public events shall be in the best interests of the service and
performed at no additional cost to the government. The benefits to the Navy are informing the public
about Sailors, equipment, and technology; enhanced recruiting; and exposure to publics not located
near naval facilities. Support includes flyovers, aerial demonstrations, static displays, air shows, and
other similar participation, such as those outlined below.
NAVCO is responsible for determining eligibility of Navy support for requests for military aerial
support. Off-base aerial events, if eligible, must be of mutual interest to the sponsor and the Navy and
be supported at no additional cost to the government. Eligibility does not equate to confirmed support.
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There must be available aviation assets in order to receive support. Flyovers or static displays that
support small or by-invitation-only ceremonies aboard Naval or Marine Corps Air Stations with limited
or no media exposure, such as changes of command, held on DoD installations or in international
waters do not require NAVCO approval.

120330-N-BA418-044
TUSCALOOSA, Ala. (March 30, 2012) Capt. Greg McWherter, commanding officer and flight leader
for the U.S. Navy flight demonstration squadron, the Blue Angels, leads a formation of F/A-18 Hornets
during a looping maneuver at the Tuscaloosa Regional Air Show 2012. The Tuscaloosa Regional Air
Show was the fourth show site of the squadron's 2012 season. (U.S. Navy photo by Mass
Communication Specialist 2nd Class Andrew Johnson/Released)
Types of Support:
Static displaysthe stationary ground display of any naval aircraft. Static displays are the best
educational and recruiting tools available for small events. Static displays can also be an
exhibit showcasing and promoting a commands assets and capabilities often through a variety
of photographs and a display of typical gear used.
Flyoverslimited to a maximum of four aircraft from the same military service of the same type
(e.g., tactical, transport, or rotary wing) making one non-maneuvering pass over a fixed point.
Single aircraft Tactical Demonstrations (TACDEMO)showcase specific capabilities and flight
characteristics of DON aircraft. When scheduling TACDEMOs, priority is given to aviation
events that have not been scheduled for a DoD jet demonstration team.
Aerial reviewa flyover of more than four aircraft, multiple types of aircraft, or aircraft
representing more than one military service that is reserved for the most meaningful occasions
and may be performed at Continental United States (CONUS) public events only with the prior
approval of Office of the Assistant Secretary of Defense (Public Affairs) OASD(PA).
The Naval Flight Demonstration Squadronalso known as The Blue Angels, formed in 1946,
is based out of Pensacola, Fla., and conducts winter training in El Centro, Calif. The
squadrons six F/A-18 Hornets fly high-performance aerobatic demonstrations lasting from 30
to 45 minutes. The primary mission of the Blue Angels is to enhance Navy recruiting by aiming
to inspire men and women to serve their country in the Navy or Marine Corps and to act as
ambassadors for the Navy. The secondary mission is public affairs and awareness.
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The Leap Frogsthe U.S. Navy Parachute Team is a 15-man team composed entirely of U.S.
Navy SEAL and Special Warfare Combatant-craft Crewman (SWCC) personnel. It was
commissioned in 1974 by the Chief of Naval Operations (CNO) and assigned the mission of
supporting Navy recruiting, with emphasis in promoting Naval Special Warfare.
Missing man formationa flyover authorized for use at ceremonies commemorating Memorial
Day, POW/MIA Recognition Day, Veterans Day, and at other suitable events when the theme is
solemn and commemorative in nature and when the event is not held in conjunction with
another event. Except for funeral services, the missing man formation shall not be performed
at CONUS public events without prior approval by SECNAV.
Approved if the deceased is in one of the following categories:
o Active duty aeronautically designated aviation officers and personnel
o Active duty personnel taking courses of instruction leading to an aeronautical
designation, when involved in an aviation-related accident
o Any active duty or retired flag officer
The following steps apply to all requests for aerial support (Navy):
Requests are submitted to the NAVCO Aviation Support Program Manager. Requests are
submitted by December 31 of the year prior to the year of the proposed demonstration
Within 10 days, NAVCO prioritizes its list of eligible shows and submits the list to the
operations departments at Naval Air Forces, Atlantic and Pacific. They have final scheduling
authority for all single aircraft tactical demonstrations. CHINFO has final approval authority for
the entire single aircraft demonstration schedule
Sponsor must complete and sign the DD Form 2535. Local PA personnel, recruiters, or
aviators may assist in completing the request, but do not submit the request on behalf of the
sponsor
Local commands, Recruiting, NAVCO, and aviation units that are most likely to consider
supporting requests should analyze requests collaboratively to assess and prioritize aerial
events
All DD Form 2535 requests, other than for static displays, must be reviewed and approved by a
safety inspector from the nearest Federal Aviation Administration (FAA) Flight Standards
District Office (FSDO) before being submitted to NAVCO
After the air show schedule is released, changes are discouraged but must be forwarded with
full justification to the Secretary of the Navy (SECNAV) via the chain of command
The following steps apply to requests for Marine Corps aerial support:
Submit requests to the DIRPA Aviation Coordinator by January 31 of the year of the
demonstration
AV-8B public flight demonstrations are scheduled by a committee, which convenes annually in
February at Headquarters Marine Corps. The committee is composed of representatives from
Public Affairs, Recruiting, Legislative Affairs, and Aviation
The final schedule is submitted for approval to the Assistant Commandant of the Marine Corps.
No changes will be made in the approved schedule without committee concurrence
Demonstrations will be scheduled with due consideration of exercise, readiness training, and
operational commitments
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Specific guidance not covered above includes:
Mass parachute drops, equipment drops, assault aircraft demonstrations, or tactical helicopter
landings under simulated tactical conditions shall not be performed at CONUS public events
without specific approval, in advance, by NAVCO. Marine Corps approval of such events will
be forwarded through DIRPA to the ACMC for approval.
Combatant commanders are the approval authority for participation in community outreach
events occurring within their Area of Responsibility (AOR).
Orientation flights for U.S. citizens who, because of position and contacts with various public
organizations, can make positive contributions to public understanding of the roles and
missions of the DON, may be authorized a public affairs orientation flight. All such flights are
subject to scheduling and flight availability. Orientation flights that are likely to receive national
or international distribution or interest require prior concurrence from NAVCO/DIRPA, except
for orientation flights by the U.S. Navy Flight Demonstration Squadron; any news media
personnel must be approved by the Chief of Naval Air Training.
To schedule the Leap Frogs, submit a request to the Aviation Support Coordinator at NAVCO
by October 1 the year prior. Although requests are considered throughout the year, those
submitted by the deadline have first priority.
Once an aerial event is complete, commanders shall inform the NAVCO Aviation Support
Program manager or DIRPA of resulting benefits and of any negative conditions. Such
feedback is vital to ensuring proper prioritization of future aerial events.
Naval aviation support of public events can benefit the DON in several ways, including through:
Enhanced recruiting
Navy exposure in communities with few other opportunities to interact with the DON
Tangible displays of naval support to the five DoD-sanctioned national patriotic holidays
The showcasing of naval technology, equipment, and people
Every effort should be made at the installation level to establish a permanent working group involving
the PAO and flight operations staff. By working together, this ensures monthly flight mission
requirements are matched with community outreach opportunities and promotes the efficient use of
aviation resources in support of community outreach objectives.
Navy and Marine Corps Exhibits
Exhibit placement will not portray the DON as the central focus, i.e., the Navy involvement will be
incidental to the event. Navy exhibits may be placed in areas where numerous merchants conduct
business, e.g., shopping malls and shopping centers. The exhibits will not be displayed in a manner
that suggests a close association or endorsement of any single business. PAOs will ensure the exhibit
does not, in fact or appearance, become a prime attraction designed to draw the public to a
commercial area, such as a shopping mall.

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101013-N-7647G-036
WASHINGTON (Oct. 13, 2010) John Bigus, right, a naval chemical engineer, describes the Navy's
progress and use of alternative fuels, and their application to future Navy combat platforms, during
the Pentagon Energy Security Event. The Pentagon is hosting energy security exhibits Oct. 12-15,
with the theme of "Empowering Defense through Energy Security." (U.S. Navy photo by Mass
Communication Specialist 2nd Class Jason M. Graham/Released).

Situations in which exhibits are used effectively will:
Inform the public in a graphic, visually interesting manner that portrays the role of the Navy or
the Marine Corps and the local command.
Disseminate general technical and scientific information.
Stimulate recruiting for enlisted and officer programs and, when appropriate, for civilian
employment.
Portray the traditions or history of the DON and/or local commands and activities in a tasteful
and accurate manner.
Commands considering exhibits should consult the NRD responsible for the area in which the exhibit
will be placed. Requests for Marine Corps exhibits will be coordinated through the nearest local
Marine Corps public affairs office.
These guidelines shall be followed:
Coordinate with Commander, Naval Recruiting Command (CNRC) and other authorities
regarding event duration and content decisions.
CNRC has two recruiting exhibits for indoor use. Requests for use of these displays should be
directed to the PAO of the appropriate NRD.
Exhibits in the national or international domain are approved by ASD(PA) for all DON exhibits to be
displayed at events or those requiring major coordination among the military services or other federal
agencies. For trade show requests, such as the Paris Air Show, the Defense Security Cooperation
Agency is the approval authority.
Combatant commanders will be consulted for exhibits within their area of responsibility as follows:
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If participation is in question, naval commands will forward letters of request to CHINFO or
DIRPA. They will further coordinate with ASD(PA).
Subordinate commands of a combatant command will forward requests to the cognizant
combatant commander via the chain of command.
Exhibits are authorized for display for a specified time, normally no longer than three days. The nature
of the event and the type of exhibit may impact length of stay. Coordinate with CHINFO or DIRPA in
making duration and content decisions.
Navy History, Art Collection, and Liaison with Museums
Naval history is the foundation on which the Navy story is shared. Dissemination of historical
information enlightens the U.S. public about the Navys role in national history. The preservation and
use of Navy history is the responsibility of each organization and each Navy member.
Command operations reports must be submitted annually and are the only overall account of a
command's activities and achievements that are normally preserved for future use. The command
operations report replaces both the annual command history report and recently established war diary
requirements for all fleet and shore commands. They are maintained in the Navy's permanent
records, and are indexed and made accessible to authorized users.
Command operations reports are intended to provide the raw materials upon which a reliable future
analysis or history of unit operations can be based. Submission procedures and content requirements
are outlined in OPNAVINST 5750.12K Annual Command Operations Report.
In addition:
The Director of Naval History and Heritage Command is responsible for administering the
Navy's historical programs.
The Director of Naval History and Heritage Command helps operational commands and shore
installations to foster a sense of history at their commands. They are also responsible for
several historical programs as detailed in OPNAVINST 5750.4E.
The Director of Naval History and Heritage Command ensures operational, training, and
educational commands have direct and continuing access to historical resources and advice.
Operational commands and shore installations must ensure that historical records are
preserved, that Command Operations Reports are submitted, and that an appreciation of Navy
history is fostered at their commands.
PAOs should help ensure their commands integrate command and Navy history into training
and educational activities. The Naval History and Heritage Command is a useful place to staff
queries involving historical data.
Navy museums and exhibits help to broadly disseminate Navy history:
Museums - Navy museums are permanent institutions that are established to preserve and
interpret Navy history and to educate Sailors and the public about Navy heritage and traditions.
Exhibits - Command exhibits are informal displays that relate to the history of a command, its
mission, and its people. Establishment of a command exhibit does not require authorization
from higher authority.
The Navy Art Program portrays Navy history in a creative and tangible way. The objective of the Navy
Art Program is to acquire, preserve, and display works of art depicting Sailors on active duty, at sea,
on aircraft, and generally carrying out the Navy's day-to-day missions.
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The Navy Art Collection Branch was formed in 1993, but the collection of Navy art began in 1800. It
includes the Combat Art Collection, begun in 1941 and transferred from CHINFO to the Naval
Historical Center in 1986. The Navy Art Collection now includes more than 15,000 paintings, prints,
drawings, and pieces of related sculpture. It contains depictions of Navy ships, personnel, and action
from all eras of Navy history.
Navy Music Program
The mission of the Navy Music Program is to provide music for ceremonies, official functions, and
other occasions as directed by proper authority. Bands stimulate pride, esprit de corps, and retention
and support recruiting efforts. They promote national and international public relations and enhance
the prestige of the Navy and Marine Corps.
The program manager for the Navy bands below is Commander, Navy Personnel Command, Navy
Music Program Management Division (PERS-674):
The United States Navy Band, Washington, D.C.
U.S. Naval Academy Band
Bands attached to designated commanders
For further directives or instructions on bands, refer to the CHINFO instructions page.
PROHIBITED ACTIVITY
DON personnel are encouraged to participate in public events of an educational or patriotic nature,
offering community-wide impact of benefit to personnel, families, and those likely to benefit military
recruiting. There is strict policy underlying community outreach participation, sponsorship, site
selection, or type of support.
Community outreach programs shall not:
Have any involvement in partisan political activity
Intend to provoke controversy or public confrontation
Charge an admission fee for fundraising purposes
Bar anyone from attending because of race, creed, sexual orientation, religion, color, or
national origin
Support events sponsored by commercial entities that appear to endorse or benefit the
sponsors commercial activity
Happen in facilities barred to the general public
Support ideological movements and organizations whose constitution, by-laws, membership
qualifications, or rituals are not made public (e.g., secret societies)
Be conducted in a building or facility used for religious purposes, if the program is sectarian in
nature
Be conducted at a shopping mall, unless the program is directly related to recruiting
Constitute a restraint of trade in the employment of civilians in their trade or profession
Use Navy and Marine Corps services, resources, or facilities that are reasonably available
from commercial sources
Use active duty, reserve, or Navy Reserve Officers Training Corps (NROTC) personnel in
uniform outside military bases and ships as ushers, guards, parking lot attendants, runners,
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messengers, baggage handlers, guards, crowd control, or any other inappropriate capacity
Sponsor an organization that has a controversial agenda or advocates for policies contrary to
the interest of the DON or the U.S. Government
Charge for speeches produced and delivered entirely in an official capacity
Use Navy and Marine Corps-supported bands, color guards, and similar units for political
meetings, ceremonies, or similar events
SUMMARY
In this chapter, you learned about the various types of community outreach programs and their
applications, to include volunteering, holidays, installation visits, aerial requests, Navy history and
heritage, and bands. You should now have a firm understanding of the different elements of
community outreach and the multiple ways to engage with the local public. Although community
outreach is recommended, there may be some instances where it is not possible or probable.
Community outreach opportunities should leverage existing community events, in which the Navy
may participate, to optimize Navy personnel outreach with media and civilian influencers. Participation
shall include surface, air, subsurface, Navy installation and Naval special warfare equipment, facilities
and personnel, including the Blue Angels, Leap Frogs, recruiting command assets and Navy bands.
Recruiting goals are a significant, but not exclusive, aspect of Navy outreach and should be
integrated to the maximum extent possible with overall outreach efforts. Diversity events shall be a
key consideration in determining what events to commit Navy outreach elements; however, activities
shall consider all opportunities.
Navy Community outreach programs work to create a strong, positive public image. They are
designed to help the public to understand background, mission and people serving in the Navy.
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CHAPTER 4
SHIPBOARD MC OPERATIONS
The scope of media department/division duties for senior mass communication specialists (MCs)
aboard a ship depends upon the type of ship. Your specific role is determined by the platform on
which you are assigned. Most MCs will serve aboard aircraft carriers (department) or amphibious
assault ships (division); however, in some circumstances you may be assigned to a smaller
deployable unit, such as a cruiser, destroyer, hospital ship, combat squadron, or high-speed vessel.
Aboard a carrier, senior MCs may serve as the department leading chief, operations chief, or leading
petty officer, while senior MCs assigned to amphibious assault ships may also serve as the ships
public affairs officer (PAO). No matter the role, senior MCs will be responsible for establishing and
managing the commands public affairs programs. This responsibility includes internal information,
media relations, and community outreach. To help you in this role, you will not only have your
assigned shipboard team, but also public affairs/visual information professionals from the Navy Public
Affairs Support Element (NPASE) as discussed later in this chapter.
While serving aboard a ship or with a deployable unit, the senior MC will likely be involved in all three
major areas of public affairs (command information, public information, and community engagement)
as well as managing augments, documentation, and archiving. In this chapter we will focus our
attention on these functions as they are conducted with a deployable unit. We will also discuss pre-
deployment preparations, including the integration of the NPASE sea operational detachments. When
deployed with a carrier strike group(CSG), expeditionary strike group (ESG) or amphibious readiness
group (ARG), the bulk of MCs will be stationed aboard the carrier or large-deck amphibious assault
ship. However, MCs may also cross-deck to support other ships public affairs and visual information
efforts.
LEARNING OBJECTIVES
Upon completing this chapter, you will be able to develop successful operations and management of:
1. Command Information
2. Public Information
3. Community Engagement
4. MC Augmentation
5. General Documentation
6. Archiving and Indexing
COMMAND INFORMATION
Command information is a cornerstone to shipboard public affairs. As covered in the basic MC rate
training manual, command information (previously referred to as internal information) fosters
communication up and down the chain of command and is vital to keeping command personnel
informed.
A successful internal command information program:
Aims information toward a specialized audience, which is normally the crew and any embarked
staff.
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Provides current, reliable information to inform Sailors of your ships missions, policies, and
plans.
Instills a sense of dedication, pride, and interest in a Navy career.
Opens channels for effective two-way communication between command leadership and the
crew.
Reflects current trends and interests, ranging from pending uniform changes to new and
changing policies.
Uses media to improve morale as much as to inform and entertain the crew.
Relies on coordination and timeliness.
A number of tools are available to help you implement an effective and robust command information
program. Among these tools are newspapers, familygrams, an ombudsman hotline, Shipboard
Information Training and Entertainment television, cruise books, and a variety of social media. We will
explore these in greater depth below.
Newspapers
Ship newspapers, like all Navy newspapers, provide a free flow of news and information while
meeting the commands internal information objectives. The ship newspaper is one of the commands
primary means of providing essential information to the internal audience. It also serves as a medium
to publicize Department of Defense (DoD), Department of the Navy (DON), and community news, as
well as an avenue for feedback to command leadership.
Unlike many shore-based newspapers, ship newspapers (See Figure 1) are command-funded and
published without commercial advertisement. Additionally, responsibility for all editorial content and
the layout and design of the paper falls on the shipboard media team.
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Figure 4-1 Shipboard newspaper
Some Things to Consider Regarding Your Ship Newspaper:
Your primary audience is the crew; however, keep other audience members in mind. By
posting your ships newspaper online, you will reach a much larger audience. This is
specifically important when using military jargon and acronyms. Operational security (OPSEC)
is still important, especially in todays rapid information environment.
The frequency of publication should reflect your resources and level of command activity. For
example, a ship may produce a monthly while in port for an extensive period of time and a
weekly or daily while underway.
Take advantage of other sources, such as Navy.mil, Navy-specific Administrative Messages
(NAVADMINs), Captains Call kits, and Plan of the Day (POD) notes. Remember, however,
that localizing borrowed information is important for keeping YOUR audience informed on the
issues and events that pertain to them directly.
More information and guidance on the management and publication of command newspapers can be
found in SECNAVINST 5720.44(series) Public Affairs Policy and Regulations and DODINST 5120.4
(series) Department of Defense Newspapers, Magazines, and Civilian Enterprise Publications.
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Familygram/Newsletter
Todays familygram is as much a concept as a product. It can be produced and distributed in a variety
of ways, ranging from articles printed and distributed on paper, to multimedia productions posted on
social media websites. The basic purpose of the familygram, regardless of its format, is to inform
families and friends about the command. The format of a familygram may vary according to the
capability of the command's personnel and information technology, and in some cases, staff skills and
time available to devote to the project. Familygrams often include a note from the commanding officer
(CO), command master chief, and other command leaders. The document should also include
ombudsman and family readiness group information, local Fleet and Family Support Center
information and events, and happenings around the command. While a traditional newsletter is a
common format, some commands develop alternatives, such as internally produced videos of special
events, port visits, and holiday greetings.
Familygrams can be distributed by direct mail or e-mail.
Ombudsman Care Line
Each ship should have at least one ombudsman who, in conjunction with the COs or executive
officers (XOs) spouses, provides liaison between the ship and family members. Even in this day of
emails and social media, the ship should have a telephonic care line into which family members can
call to hear the latest information. This is especially important to quell rumors and reduce anxiety.
For a hotline to be productive, information must be continuously updated, especially when the ship is
deployed. The CO typically calls into the care line and records a message. See the Navy Family
Ombudsman Program instruction (OPNAV 1750.1G) for more information.
Social Media
Social media outlets are another effective channel to communicate relevant, aligned, and targeted
information to your internal audience.
Guidance, lessons learned, and best practices can be found on the Navys Social Media Blog and
Navy Social Media Handbook.
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Shipboard Information, Training, and Entertainment
Shipboard Information, Training, and Entertainment Closed-Circuit Television (SITE-CCTV) is a
system designed to provide real-time programming of command events, news, and information that
can directly impact the lives of Sailors and their families. This includes command-produced public
service announcements (PSAs) and other multimedia productions developed by your MC team.
Some platforms may also have local radio broadcasting capabilities. These systems allow for auto
programming and/or live broadcasting throughout the ship. Your SITE system might include these
additional tools: a character generator to scroll Navy, national, and international news items over
video source and a SITE-installed powerpoint computer for use as command information slide show,
sometimes known as a roller, to broadcast during the workday and between movies and other
programming, as necessary.
More information can be found in DODINST 5120.20 (series) American Forces Radio and Television
Service (AFRTS).

