MCWP 3-33.3

Marine Corps Public Affairs

U.S. Marine Corps

PCN: 143 000069 00

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DEPARTMENT OF THE NAVY

Headquarters United States Marine Corps

Washington, D.C. 20380-1775

18 January 2000

FOREWORD

“The future success of the Marine Corps depends on two factors: first, an efficient performance of all duties to which its

officers and men may be assigned; second, promptly bringing

the efficiency to the attention of the proper officials of the

Government, and the American people.”1

—Major General John A. Lejeune,

USMC, 13th Commandant

The two most important things the Marine Corps does for the

Nation are to make Marines and to win battles. Public affairs has

become an integral part of warfighting and heightens an existing,

indispensable bond between the Marine Corps and the American

public. Sophistication in public affairs is just as important as tactics

and weapons training considering the fierce competition among the

news media, and technology that provides real-time live coverage

anywhere in the world. Every Marine is now a potential spokesperson and must be educated in the fundamentals of dealing with the

news media. How Marines respond to news media queries and how

we help news media representatives get the story reported can be

critical to the way the Marine Corps is perceived by America.

Marine Corps Warfighting Publication (MCWP) 3-33.3, Marine

Corps Public Affairs, describes the Marine Corps’ doctrine on public affairs. Although it is particularly relevant for Marine air-ground
2

task force (MAGTF) commanders and their staffs, it is important

for every Marine to understand the information contained herein. 

MCWP 3-33.3 examines—

l The information environment.

l The news media.

l Policies and principles.

l Command responsibility.

By investigating these areas, MCWP 3-33.3 provides the requisite information needed by commanders and their staffs to understand public affairs. 

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

J.E. RHODES

Lieutenant General, U.S. Marine Corps

Commanding General

Marine Corps Combat Development Command

DISTRIBUTION: 143 0000 6900
Marine Corps Public Affairs 

Table of Contents

Page

Chapter 1 Public Affairs and the Information 

Environment

Mission 1-4

The Global Information Environment 1-7

The Role of Public Affairs in the Military Information 1-7

Environment

Chapter 2 The News Media

The Changing World of the News Media 2-3

News Media Concerns 2-6 

Guidelines 2-9

Coverage 2-13

Chapter 3 Policies and Principles

The Formal Basis for Public Affairs 3-4

Implementation Policy 3-5

Department of Defense Public Affairs Guidance 3-5

United States Marine Corps Public Affairs Guidance 3-7

Range of Military Operations 3-15
Marine Corps Public Affairs ______________ MCWP 3-33.3

Chapter 4 Command Responsibility

Considerations 4-4

Credibility 4-7

The Commanders, Operations, and Planning 4-9

Make News Media Relations a Unit Concern 4-18

The Commander and the News Media 4-21

The Commander and the Public Affairs Staff 4-23

Commander’s Approach 4-27

Summary

Appendices

A Department of Defense National News Media A-1

Pool Support

B Guidance B-1

C Meeting the News Media C-1

D Sample Public Affairs Estimate D-1

E Preparation of Annex F E-1

F Annex F, Public Affairs F-1

G Acronyms and Abbreviations G-1

H References and Related Publications H-1 
Chapter 1

Public Affairs and the Information 

Environment

“I learn more from CNN than I do from the CIA.”2

—Former President George Bush,

on the impact of the media,

during Operation DESERT STORM

“Today, information management is as important as maneuver and fires, from the psychological-operations campaign

you conduct to the way you handle the media. And it isn’t just

the U.S. media, with their impact on public opinion and

inside-the-beltway decision making.”3

—Lieutenant General Anthony Zinni

USMC, following Operation

RESTORE HOPE
Marine Corps Public Affairs ________________________ 1-3

Information flow is the catalyst for accountability in our society,

and public affairs is the function within the Marine Corps that

keeps the American people informed during conflict as well as

during peacetime.

The way the battles are fought in the 21st century presents new

challenges to Marines. One of the major challenges is where we

will fight those battles, including urban and littoral warfare. In

addition, challenges that may or may not involve combat must

also be considered such as the humanitarian missions: i.e., peacekeeping, peace enforcement, rescue and evacuation, and disaster

relief. 

Within the context of these new challenges, public affairs (PA) is

not merely an adjunct activity. In peacetime, public affairs provides Marines and the general public with information that

increases public understanding of the Marine Corps’ roles and

missions, which is crucial to the future of the Corps. Public

affairs has also become one of the central elements of tactical,

operational, and strategic planning and execution. We can no

longer conduct mission planning without involving public affairs. 

Public affairs efforts can have positive as well as negative

impacts in the battlespace, and these actions can have possible

decisive effects on the operational mission. Public affairs also

provides the mechanism through which Marines and the American public can understand the status of the five pillars on which

the future of the Marine Corps rests: warfighting, people, core

values, education, and training. Simply phrased, public affairs is

tasked to tell the Marine Corps story.

Effective public affairs operations are becoming more difficult at

the same time that they are becoming increasingly important.

The public affairs mandate is to get the word out effectively,
1-4 ________________________________________ MCWP 3-33.3

efficiently, and honestly. This is complex because the environment is so dynamic, and the all-important specific details are elusive.

Marine Corps policy is to tell the truth as quickly as possible.

That includes good news as well as bad. Public affairs is the discipline of communication that informs and educates. It is not

designed to influence. Public affairs personnel often must work to

separate public affairs from other informational efforts aimed at

manipulating perceptions. Any deviation from the truth will

destroy the credibility and effectiveness of Marine Corps public

affairs operations and will negatively affect the institution.

Marines accomplish the public affairs mission by making public

affairs an equal partner in planning and operations. We recognize

that PA must be included in the Marine Corps Planning Process

in order to influence planning at the appropriate time and place,

whether in the operational planning team or in the crisis action

team. We make certain the public affairs officer (PAO) is in the

loop at all times and at all levels of our missions. Our communication process—both internal and external—constantly needs

tuning. A detailed public affairs plan is an essential feature of

operation plans and orders.

MISSION

The mission of public affairs is to provide timely, accurate information to Marines and the general public and to initiate and support activities contributing to good relations between the Marine

Corps and the public. 

The Marine Corps must make a clear and compelling statement of

its mission and provide the American people with the information
Marine Corps Public Affairs ________________________ 1-5

that will allow them to understand that Marine Corps’ readiness is

essential to national security. 

Marine Corps public affairs is a communication discipline that

informs and educates people about the missions, organization,

capabilities, needs, activities, and performance of the Marine

Corps as an instrument of national defense policy and security.

Because the Marine Corps is part of the national military establishment, it belongs to the American people. It is also a unique

institution as described in Title 10 of the United States Code.

Therefore, the Marine Corps has special responsibilities to keep

the American public informed. It does that through the news

media in the form of press conferences, interviews, editorial

boards, public speaking, and articles. The free press is one of

many freedoms we believe in and defend. At peace or at war, the

news media and the public are entitled to timely, accurate

responses from the Marine Corps whenever such responses are

warranted. How we respond to that mandate reflects directly on

our personal and institutional integrity. Our policy is clear: honesty, openness, and accessibility to the maximum extent possible.

Another aim of public affairs is to maintain positive relations

between the individual Marine Corps command and its personnel

with the citizens of the surrounding community. Many Marines

and their families live offbase and make a lasting contribution to

the image of the Marine Corps in America's neighborhoods. The

morale and esprit de corps of those men and women are influenced by the attitudes of the civilian community toward their mission and presence in the region. Good relations between Marines

living and traveling offbase and the civilians in the surrounding

community serve as avenues for information sharing and problemsolving. They also foster favorable opinions of the Marine

Corps and the Department of Defense (DOD) in general. By

being involved in a range of command-related activities, the
1-6 ________________________________________ MCWP 3-33.3

public gains a better understanding of a ready Marine Corps, the

contribution of the local command in fulfilling the national

defense strategy, and the interest of command leadership in its

stewardship of taxpayer resources.

One of the most important aspects of public affairs is providing

pertinent information to Marines, their families and dependents,

the Marine Corps Reserve, retired Marines, and civilian employees. Timely, accurate information—

l Displaces rumors that can be detrimental to morale.

l Enhances the quality of life.

l Fosters positive lifestyles.

l Provides career-related information.

l Increases personnel readiness. 

This information is provided through a number of news media

outlets, including base newspapers, local cable television, the

Armed Forces Radio and Television Service (AFRTS), official

Internet and intranet websites, and Marine Corps-printed publications. Additional outlets available to public affairs for providing

information to the Marine Corps family are Marine Corps key

volunteers, family service centers, officer and enlisted clubs, telephone trees, and a hotline with recorded information. 

The functions of public affairs apply during peace as well as war.

Whether the Marine Corps is involved in a humanitarian effort, a

peacekeeping operation, a major regional contingency, or collecting toys for tots, public affairs plays a critical role in the military

information environment. Although the public affairs’ mission is

to inform, an important product of an effective public affairs
Marine Corps Public Affairs ________________________ 1-7

program is an enhanced public understanding of Marine Corps’

missions, capabilities, and roles in the national defense. 

THE GLOBAL INFORMATION ENVIRONMENT

The Marine Corps public affairs' main product is information,

therefore, the information environment within which it operates

must be understood. The concept of information operations

describes the impact of information in a broad context that permeates the full range of military operations from peace to global

war. Information operations are actions taken to affect adversary

information and information systems while defending one's information and information systems. Units conduct information operations across the full range of military operations—from

operations in garrison, during deployment and combat operations,

and continuing through redeployment upon mission completion.

This blurs the boundaries between the military information environment and the global information environment at an increasing

rate, making effective information operations planning more

complex and difficult.

THE ROLE OF PUBLIC AFFAIRS IN THE MILITARY 

INFORMATION ENVIRONMENT

In the military information environment, there are interrelated

components: operations, information systems, and relevant information and intelligence. Command and control warfare (C2W),

civil affairs (CA), and public affairs fall within the operations

component. They are used to gain information dominance partly

through the use of informational instruments. Psychological operations (PSYOP) is the informational instrument employed by
1-8 ________________________________________ MCWP 3-33.3

C2W operations and is used, with other C2W functions, to influence, deny information to, degrade, or destroy adversary command and control (C2) capabilities while protecting one’s

capabilities. CA also employs an information function that provides a commander with the means to convey information to critical actors in the area of operations as well as the ability to obtain

crucial intelligence from the local population. The following

paragraphs discuss differences between public affairs and the

other informational instruments.

Psychological Operations

Psychological operations are planned operations to convey

selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately,

the behavior of foreign governments, organizations, groups, and

individuals. A major element of PSYOP is propaganda, which is

any form of communication in support of national objectives

designed to influence the opinions, emotions, attitudes, or behavior of any group in order to benefit the sponsor either directly or

indirectly. Note that the objective of propaganda is to influence

people. PSYOP’s main objective is to minimize the effects of an

adversary’s hostile propaganda and disinformation campaign

against United States (U.S.) forces. Discrediting adversary propaganda or disinformation against the operations of U.S. and/or

coalition forces is critical to maintaining favorable public opinion.

Civil Affairs

CA activities encompass the relationship between military forces,

civil authorities, and people in a friendly or foreign country or

area. CA activities support national policy and implement U.S.
Marine Corps Public Affairs ________________________ 1-9

national objectives by coordinating with, influencing, developing,

or controlling indigenous infrastructures in operational areas. CA

secures local acceptance of and support for U.S. forces. CA is

important for gaining information dominance because of its ability to interface with key organizations and individuals in the global information environment (e.g., CA’s traditional relationship

with nongovernmental organizations [NGOs] and private voluntary organizations [PVOs] such as the International Committee of

the Red Cross). CA personnel have many talents and skills to add

to civil-military operations (CMO) and should provide input during all information operations. 

PSYOP and Civil Affairs

Public affairs differs from PSYOP and CA in two important

ways. First, the major function of public affairs is to inform and

educate the target audience whether it is within the Marine Corps

family or part of the general public. Herein lies the major difference between CA, PSYOP, and public affairs. Where the intent of

PSYOP and CA is to influence the target audience, the intent of

public affairs is only to inform and educate. Although public

affairs does influence people, any such influence is a byproduct—the result or effect of people being informed—rather

than the design or intent of the communication. Second, PSYOP

and CA involve forms of communication directed primarily at

foreign audiences. Public affairs may involve communication

directed at either foreign or domestic audiences, or both.

Civil-Military Operations 

Military operations that involve contact with civilians and are

designed to coordinate, influence, control, or develop civil

organizations are classified as CMO. In an expeditionary setting,
1-10 _______________________________________ MCWP 3-33.3

relationships with local populations in each commander’s area of

operations (AO) are a CA function, not a public affairs function. 

Community relations, in contrast, is a functional application of

public affairs. Community relations (ComRel) refers to an array

of activities that place Marine Corps personnel and hardware in

direct contact with the public around or near home bases or stations. ComRel programs are routinely conducted in a garrison

setting, often in support of local celebrations, commemorations or

other public events, although they may also be conducted in an

operational or exercise setting. Community relations activities are

routinely established and coordinated by non-PA personnel: Sergeants Major, Chaplains, Morale, Welfare and Recreation efforts,

and others. To maximize the benefits of such efforts, public

affairs should be involved in the planning of such events.

Public affairs is a special staff function. CA is a functional area

under the J-5/G-5/S-3. PSYOP is a functional area under the cognizance of the J-3/G-3/S-3 or the Joint PSYOP Task Force

(JPOTF) Commander, if one exists. Coordination and staff interaction between CA, PSYOP, and public affairs elements are

required to ensure that the activities of one staff element do not

conflict with or complicate the work of another. In an expeditionary setting, both public affairs and CMO personnel may disseminate information to local populations. However, public affairs

elements have the responsibility to deal with media outlets. They

will assist CMO elements in passing CA information to the public

through the appropriate media outlets. CMO involving PSYOP

may use message channels that are not used by public affairs,

such as mobile loudspeakers or leaflets to disseminate their message.
Marine Corps Public Affairs _______________________ 1-11

Other Informational Activities 

Other forms of communication that are sometimes confused with

public affairs and may conflict with or complicate its work are

marketing, public relations, and advertising. These disciplines are

often more closely associated with the economic rather than the

informational instrument of national security strategy. The only

consistently identifiable and legally mandated dividing line

between public affairs and other aspects of the informational

instrument is the design or intent of the communication.

Marketing assumes that the key task of the organization is to

determine the needs and wants of target markets. Marketers seek

to adapt the organization to satisfy those wants and needs more

effectively and efficiently than their competitors. The Marine

Corps, through the Advertising Branch of the Marine Corps

Recruiting Command, is authorized by Congress to conduct

domestic advertising, but only as a personnel procurement function.

Public relations has many definitions. It most often refers to nonpaid communications designed to influence various publics

through the media by disseminating favorable news—building an

image—to earn public understanding and goodwill.

Advertising is defined as any paid form of nonpersonal presentation of ideas, goods, or services by an identified sponsor.

In operations separate and distinct from those of the Division of

Public Affairs, the Morale, Welfare, and Recreation Division of

Headquarters, Marine Corps (HQMC) conducts authorized operations in each of these three other disciplines. 
1-12 _______________________________________ MCWP 3-33.3

To maintain credibility and articulate policy, public affairs must

remain—consistently and unambiguously, at war and at peace, at

home and abroad—a form of communication designed to inform

and educate people. Accordingly, public affairs does not include

marketing, public relations, or advertising. To maintain credibility and uphold policy, public affairs must be strictly regarded and

employed as a means to provide information, not to influence.
Chapter 2

The News Media

“I have found that the media I have worked with—by and

large at higher percentages than found in most professions—

are truly professional and can be trusted and work well when

you start off on the right foot together . . . . We worked in a

cooperative manner; we didn't get crossways with each other,

and we didn't find ourselves having friction points.”4

—Lieutenant General Anthony Zinni, USMC
Marine Corps Public Affairs ________________________ 2-3

The working relationship between the Marine Corps and the news

media should be a professional one. We live in an age of exploding information technology, where live coverage of events is the

norm and where an ever-increasing appetite for news and information challenges commanding officers and their staffs as never

before. The news media's coverage of the Marine Corps and its

missions must be permitted, supported, and planned for at all levels. We must be prepared to meet, brief, transport, escort, and live

with media personnel to provide an atmosphere for accurate and

timely coverage. Individual Marines represent the Marine Corps

well to the public and must be prepared for opportunities to tell its

story. To do this, Marines must understand the role of the media,

what drives it, and the way it functions.

THE CHANGING WORLD OF THE 

NEWS MEDIA

During World War II, only a handful of correspondents covered

Marines in the Pacific campaign. The correspondents used portable typewriters and had to file their stories by mail. Their stories

first had to pass the scrutiny of censors. Often, weeks passed

before the censored copy reached the news organization that ran

it. Action film shot by combat camera crews was carefully

screened before it was shown in movie theaters. The public saw

little bloodshed. The captured, dead, and wounded consisted

mostly of enemy personnel. During the early days of the Korean

war, such rules and military censorship were not in place. Nonetheless, because of furious competition, particularly between the

wire services, reporters asked General MacArthur to intervene.

He did so by imposing a code of conduct and censorship. If a correspondent violated the code, he was sent packing.
2-4 ________________________________________ MCWP 3-33.3

During the Vietnam war, on the other hand, coverage was not

censored. Coverage of the firefights and frustrations of that conflict appeared in American living rooms within days. For the first

time, Americans watching the evening news on television saw

young Americans coming home in body bags. That shocking revelation of the true nature of war drew tremendous public attention

to the handling of every facet of the war effort. Unfortunately, the

response of many military personnel to what they saw as unwarranted news media intrusiveness was defensive, evasive, and

sometimes dishonest. These attitudes did not sit well with the

American public and led to a damaging distrust of the military.

One of the legacies of the Vietnam war was a perception by military leaders that an unencumbered news media helped inflame

civilian opinion and contributed to the antiwar—perceived as

anti-military—movement. A survey—done for the Frank Aukofer

and William Lawrence book America’s Team, The Odd Couple,

A Report on the Relationship Between the Media and the Military—showed that 64 percent of military officers surveyed

strongly or somewhat agreed that news coverage of the events in

Vietnam harmed the war effort. Other publications have focused

on the seeds of distrust sown in Vietnam between the military and

the news media. 

When the Allies landed on France in the Normandy invasion of

1944, fewer than 30 reporters were with them. By comparison,

more than 500 journalists and technicians were on the scene

within hours of the beginning of combat operations in both

Grenada in 1983 and Panama in 1989. In 1991, more than 1,600

members of the news media gathered in the Persian Gulf to cover

the war against Iraq. By then, typewriters had given way to laptop

computers, minicams, digital tape recorders, and satellite phones.

Coverage was live from anywhere around the globe. Additionally, the advent of 24-hour news networks brought about a need
Marine Corps Public Affairs ________________________ 2-5

for news reports to fill broadcasts and led to increased competition for stories.