110928-N-OE749-001 PACIFIC OCEAN (Sept. 28, 2011) Mass Communication Specialist Seaman Zachary Welch updates a
training schedule from the site TV control room aboard the aircraft carrier USS Abraham Lincoln (CVN 72). (U.S. Navy photo
by Mass Communication Specialist 2nd Class Barry A. Riley/Released)
Direct to Sailor (DTS)
The Television Direct to Sailor (TV-DTS) services consist of three Armed Forces Network (AFN)
channels; AFN Prime, AFN News, and AFN Sports, three radio services, and a data channel.
Defense Media Activity (DMA) operates a full-time DTS control room at the DMA/AFRTS Broadcast
Center in Riverside, Calif. Through this facility, DMA inserts Navy-unique information programming in
the DTS programming services.
The DTS radio services consist of two music channels with rotating blocks of U.S.-produced satellite
programming in the Rock, Top 40, Oldies, Country, and Urban musical formats, along with hourly
news and sports information. The third radio service is the AFRTS Interruptible Voice Channel, a full-
time news and information service consisting of a representative mix of the most popular radio
services from all of the major U.S. radio networks.
The DTS data channel provides Sailors and Marines aboard Navy ships with U.S., DoD, and Navy
print products, to include the N.Y. Times Digest; daily Stars & Stripes LT (the eight-page version of
daily Stars and Stripes newspaper); the Early Bird; CHINFO Clips; DTS weekly schedules, and other
Navy internal information products.
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More information on these products and AFRTS can be found on the AFRTS website as well as in the
Broadcast Management chapter of this manual. Additional information is available here.
Navy Motion Picture Service (NMPS)
In addition to DTS, MCs afloat manage the Navy Motion Picture Service (NMPS) program, which
provides motion picture entertainment. NMPS is a Morale, Welfare, and Recreation (MWR) program
under the auspices of Navy Personnel Command PERS-650. As the senior MC, you will serve as the
on-site NMPS program manager or custodian. In this role, you must maintain security controls and
accountability of the movie inventory and ensure your program operates in compliance with NMPS
Regulation, BUPERSINST 1710.15.
Cruise Books
For decades, ship and squadron crews have produced cruise books documenting their overseas
deployments. These books have evolved into professional productions in larger units, and many ships
also produce electronic cruise books. The books and electronic cruise books are compiled by the
ship, unit, or station and are customarily published by a yearbook publisher. Funds to cover
publication and distribution costs are normally raised through advance sales to crew members.
However, you can coordinate subsidies from non-appropriated funding (MWR) to help offset
publishing costs. However, negotiations with commercial printers or publishers should not be entered
into without coordination and support from your supply departments contracting officer. You do not
have the authority to allocate funds for your command. The media department will work to produce
the book; however, the management of the book process, as well as the selling of the book, should
be handled by an outside committee, to include MWR.
PUBLIC INFORMATION
When exciting or interesting things happen aboard, Sailors sometimes are interested in sending this
information to their hometown media outlets, to include newspapers and websites. Ensuring your
public affairs program allows the Sailor to accomplish this is crucial. Establishing a good working
relationship with your local shore-based facility that handles hometown news will help to accomplish
getting the news to their hometowns.
As you already are aware, no product will go off your ship unless cleared for release by the proper
public affairs authority. However, you as the senior MC may be that authority, so the responsibility lies
with you to ensure the product is properly released to the public. Refer to chapter 2 for more
information on release authority, timeliness, and guidelines.
Your principal products for release will most likely include articles (news and feature), still images,
video, and graphics/multimedia. Getting these products, especially video, off your ship in a timely
manner may prove challenging. It is up to you to refine the best practices to get your transmissions
out. Three typical methods of file transmission are Fast File Transfer (FFT), File Transfer Protocol
(FTP), and email attachment. Of these three, FFT is the preferred method due to the speediness and
stability of the process. FTP performs a similar function, but serves best as a backup method to FFT.
Most ships place file-size limitations on email attachments, making this the least preferred option.
However, segmenting large files (e.g., videos) into multiple attachments through compression
software, such as Winzip, allows email to work as a method of transfer when used as a last resort
option. Click here for more information on file transmission and upload.
COMMUNITY ENGAGEMENT
Whether it be routine operations or large-scale exercises, the media embark is an excellent way to let
the actions and words of Sailors tell the Navys story. The shipboard public affairs and visual
4-6

information (PA/VI) team must ensure that the embark is approved by the proper authority and that
the media team and chain of command are adequately briefed before the embark begins.
OPNAVINST 5720.2(series) Embarkation in U.S. Naval Ships is the governing instruction for all types
of ship embarks.
Media Embarks
The approval authority for media embarks depends largely on the impact of the news medium and the
nature of the embarkation. Submarine media embarks are approved by the Assistant Chief of Naval
Operations (Undersea Warfare) after a recommendation from CHINFO. A well-orchestrated embark
involving national media begins at the local command level, then ultimately reaches CHINFO for final
approval Media embark coordination should be done through your Immediate Superior in Charge
(ISIC); command master chief and/or operational chain of command, such as the numbered fleet or
Type Commander (TYCOM). Planning and coordination are the responsibility of the on-scene PAO.
Other media embarks may be approved by the fleet commanders.
Although media embarks are coordinated through higher authorities, the shipboard PA/VI team is
responsible for hosting and coordinating availability and command access while the media is aboard.
Overseas Tours and Visits
Ships will typically have foreign visitors aboard when conducting port visits overseas. Command
information pamphlets and brochures should be translated from English into the local language.
Printing can also be supported by a local, on-base printing agency, such as the Defense Logistics
Agency Document Services. See Chapter 3 for more information.
Distinguished Visitor (DV) Embarks and Tours
Influential civilians in the worlds of education, business, and industry learn about the Navy through
various distinguished visitor programs, which allow them to go to sea to observe Sailors performing
their mission and observe naval operations. Distinguished Visitor (DV) programs are managed
through TYCOMs and numbered fleet public affairs offices.

120421-N-GZ832-303 INDIAN OCEAN (April 21, 2012) Aircraft handling officer Lt. Cmdr. Tommy Edgeworth discuses flight
deck operations with distinguished visitors from Australia in flight deck control aboard the Nimitz-class aircraft carrier USS
Carl Vinson (CVN 70). (U.S. Navy photo by Mass Communication Specialist 2nd class Benjamin Stevens/Released)
4-7

Tiger Cruises
A Tiger Cruise is a special cruise that allows friends and family to get underway with the ship for two
to three days. Relatives and civilian guests may also be authorized round-trip and port-to-port
overnight embarkation within the Continental United States (CONUS), between CONUS and
overseas ports, or between proximate overseas ports.
The instruction states:
Relatives and civilian guests may embark to travel between ports in the United States and
between the United States and Hawaii, or between Naval Forces Europe (NAVEUR) ports and
CONUS when such cruises are scheduled in conjunction with a homeport change or a
scheduled overhaul period, provided that sea trials or other testing is not going on.
The duration of the cruise should not exceed direct transit time.
Friends and Family Cruises
Friends and Family Cruises are similar to Tiger Cruises; however, it is normally only for a one-day
underway. Family Cruises are a great way to allow family and friends aboard to see what life is like
for their Sailors. The ship will normally depart from its homeport and return to the same homeport
within a 12-hour span. The minimum age is normally set by the CO, specifically because berthing
requirements are not required.

120629-N-MD252-474 PACIFIC OCEAN (June 29, 2012) Guests look for aircraft during an air power demonstration from the
flight deck of the Nimitz-class aircraft carrier USS Carl Vinson (CVN 70) as part of a friends and family day cruise. (U.S. Navy
photo by Mass Communication Specialist 3rd Class Christopher K. Hwang/Released)
Ship Namesake Hometown/State Visits
Many ships have active namesake hometown/state visit programs. These visits provide a mutually
beneficial exchange opportunity, allowing Sailors to learn more about the namesake while exposing
the local community to their ship and the Navy.
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MC AUGMENTATION
NPASE Integration
Deploying CSGs and ARGs regularly coordinate with their fleet and type commanders to obtain
NPASE support in the form of sea operational detachments (SEAOPDET). SEAOPDETs are
generally made up of one PAO and five MCs (E-6 and below). However, they can be tailored based
on availability and the fleet or type commanders needs. Detachments are assigned to the staff and
integrate across the CSG/ARG network of ships to create a cohesive team to support total group
PA/VI objectives.
CSG Integration
In the CSG environment, detachments will be assigned to the staff and receive tasking directly from
the CSG/CVN PAO. CSG SEAOPDETs will generally consist of six personnel (See Figure 4-2). The
SEAOPDET officer in charge (OIC) will be designated as the CSG assistant PAO, while MCs will be
dispersed to disaggregated units or integrate into the existing shipboard public affairs chain of
command aboard the flagship for routine daily operations, training, and professional development.
Figure 4-3 illustrates an example of what an ideal CSG integration might look like.

CSG SEAOPDET (CVN)
Desig Rank PNEC Qty Job Description Notes
1650 O-1O-2 N/A 1 APAO DET OIC
MC E-6 8147 1 LPO
Public Affairs
Qualifications
Course (PAQC)
Trained
MC E-5 8143 1 Video
MC E-4 N/A 1 Still
MC E-4 N/A 1 Still
MC E-3 & below N/A 1
Temporary Flight
Orders (TFO) (video &
still)
Total 6

Figure 4-3 CSG SEAOPDET (CVN)
4-9

Figure 4-4
ARG Integration
Within an ARG construct, detachments of six personnel (Figure 4-5) will be assigned to the staff with
the SEAOPDET OIC designated as the ARG PAO, while MCs integrate into the existing shipboard
public affairs chain of command or may be assigned aboard disaggregated ships as with the CSG
model. Figure 4-4 provides an illustrated example of the ideal integrated ARG team.