The new reality is that the news media will be with Marines on

deployments. The word will get out immediately because live

coverage is now the norm. As we learned in Somalia in 1993,

reporters and news crews will sometimes be on the scene even

before the Marines land. In this case, news media coverage was a

deliberate part of military planning with the intent of sending a

message to the Somali warlords. Although this event was planned

at higher headquarters, the first Marines who came ashore in

Mogadishu were met by the news media and were temporarily

blinded by the camera lights. The news media presence affected

the way Marines did their jobs and reinforced the value of including public affairs in the planning process. The plan also needs to

be thoroughly briefed to all Marines to prepare them for surprises. Because of the forward presence of the news media, what

used to be tactical- or operational-level situations can now

quickly escalate and affect decisions at the strategic or national

level. 

The intensity of the press-military relationship will not wane in

the future. There have been, are, and will continue to be imperfections on both sides. Nonetheless, withholding information,

minus valid operational security concerns, is not an option. The

Marine Corps needs the news media to tell its story because it

generally does things that the public would support if it were

informed. The Marine Corps exists today because America wants

a Marine Corps—that is, the spirit, values, and capabilities the

Marine Corps represents. Without support from the public, the

Marine Corps would cease to exist. Congress legislated the

Marine Corps into existence and can just as easily abolish it. The

public does not blindly give its support, but expects and deserves

to know who its Marines are, what they do, and how they do it.
2-6 ________________________________________ MCWP 3-33.3

Active public affairs programs are the best way to provide this

information. Although the intent of public affairs cannot be to

influence public opinion for the Marine Corps’ benefit, increased

public support is a predictable outcome of a comprehensive public affairs program that shows the public who Marines really are

and what they really do.

NEWS MEDIA CONCERNS

Because of intense competition and ever-improving technology,

the desire of news media to cover most operations will continue

to be high. Combat always attracts large numbers of media. Not

only is it a ratings race between various news media outlets, it is

also a fertile environment for news media personnel to build their

reputations. A lot of current news media stars became famous

covering firefights in Vietnam and battles during the Persian Gulf

war.

The news media believe that the free press is just as necessary to

the maintenance of American freedoms as the military. The main

objective of the news media is to produce unbiased, undistorted

coverage of significant, newsworthy events. The news media face

challenges similar in many ways to those Marines face. It is in the

best interest for the news media to protect their credibility by producing honest, well-founded stories. Their professional reputation is only as good as their last news piece, yet they must often

produce against a very tight deadline. When they are at odds

against a military system that wants to be precise and correct (and

sometimes operationally secure) before it releases information,

they may go to other sources for information about their story. In

these cases, it is usually in the military's best interest to get the

information and get it out so someone with contrary interests does
Marine Corps Public Affairs ________________________ 2-7

not set the story wrong. Because once a story is set wrong, it is

very difficult to correct it later with the facts.

Like Marines, reporters learn to adapt and overcome obstacles.

When a news agency sends a reporter on site, it expects a report

on something—if not the original topic, then something else.

Modern journalism relies on the same technology the Marine

Corps employs: computers, satellites, and the Internet. Like good

Marines, good reporters will prevail even when technology fails.

To accomplish their mission, news media members certainly do

not expect censorship, and they desire to be allowed to visit anywhere they choose. News media representatives prefer not to be

managed or controlled. They believe that the real story lies

beyond any interference or guidance from the establishment.

And yet, at the same time that the news media expect less monitoring, fewer and fewer reporters, producers, bureau chiefs, technicians, or other media personnel have military service

experience. As a result, unless they have covered the military on a

full-time or near-full-time basis, they may have little knowledge

of the military profession. Reporters who lack experience with

the military may not be familiar with warfighting tenets or weapons systems. They may have outdated or anecdotal notions—

some positive, some negative—about military personnel, culture,

and objectives. They may have no idea what a Marine air-ground

task force (MAGTF) is or what it does, nor the difference

between littoral or urban warfare. 

The news media’s desire to be unfettered while performing its

mission often contradicts the objectives of military leaders. PAOs

who understand and appreciate the challenges facing the modern

news media will be better able to advise and provide counsel to

commanders. A successful PAO recognizes the necessity of
2-8 ________________________________________ MCWP 3-33.3

understanding how the news media works and the differences

among and within the various news organizations. 

Getting the word out accurately requires knowing who is asking

and what kind of answer they want. Daily and weekly publications such as the Washington Post, New York Times, Newsweek,

Time, and U.S. News and World Report do longer, in-depth

pieces. So do many television (TV) magazine shows such as 20/

20 and 60 Minutes. Their deadlines are usually not as tight as

those of radio and TV news shows, including cable, but they

require detailed information, and their reporters tend to be more

knowledgeable about the military. Radio (particularly all-news

format stations) and the TV cable news organizations have an

insatiable appetite and continual need for news updates. They

need the facts, and they need them often. 

In an operational environment, PAOs must therefore conduct

more than just a once-a-day news briefing—they need to arrange

multiple interviews, perhaps at different locations, for reporters

and camera crews. Radio and TV news reporters file their stories

more often and usually file shorter pieces (20 seconds to 3 minutes on the average). Cable news operations have ratcheted up the

competition to the point where the requirement for news and

information is now 24 hours a day and creates a demand for

detailed information even on slow news days. The broadcast networks and stations are increasing their coverage to keep pace.

Satellite links are more readily available so many local TV stations now send their own reporters to the scene, thus diminishing

the stations’ need for network coverage, but adding to the level of
Marine Corps Public Affairs ________________________ 2-9

effort for PAOs. This trend was prevalent during Desert Storm

and will become more and more prevalent.

GUIDELINES

In response to many problems experienced in providing news

coverage of combat during Desert Storm, a detailed analysis was

conducted by the DOD. This analysis resulted in guidelines for

coverage of DOD combat operations discussed in the following

paragraphs.

Open and independent reporting will be the principal means of

coverage of U.S. military operations. Commanders should expect

regular encounters with journalists who will show up in their

assigned areas of responsibility and joint operations areas. Some

of these reporters will be registered by the joint force and will

carry identifying credentials issued by the PAO, and others will

merely appear and begin coverage. Journalists not credentialed by

DOD may not necessarily be given the same access as those who

have credentials. In many cases, the journalists may not be

accompanied by trained public affairs personnel.

The news media recognizes that there are times when a remote

location and/or operational considerations will limit access. In

these cases, the news media must operate in a pool. (See appendix

A, DOD National News Media Pool Support.) A news media

pool requires reporters to combine their coverage and make their

stories available to all. Ideally, pools should represent the entire

news media spectrum. The news media does not like pools. Further, the deployment of a pool does not guarantee that no other

journalists will be encountered. 
2-10 _______________________________________ MCWP 3-33.3

Even under conditions of open coverage, pools may be appropriate for specific events, such as those at extremely remote locations or where space is limited. 

Pools are not to serve as the standard means of covering U.S. military operations; however, pools may sometimes provide the only

feasible means of early access to a military operation. Pools

should be as large as possible and be disbanded at the earliest

opportunity—within 24 to 36 hours when possible. The arrival of

early-access pools will not cancel the principle of independent

coverage for journalists already in the area.

The news media is competitive by nature, and pools minimize

competition. The news media must publish or perish, and the

publication of an exclusive story today is an insurance policy

against being scooped by a competitor tomorrow. Pools will stay

together only as long as there is something for the news media to

gain. When there is less to gain from being in a pool than there is

from operating independently, members of the news media will

desert the pool en masse. Although the commander, through the

PAO, determines how many news media members go and how

they get there, the news media actually decide who goes and how

distribution of the pool product is handled.

Public affairs plans should specify the number and types of media

(including internal media) who will form the pool. The military

will determine the size and composition of the pool. The media

representatives should determine who will fill the spaces in the

pool.

The subject of ground rules is a very important policy decision

that should involve commanders and higher headquarters staffs.

When the news media agree to abide by a set of clear ground

rules, then clarity is the military's responsibility. 
Marine Corps Public Affairs _______________________ 2-11

Journalists in a combat zone will receive credentials from the

U.S. military and will be required to abide by a clear set of military security ground rules that protect U.S. forces and their operations. Violation of the ground rules can result in suspension of

credentials and expulsion from the combat zone of the journalists

involved. News organizations will make their best efforts to

assign experienced journalists to combat operations and to make

them familiar with U.S. military operations. The decision to suspend credentials or expel a reporter should only be made after

clear and severe violations have been committed and only with

the concurrence of the commander, joint task force, the combatant commander, and the Assistant Secretary of Defense for Public

Affairs.

Reporters cannot tell the story of a particular unit unless they are

with the unit when the story occurs. Journalists will be provided

access to all major military units. Special operations restrictions

may limit access in some cases. To ensure complete coverage of

joint operations, commanders should plan to assist journalists in

gaining access to all unclassified forces which are participating in

the joint operation, to include those based outside the joint operations area.

Public affairs Marines can only be as effective with the news

media as the commander permits. The most important element in

the relationship between a journalist and a public affairs Marine

is the policy set by the commander. 

Military public affairs personnel should act as liaisons but should

not interfere with the reporting process. The mission of individual

public affairs personnel is to expedite the flow of information

about the force and the operation through the civilian and military

news media to both external and internal audiences and to help
2-12 _______________________________________ MCWP 3-33.3

news media representatives understand the events and occurrences so that coverage is accurate.

If units do not take the news media with them, they may not get

coverage commensurate with their participation. There are examples from Desert Storm where units received excellent coverage

from journalists who traveled with them. Units that chose not to

include the news media received poor press or no press at all.

Additionally, under conditions of open coverage, field commanders should be instructed to permit journalists to ride on military

vehicles and aircraft whenever feasible. 