ARG SEAOPDET (LHA/D)
Desig Rank PNEC Qty Job Description Notes
1650 O-2O-3 N/A 1 PAO DET OIC
MC E-6 8147/8148 1 LPO PAQC Trained
MC E-5 8143/8144 1 Video
MC E-4 8193 1 Still/EIS
MC E-4 N/A 1 Still
MC E-3 & below 8288 1 TFO (video & still)
Total 6
Figure 4-5 ARG SEAOPDET (LHA/D)
4-10

Figure 4-6
Successful Integration
Regardless of the type of battle group, SEAOPDETs will usually embark during the integrated phase
of a Fleet Response Training Plan (FRTP) in preparation for deployment to build a strong team
dynamic. It is important that you, as a senior MC, take charge of building that team focus in
coordination with your PAO by integrating the SEAOPDET into your organization to support the
overall mission. Part of this planning process will involve assigning personnel to various divisions and
work centers. You will also have to assign personnel to other ships in your battle group to ensure that
the full range of your overall organizations activities receive the appropriate level of PA/VI assistance.
This process should not be rushed through or taken lightly. You should consider the skills,
capabilities, and maturity of SEAOPDET personnel and those assigned to the ship to ensure mission
success without sacrificing the professional and personal growth of your team members.
Combat Camera (COMCAM) personnel may deploy or embark aboard your platform. These
personnel are not generally used as an asset to your media mission. COMCAM MCs usually will have
already received their assignment prior to embarking aboard and are not there to support the CSG or
ARG.
GENERAL VI DOCUMENTATION
Shipboard photography encompasses a large range of coveragenot all of it for public release. In
many instances, the MC will be tasked to provide photographic support for documentation of various
shipboard systems. These tasks usually fall into two categories: planned (or routine) and unplanned
(casualties or incidents).
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Planned
A well-organized photographic plan that is developed before the beginning an operation or
deployment can ensure maximum coverage of all types of events, including day-to-day operations
and historical documentation.
Unplanned
Unplanned documentation can include material damage to the ship (Material Deficiency Report
[MDR] Documentation Photography Operational Documentation) and its systems (Casualty Report
[CASREP], security- or medical-related incidents, aircraft accidents or a foreign threat to the ship,
such as *define GQ here* [GQ], Ship's Nautical or Otherwise Photographic Interpretation and
Examination [SNOOPIE], or strait transits). When an unplanned event occurs, a good rule of thumb is
to ensure your division/department has a duty cameraman on standby at all times. MCs will belong to
the SNOOPIE team or other intelligence-gathering teams. SNOOPIE teams are charged with
reporting any visual changes that go on outside the ship, such as the presence of an unidentified ship
or aircraft, or any other type of abnormal activity. MCs belonging to SNOOPIE teams are required to
be qualified by completing personnel qualification standards (PQS) (NAVEDTRA 43548).

071210-N-8923M-048 FIFTH FLEET AREA OF RESPONSIBILITY (Dec. 10, 2007) Mass Communication Specialist Seaman Daron
Street takes a photo from Vulture's Row above the flight deck aboard Nimitz-class aircraft carrier USS Harry S. Truman (CVN 75)
during a Ships Nautical or Otherwise Photographic Interpretation and Examination (SNOOPIE) team drill. (U.S. Navy photo by Seaman
Kevin T. Murray Jr./Released)

Regardless of your position or assignment, every time you click the shutter you are capturing history.
The responsibility to preserve the historical record begins with you. Thorough preparation and
understanding will ensure successful capturing of planned and unplanned evolutions.
ARCHIVING AND INDEXING
Every job created aboard should be easily accessible. In many cases, these jobs serve as templates
and examples for future products. It is crucial for the MC to index and manage these files accurately.
To better manage these files, each Mass Communication Specialist is required to obtain a Vision ID
which consists of two letters and three numbers in that order, a permanently assigned identification
for service members in the visual and public affairs career fields.
4-12

Using a Vision ID to file and store photographs ensures your images are easily accessible through
Defense Imagery and other outlets. Labeling your print products with a Vision ID number may help to
ensure continuity throughout your storage system and allows any user to find a product easily and
expeditiously. Items such as ceremonial pamphlets, certificates, and other ship-specific products
should be saved in two formats: RAW (or native file structure) for future editing/modifying, and PDF
(with specific Vision ID). Ultimately, the filing system aboard your platform should be organized and
allow for timely retrieval of products by you, your media team, and any future MCs who come aboard.
SUMMARY
In this chapter you learned the six functional areas of shipboard MC operations. While each ship will
perform day-to-day operations slightly differently, it is important to remain within the guidelines set
forth by the above-mentioned governing instructions. The success of your afloat media program is
rooted in the idea that the more involved, organized, and aware you are as a supervisor, the easier it
will be to tell the commands story and support the mission.
4-13
CHAPTER 5
BROADCAST MANAGEMENT
As a senior Mass Communication Specialist (MC), you may have the opportunity to serve with a
multi-service broadcasting command that falls under the Defense Media Activity (DMA) or on a large-
deck ship equipped with a Shipboard Information, Training and Entertainment (SITE) closed-circuit
television system with or without a radio station onboard. You should be aware of the policies and
regulations concerning management of a broadcasting detachment, how to manage the detachment,
the capabilities of American Forces Radio and Television Service in providing television and radio
products, and how to submit local products to other DoD entities either for established programs or
for documentation.
LEARNING OBJECTIVES
Upon completing this chapter, the student will be able to:
1. Understand and incorporate the policies and regulations regarding management of broadcast
production ashore and afloat
2. Identify the elements of administering and managing a Defense Media Activity (DMA)
broadcasting detachment
3. Recognize the programming services and satellite capabilities of the American Forces Radio
and Television Service (AFRTS)
4. Apply standard procedures to submission of product to other DoD entities
POLICIES AND GUIDANCE
Broadcast management is covered in Department of Defense Management and Operation of Armed
Forces Radio and Television, DoD Instruction 5120.20-R/annexes.
DoD 5120.20-R includes the following areas of concern to station managers:
Program material policies and procedures
Cable and satellite service
Internal Information
Engineering support
Station security
Support agreements
Logistics
Manpower
This list is by no means a complete list of everything DoD 5120.20-R, its appendices and annexes
cover. DoD 5120.20-R is the source of information on the rules and regulations of broadcasting in the
Navy. Every senior MC should be familiar with this document.
The evolution of technology in the 21
st
Century enables near real-time dissemination of information.
Understanding this concept and its potential consequences is essential to broadcast management in
the MC world today. Never before have command messages been easier to broadcast to a wide-
ranging audience encompassing all demographics, age groups, and nationalities; one click of the
5-1
mouse takes your product from desktop to worldwide distribution, so careful planning and
coordination is essential when producing a product for release, regardless of the intended audience.
DEFENSE MEDIA ACTIVITY (DMA)
DMA is designed to modernize and streamline media operations by consolidating military service and
DoD media components into a single, joint, integrated multimedia communications organization. DMA
was established in October 2008 as a result of the Defense Base Realignment and Closure Act. The
agency consolidates the Soldiers Media Center, Naval Media Center, Marine Corps News, Air Force
News Service, and American Forces Information Service into a single field activity. DMA also includes
Stars and Stripes newspaper and the Defense Information School. In October 2011, DMA celebrated
the grand opening of its state-of-the-art headquarters and production facility at Ft. Meade, Maryland.
American Forces Network (AFN) broadcasting detachments are found worldwide. They fall under two
main components, AFN Europe (in such locations as Rota, Spain; Stuttgart, Germany; Sigonella, Italy
and Souda Bay, Crete) and AFN Pacific (in such locations as Yokosuka, Japan; Diego Garcia and
Kunsan, South Korea). Some AFN detachments are large and include multiple broadcasters, Interior
Communications Electricians (IC) and civilians. Other stations may have fewer MCs, but they all have
the mission of providing command information to their audiences. AFN detachments are broken into
three types: Full Service, Radio and Radio Plus. Full service detachments produce TV Electronic
News Gathering (ENG) stories, long form TV products like newscasts, travel shows and the like, TV
spots, daily radio shows, radio spots and radio remotes. Radio detachments do just that: radio shows,
spots and remotes. Radio Plus stations do all of what Radio only stations do, plus they do some TV
ENG and spot production. Because DMA is a multi-service command, MCs may be assigned to
broadcasting detachments that include other services broadcasters and broadcast engineers.
Pacific Europe
Yokota Guantanamo
Yokosuka Naples
Tokyo Rota
Iwakuni Signonella
Misawa Souda Bay
Diego Garcia Bahrain
Pearl Harbor Vicenza
Yongsan Honduras
Osan Bahrain
Kunsan Aviano
Casey Bavaria
Daegu Benelux
Kaiserslautern
Spangdahlem
Stuttgart
United Kingdom
Wiesbaden
5-2
OPERATIONS
In general, a DMA/AFN broadcasting detachment that has both a radio station and television
capabilities may be aligned into the five divisions: Television, Radio, Command Information (CI),
Traffic & Continuity (T&C or commonly referred to as just Traffic) and Engineering. Generally,
Television handles ENG production and supports CI production. Radio handles radio shows, spot
production, radio automation systems and radio remotes. CI handles producing and managing the
detachments TV spot production, reader production and tracking of all CI products. Traffic &
Continuity handles all internal and external requests for production and farms out taskers to the
appropriate departments. Traffic also handles all television automation systems, ensuring that daily
playlists are updated and correct. Engineering is responsible for the care and maintenance of all
systems in the building including television and radio production equipment, automation equipment,
satellite services, IT systems along with the infrastructure of the detachment itself. Again, these
divisions are examples; not all detachments will have be set up like this. Some AFN broadcasting
detachments have a supply clerk and a yeoman assigned to help with supply and administration. If no
supply clerk or yeoman assigned, it is a good idea to detail an engineer IC to supply and an MC to
administration to be responsible for station supply and administration duties. In Figure 5-1, note the
broken lines connecting the chief engineer or senior IC to supply and the operations senior MC to
administration. The supply and administration sections work directly for the station manager. As a
station manager, you can organize your particular station any way you see fit as long as the lines of
communications are established to ensure the staff is able to complete their particular mission.

Figure 5-1 Typical Full Service Detachment Organizational Chart.
SHIPBOARD BROADCASTING
Shipboard broadcasting varies from ship to ship depending on equipment available. Whether that
equipment is simply a Shipboard Information Training and Entertainment (SITE) closed-circuit
television system or a SITE and radio station, MCs should expect to produce training videos, port
briefs, live Bingo programs, command information spots, news products and more. They may also
need to document events for intelligence gathering or evidence, depending upon guidance from the
ships Public Affairs Officer. For more information on Shipboard operations, refer to Chapter 4.
5-3

120610-N-PB383-114
PACIFIC OCEAN (June 10, 2012) Sailors and Marines play bingo in the Carlson Cafe aboard the multi-
purpose amphibious assault ship USS Makin Island (LHD 8). Makin Island and embarked Marines assigned to
the 11th Marine Expeditionary Unit (11th MEU) are deployed to the U.S. 3rd Fleet area of operations. (U.S.
Navy photo by Mass Communication Specialist 2nd Class Dominique Pineiro/Released)
STANDARD OPERATING PROCEDURES (SOP)
What happens if there is an enemy attack? What do your people do if there is an earthquake? Who
can call up and get something on the air immediately? What is the procedure for placing community
notes in a disc jockeys (DJs) show? These types of questions and many more are answered in the
station SOP book. Recall rosters for the command should also be placed in the SOP book. All
emergency action plans should be placed in the book and exact copies should be distributed to each
workstation. DoD 5120.20-R contains information, on station identifications and emergency
announcements, which will help you write an SOP for your station. A periodic review of the SOPs is
highly recommended.
Traffic and Continuity
The Traffic and Continuity (T&C or Traffic) section uses the Command Information Management
System (CIMS) to manage all internal and external publication requests, acting as the Assignments
Editor. T&C takes in requests and pushes those requests to the appropriate section, be it TV, Radio
or CI. Traffic also writes, receives, and checks all spot announcement copy, or readers, before they
are aired. This section makes sure the copy adheres to station SOP to include format, time, good
taste, and so forth. The copy is kept in CIMS for printing for television or via the program for on-air
Radio purposes, and an alibi file is maintained that holds the announcements for one year. It is a
good idea to keep all news copy in an alibi file for one year also. The T&C section interacts with
virtually everyone in the station concerning station policies, procedures, and spot programming and
5-4
with production personnel about any equipment, props, or graphics that might be needed. T&C must
also interact with the on-air talent to make sure that locally produced spots convey their intended
messages and meet all their objectives.
T&C also handles all television automation systems which include receiving automation files (STB
files), adapting those files for local use and then uploading them into automation servers. These files
tell automation systems what programming elements to play and when, i.e. network program for 15
minutes, then a 2-minute regional break with a 1-minute local break, then back to network
programming. Automation is critical and directly impacts the professionalism of the detachment.
Without automation, someone would have to operate a board to switch between sources 24/7.
T&C can be a single section at very large stations, but within smaller broadcasting detachments, it is
more likely one of the functions of Radio. Again, this organizational decision is made by the station
manager based upon available resources. However, there should always be someone specifically
accountable for continuity at the station. Always remember: the primary objective of AFN
broadcasting detachments is the timely dissemination of command information to military, DoD
personnel, and their family members.
NEWSROOM ORGANIZATION
As always, the organization of any activity in broadcasting depends on the specific requirements and
available manpower. A Radio Plus station may produce and air only news updates, but Full Service
detachments may be required to put together a longer-format news program however, this
requirement has been eliminated in Europe and is marginal in the Pacific. The focus now is more on
2-minute, standalone news story that air in local breaks. Generally, if a Full Service detachment is
tasked with a daily newscast, they should have approximately four personnel in TV News: a News
Director and three producers. If the detachment is tasked with only ENG production, then the
manning should be adjusted to meet whatever daily/weekly requirement is imposed, however, there
should still be a News Director leading the effort. The News Director position can be a collateral for
one of the producers or even be a collateral of the Traffic Manager, if manning requires so.
NEWS DIRECTOR/ASSIGNMENT EDITOR
The most critical facet in a successful newsroom is the News Director. This senior MC2 or higher if
manning allows, will take story feeds from Traffic and manage the production of them, as well as
develop their own story plans and manage that production too. Time management and constant,
intrusive leadership is key to consistently producing a daily product and ensuring producers are being
trained properly to be up to the job. Arranging production to ensure that at least several pre-produced,
untimely (evergreen) stories are always available is critical when original plans dont go as
scheduled or technical issues take down equipment when there is a daily newscast requirement. The
News Director of any type of news requirement should be the one assigning coverage of news events
at the beginning of each day. Traffic may send requests to the News Director, but the News Director
should be the one assigning specific tasks to specific MCs.
Finding News
Assignment editors are made for the grind of finding news. They must constantly think of how to fill
that nightly news hole. The following are some good places to look for stories:
Beat calls. First and foremost, use the beat call system to keep in touch with your audience
and news sources. Make a list of every command and person that could possibly generate or
inform you of news. Break this list into three tiers of clients: First, Second and Third. Call every
First tier client once a week, every Second tier client every two weeks and every Third tier
client once a month and inquire if they have any upcoming events or stories they would like
coverage of. Base your tiers on the amount of news typically coming from each client and use
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the base directory to ensure you dont miss anyone. In this way, you will cover your high profile
customers but not forget about those that, while they may not often have news, the news they
do generate is still important to get out to the command. Also, its often the smaller commands
that may not understand how to get out their message out. By including them in your beat
system, you establish rapport and ensure that they know who to call when they have news. All
successful newsrooms will do beat calls to keep the channels of communications open
between the newsroom and the public.
As Station Manager, it is also your job to find news for your personnel to cover. To do this, ensure
that you attend weekly Tenant Command meetings. These meetings are hosted by the Commanding
Officer, Executive Officer and Command Master Chief of the base and all of the Directors, COs,
OICs, CMCs of nearly every activity on the base will attend. Take notes on whats happening around
the base and mark those that either clients remark they want coverage or that are significant enough
to garner coverage. Bring the list back and share with your staff for tasking.
Calendars with historical notations. A good newscast will have one or two things in history
(Navy or otherwise) for each day of the year.
Print publications. Read the paper and weekly news magazines. Localizing big Navy stories
from military and civilian publications should be a weekly effort of any DMA detachment. For
example, a story about cost of living allowance (COLA) cuts in Navy Times will provide the
background for a story featuring a young Sailor and his family on your base to describe how
the cuts will affect his family. Put a human face - or human voice - to every story.
Base PAO. The overseas installation commander is a continuous source for news coverage
ideas. The community wide audience is constantly changing and the opportunities to deliver
command information are unending. Alignment of command messages by collaborating with
the base PAO and his/her base newspaper editor will deliver an aligned message to the
community.
DISASTER RESPONSE
There simply is no other time that an AFN detachments professionalism and capability are so greatly
tested than in disaster response. While most of your viewers, and commanders, will likely view your
detachment as primarily an entertainment vessel with CI during normal times, during a disaster
response, commanders will rely on AFN for immediate and wide-reaching influence over their entire
area of control. Performing well during a disaster will cement your credibility with the host command
for a very long time, while the opposite could all but destroy it. When disaster strikes, all efforts must
be made by the station manager to provide whatever assistance the local commanders require, up to
and including 24/7 operations for an extended period of time. Barring the immediate safety of AFN
personnel being in jeopardy, the detachment should be fully stood up and in operation until such
times as the base commander says to stand down. Recent events that AFN has responded to were
the attacks of 9/11 where all overseas bases went to Force Protection Level DELTA, the flooding of a
military residential area in Sigonella, a situation where a military family member at a base drastically
needed blood in order to stay alive and AFN was called upon to notify the community for donors, and
the Fukushima tsunami and nuclear tragedy in Japan. In all instances, AFN was called upon to
immediately react and provide a conduit for base commanders to communicate with their
communities. In some instances, AFN succeeded. In others, AFN could have done more. The
responsibility of the station manager is to manage the effort at the deck plate level to accomplish the
mission.
IMPORTANCE OF BASE COMMANDING OFFICER
The importance of having a good working relationship with the base commanding officer cannot be
overstated. Ultimately, AFN is located on the base as one of the key communication tools of the
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commanding officer. Station managers should make every effort within regulations and protocol to
support the base commanding officer and their intents.
STAYING RELEVANT, CRUCIAL
Back in 1995, the AFN signal in many communities was a single terrestrial (over-the-air) signal.
During this time, it was very easy for local affiliates to communicate with the audience as they really
had no other venue. Today, AFN provides ten channels of satellite television, broadband Internet is
easily available nearly everywhere and even smartphones and high-speed cellular networks are
capable of streaming video and up-to-the-instant news. Staying relevant and crucial to our internal
audience is increasingly difficult. Its imperative that station managers stay up-to-date on emerging
technology, their audiences use of that technology and how AFN can leverage that technology to get
the CI message out, within regulations. Station managers must also spend a great deal of effort on
training their personnel so that the traditional methods of CI are done in the most professional and
polished manner to obtain and keep their audiences attention.
ENGINEERING
Todays broadcast technicians are some of the best trained out there. A station manager should
cultivate good working relationships between produces and engineers. While the two will always
argue about whose job is more important, the bottom line is that no one would have a job without the
other. A good station manager will ensure that engineers receive training on broadcast operations just
as producers are taught rudimentary engineer. At a broadcast detachment, it is everyones job to
troubleshoot in order to fix a problem and with occasional manning issues, a broadcast technician can
shoot a stand up while providing engineering support on location. Obviously, every individual needs
to understand their limits and follow the guidance of the subject matter expert in the field, but the point
is that every AFN detachment is a team and should take advantage of what each member brings to
the table.
The station managers relationship with their Chief Engineer (CHENG) is equally as important.
Engineering not only handles maintaining production, automation, IT and other equipment, but also
the infrastructure of the building, installations and modifications as well as supply, inventory and even
contracting.
RADIO REMOTES
Radio remote broadcasts are one of the most effective tools you have as a station manager to
promote your station and personnel in addition to making excellent contacts within your community.
Special events, celebrations, and ceremonies are excellent opportunities for radio remotes. These
remotes can range from having an MC on the scene providing simple live call-in updates over the
telephone during live shows to having a full-scale radio production with entertainment and interviews
at a remote location. Always ensure that you have engineers both on location and back at the station
during any live event involving any remote equipment more than a cell phone. If something goes
awry, it is critical to have someone there with the technical knowledge to troubleshoot and correct the
situation as soon as possible.
Some detachments are even equipped with mobile radio capabilities that may be moved from one
location to another and is capable of broadcasting live over the air. Often this will include a cell
phone-based remote call in device with microphones, onsite receiver, amplifier and speakers. This
kind of broadcast is an excellent way to help celebrate the commands Fourth of July picnic or Winter
Carnival or to promote base preparations for an upcoming tropical storm or hurricane.
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CROSS-TRAINING
Cross-training at an AFN broadcast detachment, as in a Public Affairs Office, is extremely important
for a number of reasons. First, all your people should have the benefit of experience at every position
in the detachment. This will produce well-rounded future leadership in the Navy. Second, there should
never be a single point of failure. You never know when tragedy, emergency transfers, TDYs, or
combat casualties might occur that could leave a gap that is very hard to fill short notice. Third, cross-
training for most MCs can be enriching and keep them engaged in learning all aspects of
broadcasting.
Dont forget your base Public Affairs Officer when it comes time for cross-training. Besides building up
skills amongst all the MCs, it also builds rapport, an understanding of how each other works and
fosters communication, all key factors in ensuring that both professional communication activities are,
in fact, communicating and understanding. There are few things worse than having PAO cover an
event that AFN knew nothing about or vice versa.
TELEVISION PROGRAMMING
The American Forces Network Broadcast Center (AFN BC)
AFN BC is located just outside March Air Reserve Base in Riverside, Calif., and is the sole
programming source for AFN radio and television outlets overseas. These outlets serve U.S. service
men and women, DoD civilians, and their families stationed in U.S. territories around the world where
English language broadcast service is unavailable or inadequate. The Broadcast Center provides
programming that reflects a cross-section of the most popular programming widely available to
stateside audiences. Programs are uplinked from the Broadcast Center to a series of satellites and
delivered worldwide via a secure transmission path. In accordance with DoD Regulation 5120.20-R,
AFRTS programs are provided without censorship, propagandizing, or manipulation. While program
content is unchanged, AFN is commercial-free; therefore, all commercials are deleted and replaced
with DoD internal information and other public service spot announcements targeted to DoD
personnel and their family members.
The AFN BC acquires and distributes entertainment, news, sports, and information programming
based on its scheduling needs, the popularity of programs within the specific DoD audience
demographics, and the unique interests of military audiences. All religious programs are selected the
AFN BC Director of Religious Programming and approved by the Armed Forces Chaplains Board.
The AFN vision is to provide a touch of home by presenting radio and television news, sports,
information, and entertainment programming to DoD personnel wherever they are serving overseas.
This service is made possible by the generous cooperation and support of U.S. performing guilds,
unions, and federations (dating back to World War II). AFN is not charged performance rights or
residual fees for its programming. That support allows program owners and syndicators to make their
products available to AFN free of charge or at a fraction of the cost that commercial radio and
television stations pay.
Programming is distributed by satellite to the AFN audience through land-based outlets directly to
homes, via base cable systems through head ends or a commercial provider, and deployed ships.
In 1978, the Armed Forces Radio and Television Service (AFRTS) was among the first organizations
to use satellites as a means of transmitting television programming. Today, AFN provides radio and
television services by satellite 24 hours a day around the world.
All AFRTS satellite transmissions use a digital compression system to allow the transmission of
multiple channels of television and radio services over a single satellite transponder. This system also
protects the programming from being received by unauthorized audiences.
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AFRTS uses two state-of-the-art satellite distribution networks; one is the primary Satellite Network
(SATNET), and the other is the Direct-to-Sailor (DTS). These satellite networks distribute live and
tape-delayed television programming around the world.
AFN Satellite Television Services
AFN currently provides television services to overseas locations, all originating at the Broadcast
Center. These services are programmed to each geographic location. The primary television service
is known as AFN--the American Forces Network. The secondary television service is DTS.
American Forces Network (AFN)
AFN has the look of mainstream commercial stateside television but surpasses any single stateside
network in terms of content. It reflects the best of American network television, in all day parts, with
programs seen stateside on various channels and networks. Schedules are designed primarily to
serve specific audiences during specific day parts. AFN is time-shifted for two specific geographic
locations Atlantic and Pacific (AFN Europe and AFN Pacific). Programming channels include
AFN|prime Atlantic, AFN|prime Pacific, AFN|prime Freedom (likely to be repurposed after the
Afghanistan mission wind down scheduled for 2014), AFN|news, AFN|sports, AFN|sports HD,
AFN|spectrum, AFN|movie, AFN|family, AFN|xtra, AFN Program Guide and The Pentagon Channel,
or TPC as it is currently referred to. All channels, with the exception of TPC, are programmed and
originate from the AFN BC. TPC is programmed, managed and originates from DMA HQ at Fort
Meade, MD. All AFN|primes showcase the same programming for the most part and are simply time-
adjusted for the major time zones of Central European time, Japan Korea time and Afghanistan time.
All programming on AFN is decided based on objective data such as Nielson ratings, with the most
consistently popular programs being showcased. News coverage is determined by giving news
outlets the same percentage of coverage as the market share they receive in the US. Within that
percentage of coverage on AFN, individual shows from each network are picked based on Nielson
ratings. Generally, sport matches are determined by the teams ranking, the games match up, and
program availability.
Its important to understand that AFN does not seek to provide equal coverage of content or teams or
networks. AFN provides a touch of home which means it uses objective data to bring the most
popular choices from the States to those overseas, regardless of content. It is then left into the
viewers hands as to what they will decide to watch. As a station manager, you will field customer
questions on programming choices, so its important to know how they are made.
All live sports and news programming broadcast by the AFN BC involves a board operator in one of
three live board rooms manually taking spots when the program goes to commercial break.
Sometimes the board operator has the advantage of listening in on the programs master control, but
more often than not, they simply must pay attention to the program to know when to switch to spots.
Television Direct to Sailor (DTS)
Navy ships equipped with satellite dishes receive AFN, AFN|news and AFN|sports via the Navy
owned and operated Direct to Sailor (DTS) satellite system. AFN schedules are available online at
www.myafn.net.
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Figure 5-3 Navy DTS Control Room.
Based upon a desire to better serve and improve the quality of life of Sailors and Marines serving
aboard Navy ships, AFRTS initiated studies in 1995 to determine the feasibility of providing full-time
worldwide satellite-delivered broadcast services directly to Navy ships at sea.
Full operational capability for Direct to Sailor DTS satellite system was reached Dec. 23, 1997, with
the activation of the third and last transponder on international telecommunications satellites. Using
global, premium transponders, these satellites provide DTS with almost complete coverage of all
oceans and seas on which Navy ships are deployed.
DTS services consist of three television channels: AFN|news, AFN|sports, and AFN; three radio
services, and a data channel. The AFN BC operates a full-time DTS control room at the AFN BC.
Through this facility, AFN inserts Navy Department and service-unique information programming in
the DTS programming services.
The AFN channel on DTS is a conglomeration of AFN|spectrum, AFN|prime, AFN|xtra, AFN|family
and AFN|movie. Programmers at the AFN BC decide which program from each of the separate AFN
services would best satisfy the unique demographic aboard deployed vessels and selects that for the
DTS AFN channel. For this reason, a DTS AFN viewer will see the bug or channel identifier in the
lower left corner of the screen change from program to program.
DTS radio services consist of two monaural music channels with rotating blocks of U.S. produced
satellite programming in the Rock, Top-40, Oldies, Country, and Urban music formats with hourly
newscasts and sports information. The third radio service is a full-time news, talk, information, and
sports service consisting of the most popular radio services from all the major U.S. radio networks
and syndicators.
AFRTS Direct-to-Home Service (DTH)
Since December 1998, the European Command (EUCOM), the Army and Air Force Exchange
Service (AAFES), the Navy Exchange Command (NEXCOM), and AFRTS have jointly sponsored a
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satellite direct-to-home (DTH) service for service members, DoD civilian employees, and their family
members living off-base in the EUCOM area of operation (minus Central and Southern Africa).
Using a powerful European Telecommunications Satellite (EUTELSAT) Eurobird 9 signal, AFN
delivers the full AFN line up in the European area with an 80-centimeter satellite dish and an
integrated receiver/decoder (IRD). Both the dish and the IRD are available through most European
AAFES and NEXCOM stores. The IRD can either be leased or purchased outright by the service
member. Also, a similar service has been placed on line to serve DoD audiences in Japan (including
Okinawa) and Korea.
AFN Satellite Radio Services
AFN Radio serves more than a million American service men and women; Department of Defense
civilians and their families stationed at American bases, embassies, and consulates in more than 177
countries; and U.S. Navy, Coast Guard, and Navy Military Sealift Command ships at sea.
Since World War II, AFN has enjoyed generous support from all major broadcast networks,
syndicates, public radio services, and individual stations and program producers throughout the U.S.
There are 12 different full-time AFN Radio stations, including a primary information
news/talk/information network. These national radio services are distributed by satellite to an
overseas affiliate network of military broadcast stations, base cable TV systems, and AFN Direct-to-
Home (DTH) satellite dish users. Additional shortwave AFN Radio transmissions reach U.S. Navy
ships in areas not served by satellite with the primary information news/talk/information AFN Radio
network. However, due to ships being able to receive DTS now, the shortwave program is no longer
supported by the Navy. As systems degrade or are rendered obsolete, they will not be replaced.
AFN Radio Programming
News, Talk, Commentary, and Information on AFN Radio
American Forces Network's primary news, talk and information radio network delivers international
and national news, commentary, talk radio, and military news.
This primary AFN Radio news/talk/information network also carries hourly newscasts; features; and
major newsworthy events including Presidential Press Conferences, Pentagon and White House
Press Briefings, live NASA shuttle launches, and other special event programs.
National Music Services on AFN Radio
AFN Radio airs seven around-the-clock music services.
Sports Talk on AFN Radio: Around-the-clock sports on AFN Radio consists of two national sports talk
networks live on two 24/7 AFN Radio sports talk networks.
FANS on AFN Radio delivers the best national sports talk from Fox Sports Radio,
Sports Byline Network featuring Sports Byline w/ Ron Barr and Sports Overnight America.
CLUTCH on AFN Radio delivers the best national sports talk radio from ESPN Radio and Sporting
News Radio.
National Public Radio (NPR) on AFN Radio
AFN Radio relays NPR (National Public Radio) live featuring jazz; classical music; and NPR news,
commentary, and information.
DMA detachments are unique in that many military communities are often served by one radio
station. The tastes and preferences within these communities are diverse. To better meet these
needs, many DMA/AFN detachments are equipped with both AM and FM stations. Considering your
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target audience is only available at certain times of the day and that there is a shortage of radio
entertainment sources to suit their diverse tastes, counter programming the AM/FM schedule
(simultaneously scheduling programs with different appeal) offers an innovative way to satisfy those
special audience needs.
Counter programming is meant to afford listeners who like one particular type of music the
opportunity to listen to a solid block of Top-40, album Rock, Country, Urban, Oldies or some other
type of music.
If counter programming your AM/FM services, first consider two points:
Do not abandon the talk radio format. It is becoming increasingly popular across the country
and allows your listeners to stay current on the latest news and world events.
Do not turn your FM facility into an album oriented rock (AOR) station. It is too valuable a
medium to limit its appeal to only one audience segment.
EMBEDDING INFORMATION
As the station manager, you need to keep in mind the possible requirement of sending your media
products back to the Defense Visual Information Distribution Center (DVIDS) or DMA's Defense
Imagery Management Operations Center (DIMOC) for worldwide dissemination and for
documentation purposes.
When submitting video or multimedia products, you must embed pertinent information about the
image into the images file information. This information is called information interchange model
caption (IPTC), or metadata. The metadata contains identification, contact information, the caption,
and keywords about the product. Embedded information makes the file searchable on the computer
and/or the Internet. While some metadata is written by the camera, most is input by the MC after
downloading. Not all commands or public affairs units use the same software programs to embed
information. For detailed guidance on embedding caption and metadata information, consult your
commands or units specific editing software manual.
Including caption and subject identification, such as lower thirds and command information in the form
of an accompanying Word or text document ensures recipients can access the pertinent data even if
they do not have the necessary tools or programs needed to access metadata or IPTC information.
DoD learning resources are found on the Defense Imagery website.
DVIDS is a state-of-the-art, 24/7 operation that provides a timely, accurate, and reliable connection
between the media around the world and the military serving in operational areas such as Iraq,
Afghanistan, Kuwait, Qatar, and Bahrain or anywhere.
Through a network of portable Ku-band satellite transmitters located in-theater and a distribution hub
in Atlanta, Georgia, 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.
The DVIDS mission is to serve as a turnkey operation that facilitates requests for Public Affairs video,
audio, still imagery and print products and coordinates interviews with service members serving
around the world.
DIMOC is the main hub for imagery DoD-wide. It serves as a central database for all visual
information.
Defense Visual Information operates DIMOC to support worldwide Department of Defense and other
U.S. government agency communication and operational missions with the right imagery in the right
place at the right time by providing an enabling architecture to synchronize and integrate the various
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DoD imagery capabilities and centrally manage current and historical visual information. The DIMOC
is an evolving, transformational agency with constantly expanding capabilities.
To accomplish its mission, the DIMOC manages four distinct but interrelated programs. They are the
Visual Information Operations and Coordination Program, Imagery Management and Distribution,
Order Fulfillment, and Customer Service programs. It is imperative to always get acknowledgement
and approval from your chain of command before releasing any content for public viewing.
SUMMARY
Television, video, radio, and all other broadcast media are some of the most powerful forms of
communication in the world today. The professional Navy Mass Communication Specialist must stay
in touch with their field by reading everything within reach about technology changes that affect news
gathering and dissemination. We must embrace, acknowledge, and adhere to the rules of the road,
realizing the power of information and its immediate impact on the mission and global opinion.
Periodic literature, industry websites and other media will allow you to stay abreast of this fast moving
field.
Although the basics of broadcast management will always apply as described in this chapter,
understanding the tools of the trade is important to the broadcast supervisor. The supervisor must
know the capabilities of the equipment available. When a new piece of equipment comes into your
shop, read the owners manual and try the gear out yourself. You may not be the regular operator, but
you must know what it takes to get the job done before you can critique the actions of your staff
members.
Navy and DoD regulations and policy dictate the production and dissemination of all products for both
internal and external usage. Understanding this fundamental allows you not only to succeed in your
endeavors but to remain true to Navy core values and DoD standards of conduct.
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CHAPTER 6
COMBAT CAMERA
Combat Camera (COMCAM) operations provide Navy, combined, and joint force commanders with a
worldwide rapid response expeditionary unit capable of producing classified and unclassified video,
still, and field production products. COMCAMs imagery provides tangible situational awareness
information for use by military commanders and a valuable visual record of still and motion imagery
used as historical evidence of military operations.
LEARNING OBJECTIVES:
Upon completing this chapter, you should be able to do the following:
1. Explain Combat Camera mission and capabilities.
2. Identify combatant commander relationships.
3. Explain the tasking matrix of Combat Camera in a joint environment.
MISSION
The mission of COMCAM forces is to provide the Office of the Secretary of Defense (OSD),
Chairman of the Joint Chiefs of Staff (CJCS), military departments, combatant commands, and joint
task forces (JTFs) with a directed imagery capability in support of operational and planning
requirements during wartime operations, worldwide crises, contingencies, and joint exercises.
COMCAM personnel maintain qualifications that enable them to operate in land based, shipboard,
aviation, and sub-surface environments. COMCAM assets include Aerial Cameraman (NEC 8288)
and Navy Diver (NEC 5345) specialties and may be employed to capture imagery for a variety of
purposes including explosive ordnance disposal (EOD), special operations forces (SOF), underwater
construction teams (UCT), and reconnaissance squadrons.
COMCAM visual information documentation (COMCAM VIDOC) enhances the Department of the
Navy, combined, and joint operational commanders situational awareness and establishes a
historical operations record. When operationally deployed in a joint environment, COMCAM forces
are under the direct control of the J-39 information operations (IO) staff officer. The efforts and
products of COMCAM forces support Military Intelligence Support Operations (MISO, previously
Psychological Operations); intelligence, civil affairs, Maritime Interdiction and Anti-piracy Operations
(MIO); public affairs (PA) missions, and other assets. COMCAM forces exist as a distinct operational
entity with a clearly defined documentation mission.
COMCAM forces perform unique and highly specialized missions with VIDOC capabilities supporting
the full range of military expeditionary operations in the most hazardous environments. COMCAM
personnel maintain qualifications that enable them to operate in land based, shipboard, or in support
of air assets. COMCAM assets include Aerial Cameraman (NEC 8288) and Navy Diver (NEC 5345)
specialized to capture imagery for explosive ordinance disposal (EOD), special operations forces
(SOF), underwater construction teams (UCT), and reconnaissance squadrons.
When not deployed, COMCAM units are under the operational control of the Commander, U.S. Navy
Expeditionary Combat Command (NECC) and Commander, U.S. Pacific Fleet, (COMPACFLT).
Impact
In an increasingly media-driven world and global information environment, the ability to exploit VIDOC
has enabled the warfighter to gain a battle space advantage. COMCAM forces provide commanders
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with visual information (VI) that directly supports their decision-making and operational assessments.
During operations, daily imagery usage includes battle briefings, targeting, operational assessment,
force protection, battle space orientation, airfield qualification, PA, operational awareness, IO, MISO,
and battle damage assessment (BDA).
COMBAT CAMERA ASSETS AND CAPABILITIES
COMCAM forces perform a unique and highly specialized mission trained to operate in the most
austere and hostile environments.