If the journalist has access to the story but cannot file it, the story

will not see print or air time and, as a result, will not exist from

the American public’s point of view. Commanders should make

every effort to assist a journalist to get the story filed as soon as

possible. 

Consistent with capabilities, the commander will supply public

affairs with facilities to enable timely, secure, and compatible

transmission of pool material and will make these facilities available whenever possible for filing independent coverage. In cases

when Government facilities are unavailable, journalists will, as

always, file by any other means available. The commander will

not ban communications systems operated by news organizations,

but electromagnetic operations security (OPSEC) in battlefield

situations may require restrictions on the use of such systems.

These principles will apply as well to the operations of the standing DOD National Media Pool system. The support of the DOD

National Media Pool is a priority mission for the joint force commander (JFC). Public affairs plans should anticipate and include

these provisions.
Marine Corps Public Affairs _______________________ 2-13

The appeal of news media pools for coverage of military operations appears to have lost its luster with the news media. The

likely presence of autonomous news media representatives on

future battlefields, especially if they are getting more of a story

than pool members, could render such pools superfluous. The

Marine Corps as an institution and the individuals within it need

to accept the challenge of contact with the news media to ensure

the Marine Corps’ story is told. If the Marine Corps declines that

opportunity, it runs the risk of having the news media tell the

story without its input.

COVERAGE

The most effective operational public affairs effort is predicated

on taking the news media to where there is action. Let reporters

go smell it, touch it, and talk to people on the ground. This will

help the news media develop a much better appreciation for

Marines and their mission. The Marine Corps’ best messengers

are Marines talking about the Marines they lead or the job they

do. Commanders should encourage their Marines to talk to the

news media whenever and wherever possible about what they do.

Marines can tell the Marine Corps’ story better than any chart,

graph, or press release.

Historically, the Marine Corps has endorsed and benefited from

the practice of embedding news media into the force, adopting

reporters as honorary members of a particular unit. This alternative to pooling fosters mutual trust and understanding. Some

reporters who are eager to become better educated about the military see embedding as an unparalleled opportunity. They realize

that reporters who are truly part of an operational unit may garner

the ultimate front-row seat. Embedding raises the reporter’s
2-14 _______________________________________ MCWP 3-33.3

awareness level and reduces errors in reporting. An embedded

reporter should, ideally, come to see himself as part of the Marine

team. Furthermore, informed reporters are less likely to violate

security guidelines. Because the reporters themselves are in

harm’s way, along with the Marine unit to which they are

assigned, they have a vested interest in complying with security

concerns.

Embedding news media is never a sure thing. Commanders must

realize that risk is involved. Overall, embedding has been a positive experience for the Marine Corps. During Desert Storm, this

policy benefited both the news media and the Marine Corps.

Unlike many units from other Services, the I Marine Expeditionary Force (MEF) allowed coverage of the MEF and in return

reached a worldwide audience.

News media coverage will help shape the perception of future

operations. The news media will get there, with or without the

Marine Corps’ assistance, in many cases, well before the

Marines’ arrival. Forward-thinking commanders will use innovative and creative ways to educate and assist news media located

in theater, whether or not a pool is in place. PAOs should accurately apprise staffs that they should anticipate news media presence and assist the commander in determining the best way to

assist reporters. 
Chapter 3 

Policies and Principles 

“Our policy is clear: honesty, openness, and accessibility to

the maximum extent possible consistent with the demands of

national security.” 5

—General C. C. Krulak, USMC,

 31st Commandant, The Commandant’s

Planning Guidance
Marine Corps Public Affairs ________________________ 3-3

Marine Corps public affairs is a discipline of communication that

informs and educates the American people about the performance, capabilities, needs, and activities of the institution during

peacetime and during times of conflict. Ideally, public affairs

accomplishes this mission by—

l Maximizing disclosure of accurate information with minimum

delay so that the public may assess the facts, regardless of the

context or whether it helps us in any way, thus ensuring our

continued credibility. 

l Taking public affairs into account throughout all phases of

peacetime and wartime planning and execution to ensure

appropriate access to accurate, unclassified, and releasable

information.

l Ensuring and maintaining operational security (OPSEC).

l Initiating and supporting activities that foster public awareness of the Marine Corps.

l Supporting and conducting aggressive public affairs programs

to inform internal and external audiences.

l Issuing and implementing public affairs guidance (PAG) on

Marine Corps plans, policies, and objectives in the form of

directives, letters, and messages from the Director of the Division of Public Affairs.
3-4 ________________________________________ MCWP 3-33.3

l Supporting DOD and/or joint public affairs operations and

organizations. (This may include the Office of the Assistant to

the Secretary of Defense [OASD] for Public Affairs, Joint

Information Bureaus [JIBs], Pacific Stars and Stripes, NavyMarine Corps Times, the Fleet Home Town News Center, and

the AFRTS.)

l Providing public affairs and news media relations training for

Marines and civilian employees. 

THE FORMAL BASIS FOR PUBLIC AFFAIRS 

The first amendment to the Constitution of the United States prohibits unlawfully restricting the free flow of information. It reads,

“Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the

freedom of speech, or of the press; or the right of the people

peaceably to assemble, and to petition the Government for a

redress of grievances.” 6 Thomas Jefferson believed that this free

flow of information was imperative to the democratic process and

that such governments derived their power from the consent of

the governed. Few circumstances warrant withholding or delaying information. Three such circumstances are national security,

the physical protection of people, and the legally established privacy of individuals. 

The Freedom of Information Act (FOIA), passed in 1966, guarantees the public’s right to obtain information from the Government

that is not classified or otherwise exempted from release. In most

cases, FOIA makes disclosure the general rule, not the exception;

affords all individuals equal rights of access; places the burden to

justify the withholding of a document on the Government, not on

the person who requests it; and affords individuals improperly
Marine Corps Public Affairs ________________________ 3-5

denied access to documents the legal right to pursue the matter in

the courts. However, the Privacy Act limits the Government’s

ability to publicly release personal information.

IMPLEMENTATION POLICY

Marine Corps Public Affairs actions are guided by DOD guidelines, Joint Doctrine, and the Secretary of the Navy Instruction

(SECNAVINST) 5720.44A, Public Affairs Policy and Regulations, which emphasize a free flow of information, via appropriate forums and within national security constraints and statutory

mandates, to provide information to the Marine Corps community. Joint Publication 3-61, Doctrine for Public Affairs in Joint

Operations, provides overarching guidance for operational PA.

The Smith-Mundt Act authorizes the U.S. Government to conduct programs designed to influence foreign publics, although

laws such as 18 United States Code section 1913 sharply limit

any agency of the U.S. Government from conducting programs

designed to influence domestic publics.

DEPARTMENT OF DEFENSE PUBLIC AFFAIRS 

GUIDANCE

A commander’s familiarity with the principles of information

will add perspective to the news media environment in which

public affairs operates. The commander’s responsibility is to

ensure that all planning for military activities and operations efficiently and effectively addresses the goals set by these principles. 
3-6 ________________________________________ MCWP 3-33.3

DOD Directive 5122.5, Assistant Secretary of Defense for Public

Affairs, directs the following:

l Information will be made available so that the public may

assess and understand the facts about national security,

defense strategy, and ongoing joint and multinational operations.

l Requests for information from media organizations and private citizens will be answered in a timely manner.

l 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 FOIA

and the Privacy Act will be complied with in both letter and

spirit. 

l Information will be made available, without censorship or

propaganda, to the men and women of the Armed Forces and

their family members.

l Information will not be classified or otherwise withheld to

protect the Government from criticism or embarrassment.

l 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.

The DOD’s obligation to provide the public with information on

its major programs and operations may require detailed public

affairs planning and coordination within DOD and with other

Government agencies. The sole purpose of such activity is to

expedite the flow of information to the public: Propaganda or
Marine Corps Public Affairs ________________________ 3-7

publicity designed to sway or direct public opinion will not be

included in DOD public affairs programs.

UNITED STATES MARINE CORPS PUBLIC 

AFFAIRS GUIDANCE

The 31st Commandant’s Planning Guidance provided definitive

public affairs policy guidance:

As with our legislative initiatives, our best spokesmen and

women are, and will continue to be, individual Marines demonstrating their capabilities and speaking for and about their Corps.

Our goal is to provide an informed perspective concerning

Marine Corps capabilities, programs, and intentions to develop a

foundation of public understanding and support for our requirements. 7

The Commandant then issued the following four tasks to Marine

Corps public affairs that set the tone for the future:

l Public affairs will expand existing programs throughout the

country by using the recruiting and Marine Corps Reserve

infrastructure to reinvigorate grass roots support for the

Marine Corps.

l HQMC and every subordinate command will have a campaign

plan that ensures coordination between public affairs, the

Officer of Legislative Affairs (OLA), and all general officers

to consistently reiterate and reinforce our capabilities and

objectives.

l Commands must plan to permit and support news media coverage and must be prepared to meet, brief, escort, transport,
3-8 ________________________________________ MCWP 3-33.3

and host news media personnel to ensure coverage opportunities and accurate content.

l Public information about the Marine Corps (using print and

electronic media) will be coordinated by the Director of Public Affairs. 

Three-Part Discipline

Public affairs has evolved into a three-part discipline: external

relations, community relations, and internal information. An integrated public affairs effort embodies all three in garrison and during operations.

External relations (sometimes called news media relations) provides an indirect method of communication with the public

through the news media. Dealing directly with the media requires

the highest level of professional competence and sophistication.

The public information responsibility is focused primarily on the

accurate and timely dissemination of information to local area

and national news media about the people, actions, and activities

of the Marine Corps. This function involves daily contact with

representatives of the civilian print and electronic news media.