Figure 6-1 COMCAM Mission Capabilities.
Capabilities of COMCAM units include:
Professional:
o Day/Night still/video imagery acquisition, including low light and infrared light imaging
o Still/Video imagery transmission services
o Aerial still/video imagery acquisition
o Qualified Naval Aviation Observers(NAO) (fixed and rotary wing platforms)
o Underwater still/video photography services. Qualified Navy SCUBA divers capable of
integrating with military diving operations or as a self-sufficient, deployable SCUBA
diving team
o Full video editing services
Combatant:
o Advanced weapons training
o Visit, board, search, and seizure (VBSS) boarding
o Fast rope and rappelling
o Close-quarters combat
o Small unit tactics training
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o Survival, Evasion, Resistance, Escape (SERE) training
o Land navigation
TASKING AND EMPLOYMENT IN THE JOINT ENVIRONMENT
COMCAM provides historical documentation of ongoing military operations and supports strategic
communication objectives by integrating and synchronizing the acquisition and distribution of still and
motion imagery. This integration is most effectively achieved through direct coordination with Joint
Force Command (JFC) elements. It is critical that supported elements maintain cross-coordination
with COMCAM planners, the Joint Combat Camera Team (JCCT) lead, and among themselves to
ensure optimal utilization of COMCAM capabilities.
Joint operation planning is a coordinated process used by a commander to determine the best
method of accomplishing the mission. In peacetime, the process is called deliberate planning. In crisis
situations, it is called crisis action planning (See Chapter 5). Execution of a deliberate plan is
accomplished using crisis action procedures. Joint planning is conducted under Joint Operation and
Planning and Execution System (JOPES) (JOPES policy and procedures), with automated data
processing (ADP) support. Joint planning has its origins in the development of operation plans
(OPLANs). Commanders can use established request for forces (RFF) procedures when requesting
COMCAM forces. Upon initiation of deliberate action or crisis action planning for the development of a
joint force, commanders need to submit an RFF to the office of Global Force Management (GFM).
GFM will contact the Navy COMCAM planner or the Joint COMCAM Program Manager (PM),
dependent on mission requirements, to plan COMCAM integration into Navy, joint, or combined
operations. Once the joint staff designates a supporting unified command, a COMCAM unit should be
designated as the JCCT lead for planning the COMCAM mission and providing a representative to
the Joint Planning Group (JPG) for that operation.
COMCAM forces are tasked, deployed, and employed as an integral part of joint and combined
operations to ensure documentation of the entire scope of U.S. military activities during:
Wartime Operations
Wartime Crisis
Contingencies
Joint Exercises
Humanitarian Assistance Disaster Relief (HADR)
Other events involving DoD components or of significant national interest
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Forming a Joint COMCAM Team (JCCT)
The keys to determining the makeup of a JCCT are mission requirements and the force structure of
the joint force. The JCCT can be as small as a two-person acquisition team or as large as a team
made up of an operations cell responsible for command and control of COMCAM forces. The JCCT
coordinates activities of forward-deployed photographers and videographers and the Visual
Information Imagery Management and Distribution Program to manage the flow and distribution of
COMCAM imagery. See Figure 6-2 for typical supporting COMCAM task development.
Lessons learned in Operation Iraqi Freedom have resulted in a JCCT force structure with an
operations cell directing acquisition teams and a joint combat camera imagery management team and
Visual Information Imagery Management and Distribution Program. Planners should ensure adequate
COMCAM forces are requested to document each of the components operations as well as provide
support at the joint forces task force level. In accordance with the joint forces priorities and
objectives, the JCCT lead directs the execution of the joint forces COMCAM plan for acquisition,
reception, and distribution of imagery.

Figure 6-2 COMCAM Task Development Matrix.
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Command and Control Structure
COMCAM is an operational mission assigned to the joint force N-3/J-3 operations. Figure 6-3 shows
COMCAM mission assignment relationships. The joint force IO officer (J-39) is responsible for
COMCAM activities. The J-39 generates COMCAM mission assignments and receives assignments
from both higher authority and from within the joint force (civil affairs, MISO, and PA). The J-39
establishes priorities and coordinates support for COMCAM missions with requesting commanders
within the joint force. These assignments not only require the support of commanders in the field,
but can also generate mission assignments from the component J-39 (IO). The JCCT lead officer in
charge (OIC) reports directly to the J-39 to integrate COMCAM into the joint forces campaign plan
and serves as the senior COMCAM advisor on the J-3 staff. COMCAM requirements outside the
purview of the J-39 still need to be coordinated through the J-39. Under guidance of the J-39, the
JCCT lead is responsible for receiving, prioritizing, directing, and coordinating operational
assignments for the deployed COMCAM teams.

Figure 6-3 COMCAM Mission Assignment Relationships.
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Mission Tasking Relationship in a Joint Force
In coordination with the joint force J-3 and J-39, the JCCT lead develops a documentation plan for
both the JCCT and service COMCAM assets. The JCCT lead can direct COMCAM team
documentation tasking. Components retain administrative control (ADCON) for their COMCAM forces
within the joint force (See Figure 6-4). COMCAM routinely receives documentation requests from
other functional areas through the J-3 via the J-39. The JCCT lead advises the various staff elements
on effective application of COMCAM assets and can be depended upon for aiding in developing
requirements. The JCCT lead, in conjunction with the J-39, coordinates and prioritizes the use of
COMCAM assets in theater.

Figure 6-4 COMCAM Utilization.
Utilization of COMCAM Assets
COMCAM imagery is used to assist battle-space decision-making and after-action reporting.
Commanders can depend on COMCAM teams to help exploit the power of horizontal information
flow, speed up the decision-making cycle, and facilitate execution at lower levels. When utilized as
such, integrated COMCAM teams become internal assets. For COMCAM to be successful, access to
vital operations and the ability to move imagery is essential. Lessons learned in multiple
contingencies have shown that commanders educated about COMCAM operations have used that
capability effectively to meet mission requirements.
COMCAM Team Concept of Operations
COMCAM teams can produce both still and motion imagery and, when given access to fixed
communications, can transmit imagery to multiple locations (organic capability to move imagery via
portable and fixed long-range transmission systems, such as satellite communication and local area
network [LAN], is limited). Teams have the ability to document full-spectrum military operations. All
COMCAM personnel are field trained and can operate in forward areas.
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Acquisition
JCCTs acquire still and motion imagery via digital format. Based on the requirement, the number of
teams and composition needed to document a specific mission will vary. The team is attached to the
unit it will document and is logistically supported by that unit. Frequently, COMCAM teams will move
to cover multiple units within a theater, and tactical control (TACON) may transfer multiple times at
the discretion of the JCCT lead. Field commanders are encouraged to utilize COMCAM teams for
operational imagery requirements. Emerging imagery requirements, documenting the capture of
persons of interest, destruction of equipment, or events of high visibility require prioritization of
mission tasking to ensure availability of COMCAM forces.

Figure 6-5 Combatant Command COMCAM Organization.
6-7
Transmission and Distribution
It is imperative that COMCAM imagery is moved through the JCCT (in some cases, the Visual
Information Imagery Management and Distribution Program) to the customer and ultimately to
Defense Imagery Management Operation Center (DIMOC) as expeditiously as possible to meet the
timely requirements established by the joint force commanders. Figure 6-6 depicts COMCAM imagery
flow from COMCAM teams to DIMOC. To support austere environments, COMCAM can deploy with a
low data-rate satellite transmission capability. Most COMCAM imagery is transmitted using theater-
deployed or fixed commercial communications.
DIMOC is not responsible for clearing imagery for public release; this function is the responsibility of
the on-scene commander. DIMOC can receive released and unreleased imagery classified up to the
SECRET level via electronic means on the Secure Internet Protocol Network (SIPRNET). Unreleased
imagery should be forwarded to DIMOC, but will be For Official Use Only until cleared for public
release by proper authority.