Although timely reporting is vital to a successful relationship

with the civilian news media, credibility is equally essential to a

professional and enduring relationship. Requests for information

in response to news media queries must be responded to quickly,

accurately, and candidly. Although the Marine Corps cannot dictate which stories will receive coverage in the civilian news

media, efforts to tell the story from a Marine Corps perspective

must be pursued.

Community relations extends beyond issuing information. It

involves fostering positive relations with the neighboring
Marine Corps Public Affairs ________________________ 3-9

community, including Marine Corps Reserve components, in a

direct community and military interface. Well-conducted community relations enhance readiness by fostering hometown support. A good-neighbor policy is established through involvement

with the communities and extends support to families of deployed

Marines. It also helps reinforce the idea that the Marine Corps is a

meaningful and rewarding career choice for America’s youth.

Close, positive relations with neighboring communities inspire

patriotism, and that patriotism translates into recruitment and

retention opportunities. Every reasonable effort will be made to

develop and maintain sound community activities. 

During deployments and operations, community relations efforts

take many forms and can be organized by units, chaplains, public

affairs personnel, or concerned individuals. From a unit venturing

out in town to paint an orphanage in Pattaya, Thailand, to visits to

schools and community centers by Marines and sailors throughout the world, the best picture we paint of the Marine Corps is

through community involvement. Navy chaplains function as a

tremendous organizational resource during these events. Civil

affairs, when deployed, will coordinate community interaction in

an operation and or exercise. Although public affairs will release

information to the news media, CA will be responsible for the

direct release of information to the local population. Civil affairs

and public affairs will need to coordinate actions within the information operations cell to ensure that common themes and messages are maintained. The objective of an internal information

program is to ensure that all segments of the Marine Corps community (Marines, their family members, civilian employees, and

retirees) are fully and continually informed regarding Marine

Corps programs, policies, and events. Internal information is a

key enabler for commanders, whose decisions affect cohesion,
3-10 _______________________________________ MCWP 3-33.3

morale, quality of life, and retention. The unrestricted flow of

unclassified information applies to internal information programs

in that Marine Corps personnel are entitled to the same access to

news as the public. 

Aspects of this three-part discipline often overlap. The distinction

between the external and internal audience is becoming blurred

because of the impact of technology, such as the Internet, and that

more married Marines live in the local community. Although

PAOs still specifically target the Marine family through internal

information channels, they do so with an understanding that

every form of communication intended for an internal audience

will be received, assessed, and evaluated by people outside of the

Marine Corps. Providing pertinent information to Marines, families and dependents, and civilian employees boosts morale;

relieves family and dependent anxiety; and reduces uncertainty,

rumor, and misinformation. Such information enhances the mission capability of involved Marines.

Principles 

Since all Marines are potential spokespersons, they should all be

aware of the fundamental tenets that support public affairs strategies and guide planning and execution of public affairs operations—in peacetime and in conflict or war. Knowledge of these

principles can assist anyone who may be in a position to represent

the Marine Corps to news media outlets. Basic public affairs principles form the foundation for conducting operations in the global

information environment. 

Honesty builds credibility. Trust and confidence in the Marine

Corps results when external and internal audiences understand

the Marine Corps and the reasons for its actions, decisions, and
Marine Corps Public Affairs _______________________ 3-11

policies. Providing knowledge of the Marine Corps’ culture,

units, and individual Marines, ethics, values, policies, and procedures creates credibility in the eyes of the public. Because every

active and Reserve component Marine, civilian, and family member is perceived as a credible spokesperson, telling the factual

Marine Corps story is a total Marine Corps responsibility. Once

lost, credibility cannot be easily regained. The quickest way to

destroy believability is to misrepresent the truth. Communicating

different messages to different audiences is also a sure way to

destroy the source’s credibility. When credibility is undermined,

communication becomes ineffective and achieving information

objectives is impaired.

Bad news doesn’t get better with age. In the global information environment, information flow about the Marine Corps and

its operations will be both pervasive and quick. Marines cannot

control news media coverage, nor should they try to do so. DOD

policy is that information will not be classified or otherwise withheld to protect the Government from criticism or embarrassment.

Information can be withheld only when its disclosure would

adversely affect security, threaten safety, or invade the privacy of

members of the military community. The Marine Corps will practice the principle of maximum disclosure with minimum delay,

regardless of the nature, adverse or favorable, of the news.

Marine Corps spokespeople must avoid speculation and confirm

the accuracy of their information. Withholding or appearing to

withhold negative information creates the perception of coverups,

leads to speculation, and damages the credibility of the Marine

Corps. 

If news is out, it’s out. The global information environment

makes information accessible to larger audiences and makes it

easier to disseminate. As the value of information increases, the

ability to limit or restrict its flow decreases. Leaders must
3-12 _______________________________________ MCWP 3-33.3

recognize this; consider the impact that information availability

will have on missions; and prepare to address issues openly, honestly, and in a timely manner. Waiting for others to shape the

battlefield is inconsistent with our warfighting doctrine—by

addressing questions as rapidly as possible, we can retain our

credibility and initiative. Denying information about, or refusing

to comment on, policies, operations, activities, positions, or procedures that are clearly in the public domain undermines confidence in the Marine Corps. Additionally, waiting for all of the

facts can often prevent the message from being considered by the

news media due to their deadlines. 

Telling our story is good for the Marine Corps. Providing

accurate and timely information about the force and its operation

will contribute to mission accomplishment during stability and

support operations in particular, but also during war. Such information can communicate restraint, indicate perseverance, and

serve as a deterrent. It can clarify the nature of the operational

mandate and the Marine Corps’ efforts to operate within stated

guidelines. The active release of complete and accurate information influences the perception of events, clarifies public understanding, and frames the public debate. It preempts attempts to

misrepresent situations through intentional misinformation or disinformation efforts by adversaries and is the most effective tool

for countering the effect of enemy information operations. 

The Marine Corps family is important. Internal audiences

include Marines, civilian employees, retirees, and all affiliated

family members throughout the Marine Corps’ active and

Reserve components. This audience must be well informed to

ensure maximum effectiveness and the highest sustainable

morale. Because this group constitutes potential spokespeople,

effectively managed internal information programs contribute to

their ability to accurately represent the Marine Corps. 
Marine Corps Public Affairs _______________________ 3-13

The news media is not the enemy. The vast majority of journalists and the organizations they represent are committed to the

ideals of providing responsible, accurate, and balanced coverage.

Good reporters will thoroughly investigate issues and ask tough,

challenging questions. They will seek information, interpretation,

and perspective. However, many reporters today have not served

in the military, and their inexperience and uncertainty may create

communication gaps. Marines may need to educate them on military operations and help them understand the significance of the

events on which they are reporting. The best way to give reporters a chance to know Marines, understand the operation, and

experience the Marine Corps is to incorporate, or embed, them

into units. This provides journalists with a unique perspective and

usually results in the best coverage.

Practice and provide security at the source. The characteristics of the military and global information environments essentially render field censorship in its traditional sense impractical as

well as nearly impossible. All individuals must be responsible for

protecting sensitive information. Whether being interviewed by a

reporter or sharing news with a spouse or a friend, communicators must be aware of operational security. Any information disclosed may become public. The standard must be to practice

security at the source by not sharing information that is inappropriate for release.

Release of Information

Although we have a legal and moral responsibility to provide the

public with as much unclassified information as possible, we

have an equal responsibility to withhold classified information,

thus protecting secrecy and surprise. The fact that we have a dual

responsibility to release some information while withholding
3-14 _______________________________________ MCWP 3-33.3

other information may require public affairs practitioners to

release information selectively. The selective release of information may lead to a variety of unintended but often predictable

effects. News media personnel may not understand why some

information is releasable and other information is not—especially

once it becomes evident that the military withheld that information. On occasion, it may be wise to quietly explain to reporters

the reasons behind selective release. American and allied news

media personnel have a very good record of maintaining the confidentiality of such information. Throughout the history of the

Marine Corps, we have found it expedient to take numerous civilian reporters into our confidence on the battlefield. Although

such boldness must be tempered with judgment lest it border on

recklessness, not once has that confidence been broken.

A Lesson Learned

One of the lessons learned over the past decade is that public

affairs personnel must be deployed early. News media interest

will be intense at the outset of operations, especially during the

initial deployment of forces. A Marine Corps commander’s first

contact during a peacetime or wartime operation will often be

with a news reporter. Journalists will be present in the area of

operations (AO) before Marine Corps forces arrive, will often be

well established, and will sometimes know and understand the

AO. 

The news media will closely cover the deployment of American

forces, their arrival in the theater, and their initial operations.

Because national and international news media will be present

from the moment forces arrive, public affairs personnel need to

be deployed in the first hours of an operation to support the commander and the force in their interactions with the news media. 
Marine Corps Public Affairs _______________________ 3-15

The PAO can significantly reduce the distractions created by the

demands of the news media, thereby allowing the commander to

focus on his mission and his Marines’ welfare. Once operations

have been initiated and equilibrium begins to return, news media

attention will diminish until a significant event occurs or there is

a notable change in the situation. Typically, news media interest

will resurface as the force completes its mission and begins to

redeploy.

RANGE OF MILITARY OPERATIONS

The operational aim for public affairs is to disseminate information deemed releasable to the public more quickly and with more

credibility than any adversary. As with combat operations, relative speed and concentration of effort matter most to prevent

enemy disinformation.

We have a responsibility to take public affairs considerations into

account as we conduct actions across the range of military operations. Although our legal and moral responsibility to keep the

public informed remains constant, the impact of public information on our operational objectives throughout the range of military operations does not. 