Figure 6-6 COMCAM Imagery Flow.
Procedures within the Joint Operations Area
After classification determination by the on-scene commander, imagery from forward locations is
transmitted via the fastest means possible to the JCCT Visual Information Imagery Management and
Distribution Program at the joint force headquarters where it is processed and distributed to the
operational staff. COMCAM units use secure transmission procedures to handle classified imagery.
Procedures External to Joint Operations Area
After classification determination, Visual Information Imagery Management and Distribution Program
forwards imagery to DIMOC and, as requested, to other customers.
DIMOC serves as the DoDs central reception and distribution point for joint-interest imagery. DIMOC
has the primary mission of distributing operational imagery to the Joint Staff for the daily Joint Chiefs
of Staff (JCS) briefing. In addition, unclassified imagery that has been cleared for public release by
the appropriate PA authority is provided to Assistant Secretary of Defense for Public Affairs
OASD(PA) for potential release to internal and external media. Furthermore, imagery is provided to
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OSD, the State Department, service headquarters staffs, and other DoD organizations. All non-DoD
access to imagery, aside from the limited release to the State Department as listed above, is through
DoD PA offices.
Security Review
A designated representative, working under the authority of the on-scene commander, typically will
accomplish a security review. The goal of the security review is to protect classified material and
prevent inadvertent disclosure. Security review should be in accordance with DOD 5200.01 (DoD
Information Security Program: Marking of Classified Information), for classifying material. Unclassified
imagery deemed sensitive in nature must be designated as For Official Use Only, Not for Release.
This security review must be done very quickly to avoid imagery movement delays and should include
review of photo and video captions and video run sheet data. If an image is deemed to contain
classified information, the caption should specify what exactly is classified. In some cases, the text of
a caption may be the only classified part of an image file. The authority that has classified an image
must be listed in the caption, along with that persons title, unit name, and contact information (in case
of declassification review).
PA Review of Unclassified Imagery for Public Release
The local PA or other designated representative at the lowest possible level will review all unclassified
imagery for possible public release unless otherwise directed by PA guidance (PAG) or higher
authority. COMCAM imagery can be specifically identified as not cleared for public release at any
level in the review process to prevent inadvertent release of unclassified, but sensitive, imagery to the
public. This review process should be established in advance to ensure imagery movement is not
delayed. Reviewing and clearing imagery at the lowest possible level will expedite the movement of
imagery to customers who have an immediate need for cleared imagery. Public release procedures
must be spelled out in the applicable OPLAN or operational order (OPORD) supporting COMCAM
annexes and coordinated with the joint force PA. A Visual Information Record Identification Number
(VIRIN) and captioning is still required for all operational products, but the local releasing for non-
releasable imagery will contain NOT RELEASED in caption.
COMCAM Training for Joint Operations
Employment of COMCAM in joint exercises assists JFC and staff training. Joint exercises provide a
valuable opportunity for joint service COMCAM teams to integrate and operate together. It offers
commanders and their staffs the opportunity to train on the proper planning and employment of
COMCAM operations in the joint exercise environment. Additionally, it gives the COMCAM teams and
commanders experience on effective utilization and the benefit of COMCAM operations.
Commanders should incorporate COMCAM forces as part of the actual exercise in addition to
providing dedicated documentation of the exercise. Exercise planners should write COMCAM
operations into exercise mission essential task lists and master scenario events list because
COMCAM forces must train as they will operate in a real-world environment.
External Roles to Combat Camera Operations
The Special Assistant for Public Affairs Support (N09C) provides policy oversight and management of
the Navy COMCAM program and serves as the warfare sponsor. The Office of the Chief of Naval
Operations (OPNAV N09C1) COMCAM officer liaisons with the Chief of Naval Operations (CNO) and
Fleet Combatant Command N-3/N-5/N-7 staffs to ensure Secretary of Defense (SECDEF), Secretary
of the Navy (SECNAV), and CNO COMCAM requirements are properly coordinated and met.
Commander, U.S. Fleet Forces Command (COMUSFLTFORCOM), Commander, U.S. Pacific Fleet
(COMPACFLT), NECC, and Commander, Naval Reserve Force, develop, maintain, train, and equip
6-9
COMCAM resources to provide rapidly deployable COMCAM assets for documenting wartime and
planning and executing force deployments and activities before, during, and after military
engagements, operations, and emergency actions. Additionally, they integrate COMCAM into Navy-
specific exercises and include them in appropriate operation orders and annexes.
Commander, Fleet Forces Command serves as the joint force provider because most unified
commands do not have COMCAM assets assigned. The primary COMCAM force providers are:
U.S. Pacific Command (USPACOM)
Navy Expeditionary Combat Command (NECC)
Secretary of the Air Force
Secretary of the Army
Roles and responsibilities of Defense Visual Information (DVI)
The Defense Media Activity (DMA) develops policy and procedures regarding the management of VI
in the DoD. The Joint Combat Camera Program Manager (JCCPM) is assigned to the Defense Visual
Information (DVI) directorate of OASD/PA.
The JCCPM is responsible for the development of joint COMCAM policy and doctrine, serves as
liaison between the Joint Staff J-39 and service COMCAM units to assist in COMCAM tasking,
provides assistance to combatant commands in development of the COMCAM portion of deliberate
plans, maintains the COMCAM contingency equipment pool, and chairs the Joint COMCAM Planning
Group (JCCPG).
The role of the combatant commander (COCOM) COMCAM planner is to coordinate requirements
with force providers, joint forces, and the joint staff.
The role of COMCAM in support of JTF is to provide rapid VI support to JTF commanders for military
operations, emergencies, and field exercises; provide still and motion imagery coverage of force
deployments and events before, during and after military engagements and report to the JTF J-3
through the J-39.
COMBAT CAMERA POLICY AND DOCTRINE
The 5040 series of DoD instructions are the guiding series of instructions for COMCAM personnel in
support of the VI mission within the DoD.
5040.02 (series) Visual Information
Establishes:
Roles of the Defense Visual Information Center and the Joint Visual Information Services
Distribution Activity (JVISDA)
Policy that imagery of joint interest shall be centrally managed
Policy that DoD imagery shall conform to DoD-wide technical criteria, be fully captioned, and
be assigned a DoD-standard identifying number
Policy that VI with historical or long-term value shall be stored, managed, and preserved in a
designated DoD VI records center
5040.6-M-1 (series) Decision Logic Table Instructions for Recording and Handling Visual
Information (VI) Material
Provides DoD camera operators with general instructions on the type of VI imagery they are to
capture and what to do with that imagery afterwards
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5040.07 (series) Visual Information (VI) Production Procedures
Establishes JVISDA as the central organization for satisfying reorders for Defense Inventory
Productions
5040.09 (series) DoD Productions
Establishes policy and assigns responsibilities for creating, acquiring, and managing DoD
productions throughout their life cycle; establishes the DoD Production Management Group
Multi-Service Tactics, Techniques, and Procedures (MTTP) for Joint COMCAM
Operations
The purpose of the Multi-Service Tactics, Techniques, and Procedures (MTTP) for Combat Camera
(COMCAM) Operations is to provide commanders and staffs at all echelons essential information to
effectively employ COMCAM capabilities.
COMCAM is a supporting capability for IO. COMCAM supports all of the capabilities of IO that use
images of U.S. or friendly force operations. They provide images for MISO, military deception
(MILDEC), PA, and civil-military operations (CMO) use, but can also be used for BDA measures of
effectiveness (MOEs) analysis.
The Assistant Secretary of Defense for Public Affairs, in accordance with DoD Directive (DoDD)
5400.13, Public Affairs Operations, provides policy guidance for the employment of JCCTs and the
distribution of their products, including follow-on use/release of still and motion pictures supporting
internal information operations including PA operations, as established in DODI 5040.02 Visual
Information.
As established in DODI 5040.02 (series) Visual Information, the commanders of the combatant
commands are responsible to ensure COMCAM imagery requirements are addressed in operational
planning; coordinate with PA to obtain imagery collection, editing, and transmission requirements;
and integrate those requirements into COMCAM missions. Ensure that all imagery that supports joint
operations, not only COMCAM imagery, is forwarded to the DIMOC.
COMCAM can be a resource to support PA, MISO, MILDEC, CMO, BDA, and MOE objectives.
Representatives from the commanders other assets must utilize the J-39 in coordination with the
COMCAM team lead to coordinate and de-conflict mission objectives.
Coordination with COMCAM includes the following:
COMCAM is a J-3 asset, unless a separate team is formally assigned to a Media Operations
Center (MOC), previously known as Joint Information Bureau (JIB).
COMCAM products used by the MOC need to be quickly cleared and released to the media
through the MOC to meet civilian media deadlines. The joint COMCAM documentation team
may provide a liaison to the MOC. The MOC director should provide guidance on PA
requirements to the COMCAM team.
Normally, public release authority for COMCAM material is delegated by the JFC to the MOC director.
SUMMARY
In this chapter, you were introduced to the guidelines for managing a COMCAM team. Through the
information received here, you now should be able to identify the COMCAM mission, explain the
proper tasking process for COMCAM, and be familiar with the instructions and policies that regulate
the release authority of COMCAM imagery. You should have a thorough understanding of the
relationship between the JCCT lead and reporting authorities, ADCON, OPCON, and TACON; and of
the role among other Navy COMCAM teams in their mission.
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CHAPTER 7

REPROGRAPHICS
LEARNING OBJECTIVES
Upon completing this chapter, you should be able to do the following:
1. Identify the four main pillars to an effective graphics communications campaign
WHAT IS REPROGRAPHICS?
Reprographics is defined as the creation or reproduction and duplication of documents, written
materials, drawings, designs, etc., by any process using light rays or photographic means, including
digital printing, scanning, photography, office duplicating and more.
An effective MC will always be on the lookout for communication opportunities. Few areas in the Navy
allow for such a creative and diverse out-of-the-box method of approach.
The Four Main Pillars
A successful graphics campaign almost always includes the following four pillars: Plan, Design,
Prepare and Present. Of these, the most important is to Planits in this area that you can eliminate
delays saving precious time and effort.
Plan Consultation: Focusing Vision
In reprographics, as with all areas of MC work, good customer service is critical to accomplishing the
mission. Your program will almost always involve customer consultation. In this phase you will need
to block out enough time to hear the idea and reach realistic, achievable solutions. Be prepared to
take notesask plenty of questions and always strive to deliver as promised. If an idea wont work,
say so. This is the opportunity to suggest a better solution.
Artistic Vision vs. Commissioned Work
o Famed Renaissance painter Michelangelo did not paint the ceiling of the Sistine Chapel
because he felt compelled to it was a commissioned job. In reprographics, creativity
is king, however, when gathering creative inspiration, keep in mind you are producing
work for the U.S. Navy.
Define the Target
o Most importantly, find out the desired end result of the product. Define the intended
target audience and ask these type of questions: Who will be seeing what is produced?
Where will it be showcased? When is it expected to go live? Set realistic deadlines.
Covering these critical details early in the project will save you invaluable time and
effort.
Design Effective Communication through Design
This is the area of your reprographics campaign that will challenge your creativity and that of your
team.
As multimedia specialists, we cannot take color for granted. Color is one of the most important and
evocative tools a graphic artist uses. We must understand it and organize it, so that we can use it
properly and wisely in our layouts and designs. This section is all about understanding color and how
7-1
Figure 7-1.
Figure 7-2.
Figure 7-3.
it works. You will learn the important properties of color, the color wheel, as well as the fundamentals
of color mixing and color harmonyeverything you need to know to make color work for you!
Color harmony can be defined as a pleasing arrangement of parts, whether it be music, poetry, color,
or even an ice cream sundae. In visual experiences, harmony is something pleasing to the eye. It
engages the viewer and creates an inner sense of order, a balance in the visual experience. When
something is not harmonious, its either boring or chaotic. At one extreme is a visual experience that
is so bland that the viewer is not engaged. The human brain will reject under-stimulating information.
At the other extreme is a visual experience that is so overdone and so chaotic that the viewer cant
stand to look at it. The human brain rejects what it cannot organize, what it cannot understand. The
visual task requires us to present a logical structure. Color harmony delivers visual interest and a
sense of order.
Analogous - This harmony uses adjacent hues; all the colors share a common hue. An analogous
harmony is seen on the color wheel as neighboring hues; for example, yellow, yellow-orange, orange
and red-orange. This harmony is most often used to achieve a soft, subdued effect.
Complementary If two hues are directly opposite each other on the color wheel they are
considered to be complementary (See Figure 7-1). Examples of complementary colors are red and
green, orange and blue and yellow and violet. When used together in a design they make each other
seem brighter and more intense (See Figure 7-2). When used together, complementary colors
provide extreme contrast. Their harmonies provide dramatic and energetic effects.

Monochromatic This color harmony uses different values and intensities of a single hue (See
Figure 7-3).

7-2
The Psychological Implications of Color
Red stimulates people. It is the most powerful and dominating color of all. Use it carefully and
sparingly.
Yellow is the color of hope and activity.
Dark blue has a tranquil, quieting effect.
Blue relaxes people and is the most popular color. It has no adverse psychological effects.
Violet suggests royalty, dignity and pomp.
Brown is associated with wood, leather and fur. It has no adverse psychological effects.
Green is also popular and has no adverse psychological effects.
Certain colors have developed associations:
Whitepurity
Blackevil, death
Bluehonor, truth
Greenmoney, life
Yellowcowardice
Medium of choice: Less is more
Understanding the message you wish to communicate is critical to identifying the means in which you
wish to deliver that message. Fliers, tri-folds and posters are the most common products your shop
will normally produce to support that message. Understanding the effect of each can drive the
success of your campaign. Fliers and posters should convey the message quickly. Tri-folds offer an
opportunity to further expand the message with paragraphs, additional photographs and bullet points.
A poster would best serve your audience in passing. You should never add too many elements in a
poster you dont want to lose your audience.
Stock photography and illustration
Stock photography is a powerful component of your design toolbox. Several commercial subscription
services offer thousands of royalty-free photographs for use in a variety of graphics multimedia
campaigns. You can also build your own collection with the images shot, gathered and released by
your own MCs. Explore the possible functions of a good photograph beyond its immediate news
value. Keep in mind not all imagery found on the Internet is fair use. Refer to Chapter 1 of this
manual for more information.
Prepare Printing, Publishing and Finishing
Depending on your platform, your print facility may contain several high-capacity printers (color, black
and white, or both). Know your machines. Keeping these machines maintained regularly and supplied
properly will ensure you have the capabilities to produce on time. Additionally, always budget more
time than you may need in the event of mechanical malfunctions or any other issues that arise.
ALWAYS print one example first to show your customer. This proof will function as your final quality
check before you go to mass print. Keeping this step as part of your shops practice will prevent
unnecessary waste of time and materials.
Many copiers have finishing and bindery options installed. However, most cant staple documents
greater than 20 pages. Alternative binding options such as drilling, glue, tape, or spiral should be
7-3
available in your shop. Many of these are available as stand-alone devices; the maintenance and
upkeep is your responsibility.
Legal/ethical considerations- Keep in mind during the day-to-day operations of your print facility to
avoid inadvertently breaking the law. If your customer requests copies of a publication, check to
ensure its not copyrighted. You can usually find this information on the first or second pages of the
document, annotated with the symbol. A work, even in digital format such as PDF, may still carry
the copyright annotation. Unauthorized reproduction of classified or copyrighted material is strictly
prohibited. Refer to Chapter 1 of this manual for more information. More information can also be
found by viewing the U.S. Government Printing and Binding Regulations.
Present Display and Presentation
The presentation of media products is key to their overall effectiveness. Would you hang the Mona
Lisa with duct tape?
Remember: How you present something is almost as important as what you are presenting.
Posters and printed products are not meant to last forever. As covered in Chapter 4, archiving and
indexing will ensure your work remains pristine in the digital realm.
Color/lighting considerations:
Dont use your event debut as the time to test how it will look. Set it up early. The conditions in
which color is viewed greatly affect the perception of color. Color references change as light
changes. There is no one consistent color for any object. Grass may be gray at dawn, bright
green at noon and nearly black at night.
Some colors will look about the same under a variety of light sources, while others will look
completely different. Certain inks are prone to appear differently when viewed under tungsten
light vs. natural daylight.
Evaluate your finished products under a variety of lighting conditions if you are not sure how
they will be ultimately displayed. Avoid fluorescent and tungsten lighting, use a standard light
source and look at proofs against a neutral gray surface. Try viewing your artwork outside or in
another room.
Light The colors we see are affected by the intensity of light, (Figure 45). In low light, objects are
less colorful. In bright daylight, we see more color, contrast and saturation.
White Light Actually, light sources we think of as white differ in spectral distribution. For example,
skylight is a bluish white. Tungsten light bulbs are yellowish white.
Colors are affected by their surroundings
Color perception is also influenced by tones and colors surrounding an image. Rarely do we see a
color by itself; usually it is in conjunction with other colors. Colors can change dramatically depending
on changes in their surrounding colors. For example, five hues given a black background would have
different intensities than with a white background.
Also, the size of the area that any color occupies determines the color effect. For best results, use
softer tints of the hue or small quantities. A little bit of color goes a long way.
Environment
A persons environment can have a strong effect on how he or she sees color. Our ability to evaluate
colors accurately diminishes later in the workday. When we are tired, our brains can be tricked by
surrounding and adjacent colors. People working nights will find cooler colors normal. Those working
outdoors during the day, particularly in tropical climates, will lean toward warm and vibrant colors.
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It is best to keep colors in your office as neutral as possible. Keep the background colors on your
monitor neutral as well.
SUMMARY
In this chapter you learned the four main pillars of an effective reprographics communication
campaign and the ethical and legal considerations associated with print production. Reprographics
serves as a vital operational arm of the MC community. How you use your out-of-the-box approach,
ever-evolving skill set and tools will mean the difference between a highly effective communication
campaign and a resource-wasted effort.
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APPENDIX I
MC ADVANCED ACRONYMS