At all levels, public affairs operations are critical to the ability of

the Marine Corps to accomplish the mission. This is especially

true because the global information environment spans the strategic, operational, and tactical levels of war.

At the strategic level, public affairs helps establish the foundation

and framework for conducting Marine Corps operations in support of national security. Strategic public affairs efforts inform

internal and external audiences about our organization, training,
3-16 _______________________________________ MCWP 3-33.3

and capabilities. They help demonstrate our readiness to react

promptly, decisively, and appropriately. They are planned to clarify the linkage between national strategic goals and how the

Marine Corps will contribute to the overall success of the

strategy.

At the operational level, public affairs supports the commander

by providing an assessment of a critical aspect of the information

environment in which his force will conduct operations. It identifies public affairs issues for his consideration; assists him in evaluating the public affairs implications of current and future

campaigns, operations, and plans; and ensures that the higher

headquarters and commander’s public affairs guidance is integrated into the planning process. At the operational level, public

affairs also plays a critical role in facilitating news media efforts

to cover the operation and/or exercise and in supporting the commander’s requirement to meet the internal information needs and

expectations of the force.

At the tactical level, public affairs is conducted to achieve a balanced flow of accurate and timely information that communicates

the Marine Corps’ perspective but does not violate OPSEC. It

assists commanders in implementing a program that fulfills the

internal information needs and expectations of the force. It provides an interface between Marines at the tactical level and news

media representatives in the AO.

News media coverage can instantly span the three levels, and

incidents at the tactical level may have immediate consequences

at the strategic level. Marine Corps Doctrinal Publication

(MCDP) 1-2, Campaigning, points out: “The news media,

because of its global reach and ability to influence popular opinion, can have operational effects—that is, it can often elevate

even minor tactical acts to political importance.”8 The actions of
Marine Corps Public Affairs _______________________ 3-17

a single Marine at the tactical level can be elevated by instantaneous news media coverage of those actions. 

Opportunities to tell the Marine Corps’ story can affect the

morale of Marines and sailors. If their story—good or bad—is

reported, morale is often enhanced. If the news media go home,

morale is also affected. As an AO becomes more stable, the news

media’s interest wanes. Although this may seem on the surface to

be advantageous to the commander, it may lead to a loss of interest in the deployed forces by the public at home, and this can

affect morale. In the latter part of Operation Restore Hope, one of

the news media representatives confided to the operation’s commander, “This operation is boring, general, you’re a success.”

The news media lights were turned off, and Marine personnel on

the ground felt forgotten.

In addition to the domestic or international impact of news coverage, it also effects our adversaries. For example, news media coverage of enemy troops surrendering on the battlefield could

quickly affect the enemy’s level of public support around the

world. Similarly, international news reports of the capture of an

enemy’s capital, heard by enemy units in the field, may adversely

affect enemy troop leadership and morale down to the lowest levels. This may be reason enough to consider embedding news

media into maneuver and frontline units. 

We can often predict when news media coverage may have a

greater or lesser impact on our operational objectives across the

range of military operations. However, PA operations do not

encourage news media coverage of certain operations to achieve

operational objectives. We cannot control news media coverage,

nor should we attempt to. Rather, we make available timely,

unclassified information regarding all of our operations, and we

provide as much access to those operations as is feasible based on
3-18 _______________________________________ MCWP 3-33.3

both logistical and security constraints. Any influence certain

information may have in the minds of our adversaries or anyone

else is merely a secondary result of our consistently providing

timely, unclassified information. It is not a design or intent of our

public affairs program. 
Chapter 4 

Command Responsibility

“I’ve never had that [a promise made by a member of the

media to keep a conversation off-the-record] violated—ever.

It’s unprofessional and stupid . . . to hate the media. They are

not going to go away.”9

—General Walter E. Boomer,

USMC (Ret.) Commanding General,

I Marine Expeditionary Force

Operation DESERT SHIELD/DESERT STORM
Marine Corps Public Affairs ________________________ 4-3

The impact that emerging technologies and the evolving global

news media environment will have on all aspects of future military operations is difficult to fully anticipate or grasp. One thing

is certain: the pressures and influences of the mass media on the

commander’s battlespace will be profound regardless of the type

of operation. The commander will be forced to consider the

implications of news media at every turn. We will see more and

more real-time reporting, which means the commander must prepare for the reporter who lands in the middle of an operation and

is capable of sending live reports back to an awaiting audience.

The unavoidable effect of the evolving communication environment is that an event will be occurring at the same time that the

commander is being asked by the news media to respond—and

this response will be broadcast in near-real time. This dynamic

environment will challenge commanders and their public affairs

personnel to plan accordingly. 

The commander can prepare the public information environment

most directly through a credible relationship with the news

media. Basically, news media relations comes down to building

and maintaining professional standards, mutual trust, and credibility. The commander can provide the story—and access to it—

or risk having reporters finding their own stories. History shows

that reporting is more accurate, balanced, and factual when commanders are proactive rather than reactive. The simple fact is that

military operations will always be news, and the news media will

be there to cover the action. The demands brought to bear by the

news media will undeniably affect the ability of the commander

and the organization to function at the strategic, operational, and

tactical levels, regardless of the mission. The commander has little room to maneuver and ever-diminishing time in which to

respond to the news media. The commander must understand

how news media considerations affect the planning process,
4-4 ________________________________________ MCWP 3-33.3

preoperation strikes, the actual operation, and post-operation

activities. Although working with the news media inherently

introduces challenges, public affairs can be a force multiplier for

the commander by informing internal and external audiences. 

Public affairs operations are a fundamental tool of competent

leadership, a critical element of effective battlefield command,

and an essential element of mission accomplishment. Effective

leaders employ a coordinated public affairs strategy to help

reduce distractions, rumors, misinformation, boredom, uncertainty, fear, loneliness, confusion, and other factors that cause

stress and undermine efficient operations. They integrate the public affairs program into their effort to build unit cohesion and

enhance confidence. They conduct public affairs operations to

increase understanding, dedication, discipline, and the will to

win. Goals in this arena should include— 

l Creating an informed public. 

l Maximizing opportunities for interaction between Marines

and their surrounding community through innovative and

aggressive community relations efforts. 

l Supporting a program of internal information that keeps

Marines, civilian employees, and their families well-informed.

The commander sets the tone for public affairs operations. Either

directly or indirectly, the commander is the unit spokesperson. 

CONSIDERATIONS

The public affairs considerations described in the following paragraphs will assist commanders in performing the public affairs

mission. 
Marine Corps Public Affairs ________________________ 4-5

Most issues, plans, and events contain elements of interest to the

general public, the news media, and the committed forces and

their families. This is particularly true of military operations,

which often draw public attention as personnel and equipment

prepare for upcoming assignments. Unit alerts, increased aircraft

activity, and rail or ship loading are highly visible and will almost

inevitably lead to news media inquiries. Such activities may also

cause concern among unit personnel and family members. Commanders and staffs at all levels should anticipate such interest as

part of the normal planning process and be prepared to respond

through internal and external information outlets. 

Complete integration of public affairs personnel in all staff planning is essential to ensure an effective public affairs operation.

By being fully involved, the PAO will be in a better position to

advise the commander about the public affairs environment, current news media interests, public-opinion concerns, command

information matters, and the public affairs implications of evolving operation plans. The PAO will also be better prepared to

anticipate and respond to the news media while safeguarding

security and sensitivity requirements. To adequately accomplish

the mission, public affairs personnel must have appropriate security clearances. 

External information, internal information, and community relations are complementary functions and should be addressed

simultaneously when developing the public affairs program.

External information operations that accommodate local and

military reporters as well as national and international news

media will help ensure that the commander communicates with

all of the important audiences. Initial plans should consider the

inclusion of local news media on deploying aircraft (established

guidelines and appropriate waivers for requesting news media
4-6 ________________________________________ MCWP 3-33.3

transportation should be used). This ensures early access for journalists who are conveniently available and familiar with the unit.

These journalists are then able to serve a dual role of reporting to

the American people while helping the commander communicate

with the unit’s family members through local news media outlets

in addition to the unit’s command information program. 

Effective public affairs operations should be consistent with security concerns. Commanders and their public affairs, security, and

operations officers must balance the need for news media access

to forces with the imperative to ensure security. This includes

both protecting classified information and controlling the essential elements of friendly information associated with all operations. Achieving the necessary balance requires a coordinated

effort to identify what degree of access will be provided to news

media personnel and what activities they will be allowed to

observe. The guiding principle is security at the source.

Unity of effort is achieved by developing, approving, distributing,

and using of DOD-approved PAG. The PAG is an information

package containing such items as public affairs policy, news

statements regarding the current operation, answers to news

media questions, and community relations guidance. It is used to

support the public discussion of defense issues and operations.

Armed with a coordinated, DOD-approved PAG, talking points,

and answers to anticipated questions, commanders and their

PAOs are able to provide the most accurate information to their

own forces and to the American people. Speaking with one voice

involves close coordination among all those involved, including

agencies outside the DOD. 

Accuracy, balance, fairness, and timeliness are the standards for

successful dealings with the news media. Success does not necessarily guarantee that all news media stories will be positive or
Marine Corps Public Affairs ________________________ 4-7

supportive. From the earliest planning stages of an operation,

accuracy and timeliness of the information made available to the

public are essential in establishing and maintaining credibility

with the news media, Congress, the general public, our allies, and

the operating forces. Commanders must realize that the information they control at the tactical level is the most perishable and,

therefore, must be released while still newsworthy and capable of

telling the story.

A well-planned, proactive public affairs program provides the

best opportunity for public understanding of operations. DOD

policy mandates open access consistent with OPSEC and the

safety and individual privacy of the operating forces. Planning for

news media participation in any operation should be tailored to

anticipate technologically sophisticated news media personnel.

The successful public affairs operations will be those that have

dedicated the necessary personnel, equipment, transportation, and

communications resources to meet the prevailing demands for

information.

CREDIBILITY

The cornerstone of an effective public affairs program is credibility—the PAO’s credibility with the commander, the staff, and the

news media. Credibility and good working relations with the

news media begins with the PAO and news media interacting on

a regular basis. The PAO’s credibility is predicated on the trust,

confidence, and access that staff commanders provide them. To

conduct an effective public affairs effort, the PAO must have virtually unlimited access to all levels of staff, be included in all levels of staff planning, and have a close working relationship with a
4-8 ________________________________________ MCWP 3-33.3

knowledgeable staff. This requires the commander’s active support. The news media are unlikely to deal openly with the PAO

unless it senses that he has the commander’s confidence and the

support of the staff. This is especially true in times of contingency operations, incidents, or volatile issues because of the evernarrowing window of opportunity in which to respond. If the PA

staff is slow to respond to news media requests or queries due to

poor staff coordination or support, the news media will look elsewhere for the information they need, and we will have lost the

initiative. The PAO must be able to articulate complex policy

decisions and the commander’s intent to a civilian audience in a

manner that stands up to news media scrutiny.

The PAO is more than a mere collector and conduit of command

information. PAOs are special staff officers trained to advise

commanders on public affairs. Marine Corps PAOs know their

profession. They know the news media, appreciate its distinct

appetites, and understand that it is a dynamic, constantly evolving

business. Most PAOs have attended the Defense Information

School, many have majored in journalism or related studies in

college, and some have advanced degrees in this career field. 

To be effective in this role, in either peacetime or wartime, the

PAO must also be able to actively participate in the commander’s

decisionmaking process—in effect, to provide public affairs situational awareness. PAOs must provide commanders with a continuous assessment of the nature of the communication

environment and the likely effects of public information both on

command operations and various relevant audiences. PAOs are

most effective if they have direct access to commanders or to the

executive officer or chief of staff as directed. They should not be

subordinated under any staff section. Direct and timely access to

the commander greatly enhances the PAO’s credibility with the
Marine Corps Public Affairs ________________________ 4-9

rest of the staff, subordinate commanders, and especially the

news media.

An effective PAO gets to know the reporters and other members

of the news media with whom he deals. This requires spending

some time together, perhaps even in a purely social setting. This

helps to build credibility and trust, and it can also serve as an

early warning system. A good relationship with the news media

can present the opportunity to turn around an inaccurate story

before it is too late.

The PAO must always be accessible. When he is away from his

desk or in the field, the PAO should wear a pager and carry a cellular phone. The PAO is of no use to either the news media or the

chain of command if he cannot be reached. His pager, cellular

phone, and home phone numbers should be readily available.

Availability is part of the job.

THE COMMANDER, OPERATIONS, 

AND PLANNING

Commanders should ensure that public affairs activities are tailored to support missions across the entire range of military operations from full-scale war to the many types of operations

categorized as MOOTW. Commanders and their public affairs

personnel should be prepared to discuss, among other topics,

organizational structure, strategy, objectives, tactics, training,

logistics, intelligence, and troop support issues.

Experience shows that news media interest in humanitarian assistance, disaster relief, peacekeeping, and similar MOOTW peaks

early then diminishes gradually as the operation becomes routine.

Planning for news media operations should reflect that curve.
4-10 _______________________________________ MCWP 3-33.3

Public affairs personnel, logistic, and other news media support

might be front-loaded during the early stages of an operation with

the expectation that they could be drawn down as the operation

loses its news media appeal.

The following specific missions involve unique issues that should

be addressed as part of the public affairs planning and communication processes.

Foreign Humanitarian Assistance and Disaster Relief. These

missions involve a delicate balance of political and military

objectives. They include operational and information coordination with nongovernmental relief organizations and often the representatives of other nations contributing to the effort.

Commanders and their public affairs staffs must exercise care so

that, in their attempts to demonstrate their responsiveness, concern, and assistance, they do not preempt the authority of the

political leadership or appear to be taking credit for success at the

expense of other contributing parties.

Counterdrug Operations. A number of factors are unique to

counterdrug operations, such as a high degree of interagency and

international coordination. Most significantly, the legal and law

enforcement aspects of counterdrug operations are extremely sensitive and generate additional concerns about the release of information to the public. The inappropriate release of information

could threaten the personal safety of military personnel, civilian

law enforcement officials, and other participants, as well as the

success of follow-on operations, pending judicial cases, and the

security of intelligence systems and sources. 

Combatting Terrorism. Because terrorists generally seek maximum publicity, preventing coverage that could reveal tactics,
Marine Corps Public Affairs _______________________ 4-11

techniques, and procedures used in combatting terrorism organizations may be impossible. Public affairs planners should anticipate and make accommodations for the probability of live and

near-live direct news media coverage activity and strive to provide as much information as possible to the public about DOD

activities, consistent with the operational, technological, and

information security. In making information available to the news

media, commanders must delicately balance the legitimate information requirements of their DOD and civilian audiences against

the revelation of useful information to terrorists. 

Peace Operations. Although similar in their objectives to ensure

stability in a particular region or country, peacekeeping and peace

enforcement involve different public affairs challenges. A primary concern during peace operations is that the peacekeeping

forces are not and must not be perceived as taking sides in the

conflict. 

Crisis Management. In times of crisis, public and news media

interest in developing situations will be heightened and pervasive

during the decision process and political, economic, and military

responses to the situation. Public affairs planning will require

considerable interagency coordination to ensure that information

plans are accurate and consistent in communicating the military

aspects of the crisis. Military public affairs personnel must understand and respect the different responsibilities of the military and

political leadership and focus on the military aspects of the situation. 

Planning Considerations

Commanders need to consider many issues when planning for

public affairs. The following paragraphs cover the major issues.
4-12 _______________________________________ MCWP 3-33.3

News Media Access. Commanders must understand that reporters will desire to move as close to the action as possible to gain a

complete understanding of the operation and to expand on background information. Commanders who have laid the proper news

media training foundation will be able to incorporate news media

representatives within their units with minimal disruption. Within

OPSEC constraints, this close-in reporting will provide the

American public with insight that captures the preparation, professionalism, and capabilities of the Marine Corps. This should

be a consideration when preparing surface and helicopter load

plans. 

Security. Security issues are fundamental to all public affairs

planning. Inclusion of the PAO in the planning process will help

to ensure that information is properly categorized by its sensitivity. Although security review of news media products may occasionally be necessary, the practice of security at the source is the

primary protector of security and always governs discussions

with news media representatives. 

News Media Pools. Contingency planning should include provision of equipment, transportation, and communications assets

necessary to help the news media gather information and file stories about the Marine Corps. Commanders should realize that the

formation of a pool places additional news media support requirements on the organization. Planning must include detailed

provisions for accommodating and supporting the news media,

including providing access to communications. Plans must

address measures for handling those reporters who are not

members of the pool, but who appear in the joint operations area.

Event-specific (e.g., a raid or patrol) and contingency news media

pools, usually of short duration, may occasionally be necessary.

These should be kept to a minimum and disbanded as soon as
Marine Corps Public Affairs _______________________ 4-13

open reporting is practical. See appendix A, DOD National News

Media Pool Support, for guidelines. 

Combat Camera. The deployment of joint combat camera teams

provides the commander with a sophisticated capability to

enhance both operational and public affairs missions. Joint combat camera teams are operationally controlled by the J-3 and support the entire spectrum of an operation. Organizationally,

Marine combat camera assets fall under the G-3/S-3 but are often

assigned operationally to the PAO. Public affairs imagery

requirements for this resource must be identified and prioritized

throughout the planning cycle.

Internal Information. The DOD command information program

helps commanders in their leadership communications functions.

It provides timely and accurate information about environment,

pay, housing, personnel policies, and other issues that affect the

morale, welfare, health, and safety of DOD personnel and their

families. Various resources are available through the Armed

Forces Information Service to include deployed information services. 

Armed Forces Radio and Television Service. The AFRTS supports the DOD command information program by providing a

broad range of broadcast information and entertainment programming.

Every phase of public affairs planning should remain in sync with

preparation of the operation plan (OPLAN) that it supports and

should include coordination with the host nation and country

team. Therefore, the public affairs portion of the OPLAN should

be developed with the OPLAN so that the transportation, communications, billeting, equipment, and personnel resources required
4-14 _______________________________________ MCWP 3-33.3

to support the public affairs plan can be built into the total operational resource requirements. 

Guidance

Unity of effort is central to the public affairs mission. The development and timely dissemination of DOD-approved PAG ensures

that all information and policies are in consonance when responding to the information demands of joint operations. See appendix

B, Public Affairs Guidance.

The first step in achieving public understanding is translating the

mission and unclassified objectives of the operation into a form

that can be easily understood by the general public. This information is further developed, coordinated, and disseminated in the

form of PAG. PAG conforms to OPSEC and the privacy requirements of the members of the force. The continuous flow of

updated PAG among all participating organizations is critical for

remaining abreast of current developments. 

Commanders and their public affairs personnel at the tactical and

operational levels are most likely to find themselves confronting

detailed questions about the forces involved, their capabilities,

and their immediate objectives. Officials and spokespeople at the

strategic level will most often concern themselves with matters of

general policy and political considerations. The approved PAG

serves as a source document for responding to news media representatives and military journalists at all levels. 