AAC Advanced Audio Coding
AFRTS Armed Forces Radio and Television
AIFF Audio Interchange File Format
ARPA Advanced Researched Project Agency
ASD(PA) Assistant Secretary of Defense for Public Affairs
AU Encoded Audio Format
AVCHD Advanced Video Coding High Definition
AVI Audio/Video Interleaved
BMP Bitmap Image
BNC Bayonet NeillConcelman
CBT Computer Based Training
CCD Charged Coupled Device
CCU Camera Control Unit
CD-ROM Compact Disc Read Only Memory
CE Civilian Enterprise
CHINFO Chief of Information
CMY Cyan, Magenta and Yellow
CMYK Cyan, Magenta, Yellow & Key (black)
CODEC Coder-Decoder
COMCAM Combat Camera
CP10 Continuing Promise 2010
CSS Cascading Style Sheets
CU Close-Up
DIMOC Defense Imagery Management Operations Center
DINFOS Defense Information School
DMA Defense Media Activity
DNS Domain Name Server
DoD Department of Defense
DoN Department of the Navy
DPI Dots Per Inch

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DSLR Digital Single Lens Reflex
DTP Desktop Publishing
DTS Direct to Sailor
DV Distinguished Visitor
DV Digital Video
DVD-ROM Digital Versatile Disk-Read Only Memory
ECU Extreme Close-Up
EEFI Essential Elements of Friendly Information
ELS Extreme Long Shot
ENG Electronic Newsgathering
EOD Explosive Ordnance Disposal
EV Exposure Valve
FFS Full-Figure Shot
FFT Fast File Transfer
FHTNC Fleet Hometown News Center
FOIA Freedom of Information Act
FPS Frames Per Second
FTP File Transfer Protocol
GBS Gigabytes
GIF Graphic Interchange Format
GN Guide Number
HTML Hypertext Markup Language
IBC Internet-based capabilities
IP Internet Protocol
IPC Intermediate Photojournalism Course
IPTC Information Interchange Model Caption
ISA Interservice Support Agreement
ISO International Standards Organization
ISP Internet Service Provider
JFC Joint Force Commander
JIRSG Joint Interservice Regional Support Group
JPEG Joint Photographer Experts Group
K Kelvin
LaDR Learning and Development Roadmap

AI-3

LS Long Shot
MBs Megabytes
MC Mass Communication Specialist
MIDI Musical Instrument Digital Interface
MILPERSMAN Military Personnel Manual
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MOV Quick Time Movie
MPEG Moving Picture Experts Group
MS Medium Shot
MWR Morale, Welfare and Recreation
NAVCO Navy Office of Community Outreach
NAVINFO Navy Offices of Information
ND Neutral-Density
NJROTC Navy Junior Reserve Officers Training Corps
NECs Navy Enlisted Classifications
NEOCS Navy Enlisted Manpower and Enlisted Classification and Occupational
Standards
NKO Navy Knowledge Online
NPASE Navy Public Affairs Support Elements
NRTC Nonresident Training Course
NVNS Navy Visual News Service
OIC Officer in Charge
OPDOC Operational Documentation
OPREPS Operational Reports
OPSEC Operational Security
PAG Public Affairs Guidance
PA Regs Public Affairs Policy and Regulations
PA/VI Public Affairs and Visual Information Team
Pixels Picture Elements
PNG Portable Network Document
POD Plan of the Day
POM Plan of the Month
POW Plan of the Week

AI-4

PPI Pixels Per Inch
PSD/PSP Photoshop/Paint Shop
RC Resin Coated
RDT&E Research, Development, Test and Evaluation
RGB Red, Green, Blue
RIMPAC Rim of the Pacific
RMVB RealMedia Variable Bitrate
RSS Really Simple Syndication
SAPP Security, Accuracy, Propriety and Policy
SDII Sound Designer II
SDV SEAL delivery team
SECDEF Secretary of Defense
SECNAV Secretary of the Navy
SDMI Secure Digital Music Initiative
SITE Shipboard Information, Training and Entertainment
SITREPS Situational Reports
SLR Single Lens Reflex
SME SubjectMatter Expert
SMPTE Society of Motion Picture and Television Engineers
TCP/IP Transmission Control Protocol/Internet Protocol
TECDOC Technical Documentation
TIFF Tag Image File Format
TTL Through The Lens
URL Uniform Resource Locator
VI Visual Information
VIDOC VI Documentation
W3C World Wide Web Consortium
WAV Waveform Audio Format
WMA Windows Media Audio
WMV Windows Media Video
WWW World Wide Web

AII-1

APPENDIX II
REFERENCES USED TO DEVELOP THE RTM

Associated Press Stylebook and Briefings on Media Law
Blair, Raymond N. (Graphic Arts Technical Foundation). The Lithographers Manual (9th edition).
ISBN 088362169X
CHINFOINST 5720.8 Public Affairs Tactics Manual
DOD Directive 5230.16 Nuclear Accident and Incident Public Affairs Guidance
DODINST 5040.02 Visual Information
DODINST 5040.05 Alteration of Official DOD Imagery
DODINST 5040.07 Visual Information Production Procedures
DODINST 5120.2 Armed Forces Radio and Television Service
DODINST 5120.4 Department of Defense Newspapers, Magazines and Civilian Enterprise
Publications
DODINST 5400.13 Public Affairs Operations
DOD Principles of Information
DOD Webmasters Guidance (http://www.defense.gov/webmasters/)
JOINT PUB 3-61 Joint Public Affairs Doctrine
Naval Enlisted Manpower and Personnel Classifications and Occupational Standards
NAVEDTRA 14208 Photographers Mate Advanced NRTC
NAVEDTRA 14209 Photographers Mate Basic NRTC
NAVEDTRA 14321 Journalism Basic NRTC
NAVEDTRA 14332 Illustrator Draftsman (Equipment)
NAVEDTRA 14333 Illustrator Draftsman (Executionable Practices)
NAVEDTRA 14334 Illustrator Draftsman (Presentations Graphics)
NAVEDTRA 14335 Journalism Advanced Nonresident Training Course
NAVPERS 15560D Military Personnel Manual
Navy Visual News Training (https://www.chinfo.navy.mil/visualnews/training.html)
OPNAVINST 3104.1 (series) Navy Visual Information Program Policy and Responsibilities
OPNAVINST 3104.3 (series) Navy Combat Camera Program Policy, Responsibilities and Procedures
OPNAVINST 3432.1 (series) Operations Security
OPNAVINST 5510.1 (series) Department of the Navy Information and Personnel Security Program
Regulation

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OPNAVINST 5720.2 (series) Embarkation in U.S. Naval Ships
OPNAVINST 5726.8 (series) Outreach: Americas Navy
Sabin, William A. The Gregg Reference Manual: A Manual of Style, Grammar, Usage, and
Formatting (10
th
Edition) ISBN 0073545430
SECNAVINST 5211.5 (series) Privacy Act Program
SECNAVINST 5720.42 (series) Freedom of Information Act
SECNAVINST 5720.44 (series) Public Affairs Policy and Regulations
SECNAVINST 5724.3 (series) Fleet Hometown News Program Policy and Regulations
SECNAVINST 5420.47 (series) Navy Policy for Content of Publicly Accessible World Wide Web Sites
SECNAVINST 5870.4 (series) Copyright
U.S. Counterfeit Detection Act of 1992 (http://www.secretservice.gov/money_illustrations.shtml)
U.S. Navy Regulations
U.S. Navy Social Media Website (http://www.chinfo.navy.mil/chinfo/SocialMedia.aspx)
U.S. Navy Style Guide (http://www.navy.mil/submit/view_styleguide.asp)
U.S. Navy Website (http://www.navy.mil )
U.S. Rehabilitation Act (Section 508) (http://www.section508.gov)
U.S. State Department Guidelines for Producing High Quality Photographs for U.S. Travel
Documents

Information: The text pages that you are to study are
provided at the beginning of the assignment questions.

Assignment Questions

AS1-1

ASSIGNMENT 1

Textbook Assignment: Chapter 1, Legal, Ethical, Security Issues
1-1. What incident lead to the formation of the Privacy Act of 1974?

A. The Bay of Pigs
B. President Nixons resignation
C. The Watergate Scandal
D. The Vietnam War

1-2. One of the basic objectives of the Privacy Act is to:

A. Protect disclosure of personally identifiable records
B. Restrict disclosure of personally identifiable records
C. Encourage disclosure of personally identifiable records
D. Deny disclosure of personally identifiable records

1-3. What information is normally protected by the Privacy Act?

A. Award records, medical records, pay records
B. Age, race, rank
C. Race, rank, award records
D. Pay records, race, age

1-4. How many FOIA exemptions are there?

A. Six
B. Seven
C. Eight
D. Nine

1-5. The Navys policy on disclosure of records can be found in which instruction?

A. OPNAVINST 5720.42 (series)
B. SECNAVINST 5720.42F (series)
C. SECNAVINST 5720.44 (series)
D. OPNAVINST 5720.44 (series)

1-6. In what year did DoD update its FOIA Program Regulation 5400.7-R to include all
electronic FOIA changes?

A. 1998
B. 1989
C. 1974
D. 1966

AS1-2

1-7. FOIA was the first law to establish legal right of access by citizens to government
information. What year was it established?

A. 1976
B. 1974
C. 1966
D. 1964

1-8. For known authors, copyright protection in works created in 1978 or later endures for how
long?

A. 70 years
B. Life of the author plus 70 years
C. Life of the author
D. 95 years

1-9. For unknown authors, copyright protection lasts how many years from date of first
publication?

A. 70 years
B. Life of the author plus 70 years
C. Life of the author
D. 95 years

1-10. All copyrights run to the _______ of the calendar year in which they expire.

A. Beginning
B. Middle
C. End
D. Publication date

1-11. Displays or performances aboard Navy ships are not considered to be public according
to which instruction?

A. SECNAVINST 5720.4 (series)
B. OPNAVINST 5870.4 (series)
C. OPNAVINST 5720.4 (series)
D. SECNAVINST 5870.4A (series)

1-12. What basic personal information is releasable when requested?

A. Name, rank, unit, and home of record
B. Name, position, and rank
C. Name, rank, unit, and social security number
D. Name, position, and pay

1-13. Which of the following markings does NOT represent an official copyright notice?

A. The letter C in a circle
B. The letter P in a circle
C. The abbreviation Copr.
D. The abbreviation Cprt.
AS1-3

1-14. When is copyright protection in the United States available for a work produced by the
United States Government?

A. As soon as a notice of copyright is affixed
B. When the work is published
C. When approved by the CO
D. Never

1-15. Section 107 of the Copyright Law outlines how many factors to be considered when
determining whether or not a particular use is fair?

A. Two
B. Three
C. Four
D. Five

1-16. Joint ethics guidelines prohibit DoD employees from officially endorsing or appearing to
endorse membership drives or fundraising for any non-Federal entity except which of the
following?

A. The Combined Federal Campaign
B. Navy/Marine Corps Relief Society
C. Both 1 and 2
D. None

1-17. Which NAVSUP Form should be used to properly account for Controlled-Equipage
Custody?

A. NAVSUP Form 4442
B. NAVSUP Form 306
C. NAVSUP Form 5200
D. NAVSUP Form 572

1-18. What are pieces of information regarding friendly intentions, capabilities, and activities
likely to be sought by our foes called?

A. OPSEC Information
B. Elements of Information Security
C. Essential Elements of Friendly Information
D. Essential Elements of Information Security

1-19. What are the three designations used to classify information?

A. Confidential, Top Secret, FOUO
B. Top Secret, FOUO, Secret
C. FOUO, Confidential, Secret
D. Secret, Confidential, Top Secret

AS1-4

1-20. Which of the following is an information restriction?

A. Confidential
B. Top Secret
C. FOUO
D. Secret
AS2-1

ASSIGNMENT 2

Textbook Assignment: Chapter 2, Public Affairs
2-1. What instruction provides the foundation for your work as and MC?

A. SECNAVINTS 5720.47
B. OPNAVISNT 5720.44
C. SECNAVINST 5720.44C
D. DODINST 12-5

2-2. What is one of the roles of a public affairs officer?

A. Advise the commander
B. Provide intelligence analysis
C. Develop Information Operations plans
D. All of the above

2-3. What is the first step in the public affairs process?

A. Developing
B. Planning
C. Researching
D. Running

2-4. How many steps make up the public affairs process?

A. Four
B. Two
C. Three
D. Five

2-5. What kind of analysis includes a spectrum of viewpoints, preconceptions, opinions and
experiences?

A. Quantitative
B. Subjective
C. Qualitative
D. Objective

2-6. What chapter in SECNAVINST 5720.44C provides guidance on media relations?

A. 6
B. 3.5
C. 3
D. 9

AS2-2

2-7. What is one success indicator to look for in the evaluation stage?

A. Media coverage
B. Increased sales figures
C. CO receives award
D. Advancement rates increase

2-8. What does RPIE stand for?

A. Research, planning, implementation, and evaluation
B. Research, planning, investigating, and evaluation
C. Radiation, positive energy, impending emergency, and extraterrestrial activity
D. Text shorthand for Our Pie

2-9. What is one principle of releasing information?

A. Full disclosure
B. Maximum delay
C. Do not
D. Partial disclosure

2-10. How many exemptions exist for releasing information under the Freedom of Information Act?

A. 12
B. 9
C. 8
D. None

2-11. Are you permitted to release information that is embarrassing to the command?

A. Yes
B. No

2-12. What is one thing that would prevent a Public Affairs Officer from releasing information?

A. NMCI
B. Embarrassing to the command
C. DD Form 1081
D. Lack of competency

2-13. What act allows the public to gain full disclosure on what the U.S. government is doing?

A. Act of Congress
B. Patch Act
C. Miss Sunshine Act
D. Sunshine Act

AS2-3

2-14. What concept is used to protect certain information from potential enemies of the U.S.?

A. Minimum disclosure
B. Need to know
C. Proof of concept
D. Waterboarding

2-15. Who is ultimately responsible for the release of information?

A. PAO
B. Commander
C. CHINFO
D. DMA

2-16. What best summarizes the DoD Principles of Information?

A. Maximum disclosure, minimum delay
B. Minimum disclosure, maximum delay
C. Reactive, never proactive
D. FOIA

2-17. What are two types of inaccurate reporting?

A. Errors in fact, rumors
B. Disinformation, misinformation
C. Blogs, Facebook posts
D. Propaganda, information operations

2-18. What instruction authorizes commands to operate publicly accessible .mil websites?

A. NETWARCOMINST 5000.69
B. SECNAVINST 5720.44
C. SECNAVINST 5720.47B
D. NMCI SORM
AS3-1

ASSIGNMENT 3

Textbook Assignment: Chapter 3, Community Outreach
3-1. What directive explains that relations with communities at home and abroad are in the best
interest of the Department of Defense?

A. SECNAVINST 5720.44C
B. NAVINFOINST 4290.9B
C. DoD Directive 5122.5
D. OPREP BLUE

3-2. Which of the following is considered a Navy target audience?

A. Everyone could possibly be a target audience
B. DINFOS student companies
C. Congressional pages
D. FAA-related business organizations

3-3. What directive and instruction govern Navy community outreach activities?

A. NEXCOM Instruction 4370.1 and NAVSUP Form 469
B. 5720.44C and PA Regulations
C. DoD directive 5410.18 and OPNAV instruction 5726.8 (series)
D. ONR Instruction and OPNAV 4250.7

3-4. Which of the following is NOT a type of community outreach program?

A. Guest of the Navy Cruise
B. Speakers programs
C. Overseas Navy Relations (ONR) Program
D. Holiday events

3-5. Which of the following is NOT a goal of the ONR program?

A. To encourage an understanding of the Navy's role in overseas missions, port visits,
and facilities
B. To contribute to the preservation of peace through mutual understanding, respect, and
goodwill between the people of the United States and its allied and non-aligned
nations
C. To promote community outreach as cooperative ventures and not allow it to be
portrayed as the United States taking over, which may inadvertently result in
undermining the confidence of the host nations citizens in their government
D. To set up recruiting booths at local schools and explain the benefits of the Navy

AS3-2

3-6. Which of the following entities maintains the Navys Speakers Bureau?

A. NAVCO
B. TYCOM
C. CHINFO
D. DRPA

3-7. Who is responsible for Calendar for America?

A. CHINFO
B. SECDEF
C. CHINFO SEA
D. OSD(PA)

3-8. What is a JCOC?

A. Visit convened by the SECDEF to promote understanding of the Armed Forces and
Coast Guard on the part of distinguished citizens in a variety of fields
B. Visit convened by Congress to instill pride in American warships by high school
students
C. Joint Consolidated Operational Command
D. Jungle Camp Occupying Cultists

3-9. Which of the following statements is true with regard to Speakers Bureaus?

A. Commanders are not the only Sailors qualified to speak to community audiences
B. Commanders are the only Sailors qualified to speak to community audiences
C. Public Affairs Officers are the only Sailors qualified to speak to community speakers
D. Mass Communication Specialists are the only Sailors qualified to be community
speakers

3-10. Which of the following statements is true in regard to NAVCO?

A. Stands for Need Another Veterans Care Organization
B. Stands for Navy Aeronautical Vehicle Command
C. Responsible for determining eligibility of Navy support for requests for military aerial
support
D. Responsible for supplying copyright material approval for Navy use

3-11. Who coordinates, with the appropriate service, all non-news-media visits of distinguished
persons approved or requested by the Chairman of the Joint Chiefs of Staff?

A. CHINFO
B. OI-8
C. NAVCO
D. OSD(PA)

AS3-3

3-12. What office provides translation services for welcome aboard pamphlets on a cost basis?

A. SECDEF
B. USDA
C. CHINFO
D. Office of Naval Intelligence

3-13. Detailed information for submitting a Command Operations Report is found in what instruction?

A. PUB 4998
B. OPNAVINST 5750.12K
C. NEXCOM Instruction 4370.1 (series)
D. ROM II User Users Guide

3-14. Who ensures operational, training, and educational commands have direct and continuing
access to historical resources and advice?

A. CHINFO
B. Director of Naval History and Heritage Command
C. OSD (PA)
D. PAO

AS4-1

ASSIGNMENT 4

Textbook Assignment: Chapter 4, Shipboard MC Operations
4-1. Which of the following helps implement a robust command information program?

A. Digital audio recorder
B. Newspapers
C. Command surveys
D. DV embarks

4-2. Command newspapers are governed by which of the following instructions?

A. OPNAVINST 5720.44
B. OPNAVINST 8844.7A
C. SECNAVINST 5720.44C
D. SECNAVINST 5760.10

4-3. Approved motion pictures for broadcast over SITE come from which of the following?

A. Supply Department
B. MWR
C. NMPS
D. None of the above

4-4. Final approval for media embarks rests with which of the following?

A. CHINFO
B. OSD (PA)
C. ASD (PA)
D. Commanding Officer

4-5. The primary audience of a ship newspaper is which of the following?

A. Hometown families
B. Local civilian media
C. Embarked crew
D. Husbands and wives

4-6. AFRTS stands for which of the following?

A. Armed Financial Response Training System
B. American Federal Reliability Technical System
C. Armed Forces Radio and Television Service
D. Armed Forces Response Television Service

AS4-2

4-7. Carrier NPASE detachments are assigned to what entity?

A. Carrier Strike Group
B. Media department
C. Supply department
D. Mess decks

4-8. Which of the following is an example of unplanned VI documentation?

A. General Quarters
B. Ice cream social
C. Sunset parade
D. DV embark

4-9. What instruction governs the Navy Family Ombudsman Program?

A. OPNAVINST 1750.1G
B. OPNAVINST 7150.1G
C. SECNAVINST 1750.1G
D. SECNAVINST 7150.1G

4-10. What is the preferred method of file transmission?

A. FFT
B. FTP
C. Email attachment

4-11. Planning and coordination of a media embark lies with whom?

A. CO
B. XO
C. On-scene PAO
D. Staff PAO

4-12. What is the minimum age for a Tiger Cruise participant?

A. 9
B. 10
C. 11
D. 12

4-13. An NPASE SEAOPDET normally comprises how many personnel?

A. 5
B. 6
C. 10
D. 4

AS4-3

4-14. A submarine media embark final approval authority rests with whom?

A. SUBLANT
B. SECNAV
C. CHINFO
D. Asst. CNO

4-15. How many functional areas of shipboard MC operations are there?

A. 4
B. 2
C. 6
D. 10

4-16. Cruise Book monies are initially funded through whom?

A. MWR
B. Sailor
C. CO
D. Disbursing Officer

4-17. Proper release authority lies with whom?

A. CMC
B. Media embarks
C. On-scene PAO
D. CO
AS5-1

ASSIGNMENT 5

Textbook Assignment: Chapter 5, Broadcast Management
5-1. What instruction provides the rules and regulations for broadcasting procedures throughout the
Department of Defense?

A. SECNAVINST 5720.47
B. DODINST 5120-20R
C. SECNAVINST 5120.20B
D. OPNAVINST 12-5

5-2. What is the name of the multi-service DoD activity which consolidated all the services
broadcasting commands?

A. Defense Media Activity
B. Naval Media Center
C. All Services Multi-Media Command
D. Center for Media Support

5-3. What are the names of the two main regions that control world-wide broadcasting
detachments?

A. Germany and Pacific
B. Europe and Far East
C. Europe and Pacific

5-4. What are some of the broadcasting products you could be asked to produce on a ship?

A. Port Briefs
B. Training Videos
C. Investigation Documentation
D. All of the above

5-5. What is the section in a large broadcasting detachment that controls the writing and production
of spot announcement copy?

A. Operations
B. Traffic and Continuity
C. Assignment Editor
D. Beat Calls

5-6. What is one of the most effective tools to promote a station and its personnel?

A. Radio Remote Broadcasts
B. Outside Broadcasting Visits
C. Radio Roundabouts
D. Around Town Radio Broadcast
AS5-2

5-7. What broadcasting entity provides programming that reflects a cross-section of what is
available in the United States to overseas DoD audiences?

A. Armed Forces Radio & Television
B. American Forces Radio & Television
C. American Forces Network Broadcast Center
D. Armed Forces Network

5-8. What does DTS stand for?

A. Direct to Sailor
B. Direct to Ships
C. Direction of Satellite

5-9. Where is the DTS control room located?

A. American Forces Network BC, Fort Meade, Maryland
B. American Forces Network BC, Riverside, Calif.
C. American Forces Network DTS, Norfolk, Virginia
D. American Forces Network CC, San Antonio, Texas

5-10. What does AFN stand for?

A. Armed Forces Network
B. American Forces Network
C. Armed Forces Networking system
D. American Forces Notes

5-11. What ships at sea are served by AFN Radio feeds?

A. U. S. Navy ships
B. U. S. Coast Guard ships
C. Military Sealift ships
D. All of the above

5-12. How many around-the-clock music services does AFN Radio air?

A. Ten
B. Seven
C. Three
D. Eight

5-13. What is another name for information interchange model caption (IPTC)?

A. Megadata
B. Megadrone
C. Metadump
D. Metadata

AS5-3

5-14. What does DIMOC stand for?

A. Defense Image Center
B. Defense Imagery Management Operations Command
C. Defense Imagery Management Operations Center
D. Defense Imagery CONUS

5-15. You should embed information about the media product prior to sending it outside of your
broadcasting detachment?

A. True
B. False

AS6-1

ASSIGNMENT 6

Textbook Assignment: Chapter 6, Combat Camera
6-1. Who has operational control over Combat Camera in a joint environment?

A. SECNAV
B. Public Affairs Officer
C. J39 Information Operations Staff Officer
D. Chief Of Naval Operations

6-2. Combat Camera products support which of the following missions?

A. Civil affairs, military intelligence support operations, intelligence, public affairs missions,
and maritime interdiction operations
B. Civil affairs, military intelligence support operations, maritime interdiction operations,
public affairs missions, and award ceremonies
C. Civil affairs, military intelligence support operations, maritime interdiction operations,
public affairs missions, and change of command ceremonies
D. Civil affairs, military intelligence support operations, maritime interdiction operations,
public affairs missions, and reenlistment ceremonies

6-3. Combat Camera assets include what two specialized Navy Enlisted Classifications (NECs) to
capture imagery for EOD, special operations forces, underwater construction teams, and
reconnaissance squadrons?

A. Photojournalism (8148) and Videographer (8144)
B. Navy Diver (5345) and Photojournalism (8148)
C. Aerial Cameraman (NEC 8288) and Navy Diver (5345)
D. Aircrew School (8201) and Navy Diver (5345)

6-4. Combat Camera forces provide commanders with visual information that directly supports what
function?

A. Operational assessments and decision making
B. Deployments schedules
C. War tactics
D. Psychological operations

6-5. What are three capabilities of Combat Camera?

A. Full video editing services, studio services, and printing services.
B. Studio services, printing services, and aerial missions
C. Qualified naval aircrewman, aerial still/video imagery acquisition, and underwater
still/video photography services
D. Underwater still/video photography services, studio services, and printing services

AS6-2

6-6. Combat Camera forces are tasked, deployed and employed as an integral part of joint and
combined operations during all of the military activities EXCEPT?

A. Joint Operations
B. Contingencies
C. Change of Command
D. Wartime Operations

6-7. Who establishes priorities and coordinates support for Combat Camera missions?

A. J-39
B. N-3
C. J-3
D. N-1

6-8. Combat Camera imagery can be used for all of the following except?

A. Showcasing talent
B. Decision making
C. Execution at lower levels
D. Information flow

6-9. Who serves as the DoDs central reception and distribution point for joint interest imagery?

A. DIMOC
B. CHINFO
C. Navy News Stand
D. Public Affairs Officer

6-10. What instruction governs a security review for the marking of classified documents?

A. DoDI 5200.01
B. OPNAVINST 3104.1 (series)
C. OPNAVINST 5500 (series)
D. OPNAVINST 5290.1 (series)

6-11. Which of the following commands is NOT a force provider for Combat Camera?

A. U.S. Pacific Command
B. U.S. Joint Forces Command
C. Chief of Information
D. Navy Expeditionary Combat Command

AS7-1

ASSIGNMENT 7

Textbook Assignment: Chapter 7, Reprographics
7-1. What are the four main pillars of reprographics?

A. Plan, Design, Prepare, Produce
B. Plan, Design, Prepare, Present
C. Plan, Consult, Discuss, Decide
D. Plan, Design, Prepare, Survey

7-2. Which of the pillars is the most important?

A. Prepare
B. Present
C. Think
D. Design

7-3. Which of the following design principles engage the viewer and creates an inner sense of order
and a balance in the visual experience?

A. Color Theory
B. Color Harmony
C. Color Balance

7-4. What best describes the use of adjacent hues?

A. Analogous
B. Complementary
C. Harmonious
D. Destructive

7-5. What are two hues directly opposite on the color wheel known as?

A. Analogous
B. Harmonious
C. Complementary
D. Impossible

7-6. Which color harmony uses different values and intensities of a single hue?

A. Polychromatic
B. Unichromatic
C. Monochromatic
D. Analogic
1
AS7-2

7-7. What color best suggests hope and activity?

A. Yellow
B. Green
C. Red
D. Blue

7-8. What color best suggests royalty, dignity, and pomp?

A. Royal blue
B. Imperial red
C. Kermit green
D. Violet

7-9. Which color is the most popular and suggests relaxation?

A. Red
B. Blue
C. Green
D. Yellow

7-10. Which product should present your message quickly?

A. Brochure
B. Poster
C. Tri-fold

7-11. How will an effective poster campaign best engage your audience?

A. With lots of words
B. With no imagery
C. In passing

7-12. Stock photography should consist of which of the following traits?

A. Classified
B. Copyrighted
C. Non-raster
D. Royalty-free

7-13. Which two are preferred to build your stock photography inventory?

A. Navy.mil and Google
B. Google and Yahoo
C. Royalty-free commercial and in-house produced
D. Classified and Google
AS7-3

7-14. Which of the following is NOT a function of the Prepare pillar?

A. Keep machines maintained
B. Keep equipment supplies
C. Commence mass print immediately
D. Produce one example for customer

7-15. Which of the following practices ensures pristine preservation of graphics products?

A. Lamination
B. Foam core
C. Archiving, indexing
D. Filing, controlled temperature storage

7-16. Light affects color in what way?

A. Shape shifts
B. Light intensity affects color visibility
C. Light intensity affects color adherence
D. There is no affect

7-17. Which of the following best determines color effect?

A. Size of area color occupies
B. Shape of object color fills
C. Lighting conditions
D. Type of ink used on material

7-18. Which of the following best describes the Present pillar?

A. Have early, planned discussions
B. Never show your work to the customer until all prints are complete
C. Always time your setup to coincide with event launch

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