Ideally, the development of PAG begins with the commander’s

public affairs staff. However, if the situation does not allow, PAG

development will be assumed by the next higher headquarters.

The operational staff and the PAO, working together, are in the
Marine Corps Public Affairs _______________________ 4-15

best position to recommend public affairs policy, draft appropriate statements, and identify the issues and responses most likely

to be of interest to both external and internal audiences. PAG is

approved by the Assistant Secretary of Defense for Public

Affairs. Public affairs offices should coordinate all proposed

PAG with their legal advisors.

Public affairs, CA, and PSYOP messages must be coordinated

during the planning process and throughout an operation as the

situation develops. A continual exchange of information must

exist during execution. Although public affairs, CA, and PSYOP

messages may be in different formats and delivered via different

news media, they must not contradict one another or the credibility of all three will be lost. Although each has specific audiences,

information will often overlap audiences. This overlap makes

message deconfliction crucial. Under no circumstances will public affairs personnel engage in PSYOP activities, or vice versa.

The joint task force (JTF) commander will establish separate

agencies and facilities for public affairs and PSYOP activities. At

no time will PSYOP personnel address the news media, unless

such an address is related to coverage of the PSYOP function. 

Marine Corps Planning Process

The Marine Corps Planning Process (MCPP) establishes procedures for analyzing a mission, developing and wargaming

course(s) of action (COAs) against the threat, comparing friendly

COAs against the commander’s criteria and each other, selecting

a COA, and preparing an operation order (OPORD) for execution. The MCPP organizes the planning process into six manageable, logical steps. It provides the commander and staff with a

means to organize their planning activities and transmit the plan

to subordinates and subordinate commands. Interactions among
4-16 _______________________________________ MCWP 3-33.3

various planning steps allow a concurrent, coordinated effort that

maintains flexibility, makes efficient use of the time available,

and facilitates continuous information sharing. Through this process, all levels of command can begin their planning effort with a

common understanding of the mission and commander’s guidance. The six integrated steps of this process are mission analysis,

COA development, COA wargaming, COA comparison and decision, orders development, and transition.

Public affairs must participate in the MCPP to ensure that it is

fully considered in the COA process and then integrated into the

OPORD that is the product of the process. The planner uses the

PA estimate, the guidance provided in the PAG (if developed

already), and other considerations to assist him in this endeavor.

An overview of public affairs in the MCPP includes—

l Mission Analysis—the first step in planning. The purpose of

mission analysis is to review and analyze orders, guidance,

and other information provided by higher headquarters and

produce a unit mission statement. Mission analysis supplies

public affairs planners with insights into the raw inputs and

the subsequent analysis that ultimately shapes the mission

statement. This information assists the planner in determining

how public affairs might aid the commander in accomplishing

his mission while, at the same time, effectively dealing with

the news media. This phase also provides an opportunity for

the public affairs planner to inject issues into the analysis and

the specified and mission-essential tasks. A public affairs estimate is the result of mission analysis (see appendix D, Public

Affairs Estimate).

l COA Development—the planners use the mission statement

(which includes tasking and intent from higher headquarters),
Marine Corps Public Affairs _______________________ 4-17

the commander’s intent, and the commander’s planning guidance to develop several COAs. Public affairs planners assist in

the process by identifying issues that should be included in

each COA. Each prospective COA is examined to ensure that

it is suitable, feasible, different, acceptable, and complete with

respect to the current and anticipated situation, the mission,

and the commander’s intent. In accordance with the commander’s guidance, approved COAs are further developed in

greater detail. The public affairs planner gains insights into the

concerns of all other staff sections as well as possible actions

the commander may choose.

l COA Wargaming—each friendly COA is examined against

selected threat COAs. COA wargaming involves a detailed

assessment of each COA as it pertains to the threat and the

environment. Public affairs planners lend their expertise to

this process. COA wargaming assists all of the planners in

identifying strengths and weaknesses, associated risks, and

asset shortfalls for each friendly COA. It will also identify

branches and potential sequels that may require additional

planning. Short of executing the COA, COA wargaming provides the most reliable basis for understanding and improving

each COA. It gives the public affairs planner valuable information that can be used to prepare Annex F, Public Affairs, to

the OPORD. (See appendix E, Preparation of Annex F.)

l COA Comparison and Decision—the commander evaluates

all friendly COAs—against established criteria, then against

each other—and selects the COA that he deems most likely to

accomplish the mission. Here the PAO will learn the relative

strengths and weaknesses of the selected COA and will be better able to plan news media operations.

l Orders Development—the staff takes the commander’s COA

decision, intent, and guidance, and develops orders to direct
4-18 _______________________________________ MCWP 3-33.3

the actions of the unit. Orders serve as the principal means by

which the commander expresses his decision, intent, and guidance. Public affairs planners finalize Annex F during this

phase. (See appendix F, Annex F, Public Affairs.)

l Transition—an orderly handover of a plan or order as it is

passed to those tasked with execution of the operation. It provides those who will execute the plan or order with the situational awareness and rationale for key decisions necessary to

ensure that there is a coherent shift from planning to execution. Because a public affairs planner was involved in the

entire process, the commander can be confident that public

affairs issues will be fully integrated into the execution phase.

MAKE NEWS MEDIA RELATIONS 

A UNIT CONCERN 

The commander is not always the best person with whom the

news media should talk. For example, the best spokesperson

about a light armored vehicle or a tank is the Marine who drives

one. The news media is not the message. The news media is the

messenger. Marines are the message.

When appropriate, commanders should encourage their Marines

to talk to the news media, especially when reporters ask questions

about a Marine’s job or mission. To ensure that Marines understand the role of the news media, commanders should include

realistic news media training in all exercises, at every level possible. To the extent possible, all the Marines in the command

should be aware of differences among and within the various

news media organizations and be familiar with possible lines of

questioning during interviews. All Marines need to be briefed on
Marine Corps Public Affairs _______________________ 4-19

the various formats for coverage. (See appendix C, Meeting the

News Media.)

When Marines of any rank meet the news media, they do not

have to be glib or have a rapid-fire delivery—they do have to be

right. It is wise to take a moment or two to form answers. Former

Defense Secretary William Perry used to bow his head in thought

before replying to a question. Sometimes 10 or 15 seconds would

go by, a seemingly interminable time when the interview was

live, before Secretary Perry would speak. He was sometimes criticized for being slow or ponderous, but during his tenure he was

never guilty of misspeaking or putting his foot in his mouth.

Marines in the command must be briefed on the mission and what

information (if any) may not be divulged. Answers should be

short (less than 20 seconds), and Marines should use words that

are readily understandable to the general public. This means

using few acronyms and keeping military jargon to a minimum.

Avoid the reply, “no comment.” That statement often comes

across as indication of guilt or a coverup.

Commanders must consider the effect of news media coverage on

unit morale. What Marines are told by their friends and family at

home about the mission may be good for morale or it may be detrimental. A commander has some control over the information

the public receives. He should actively encourage the public

affairs team to continually provide coverage to hometown news

media through internal communication channels and assets. This

requires the commander to ensure that the public affairs team is

equipped to effectively communicate with such news media outlets and to distribute their journalistic products. The commander

can also facilitate hometown coverage by inviting and embedding

local newspaper, TV, and radio personnel into the unit. During

joint operations, the joint force commander must approve embedding news media into units.
4-20 _______________________________________ MCWP 3-33.3

Operations Security

The inevitable presence of the news media during military operations complicates OPSEC. All commanders and their Marines are

concerned that the accurate and speedy release of information

does not aid and abet the enemy. As part of the global information infrastructure, the news media portray and offer commentary

on military activities in the battlespace—both preparatory to and

during the battle. No doubt our opponents will be watching and

listening to news media coverage of operations. News media portrayal of military activities before hostilities can help to deter

actual hostilities and/or build public support for inevitable hostilities. However, the presence of the news media in the operational

area, with the capability to transmit information on a real-time

basis to a worldwide audience, has the potential to be a source of

information for adversaries. 

OPSEC planners must keep these considerations in mind when

determining which aspects of a military operation must be denied

to the adversary. OPSEC planners must work closely with military public affairs personnel to develop guidelines that can be

used by both military and news media personnel to avoid inadvertent disclosure of critical information that could, ultimately,

increase the risk to the lives of U.S. and/or multinational military

personnel. 

Public affairs must walk a fine line between the public’s right to

know and friendly forces’ security requirements. The public does

not necessarily need to know everything that military commanders know, when they know it. We release information freely as

long as it does not compromise national security, OPSEC, the

physical welfare of our people, and the right to privacy as defined

by law. Consequently, one of the paramount requirements for

public affairs operations is to make certain that all officers and
Marine Corps Public Affairs _______________________ 4-21

enlisted personnel know what they can talk about and what is sensitive—and why. In joint operations, the PAO should make sure

that all Services are working under the same ground rules. The

release of information has to be coordinated just like any other

combat activity. 

THE COMMANDER AND THE NEWS MEDIA

Although the military often accuses the news media of not reporting in context, the military has been guilty of not giving the news

media the context they need. Marine leaders are the obvious

experts on the missions and capabilities of naval forces. The

American people have come to expect access to the person in

charge—the one making the decisions, not a spokesperson. The

news media, particularly television, provide that public access to

Marine leaders. Commanders must seek every opportunity to use

the news media to reach a greater audience to explain their mission, its importance, and the risks involved. The commander who

chooses not to speak cedes the information battlefield to critics

and analysts who are uninformed about the true situation on the

ground, how the mission relates to the situation, and the capabilities of the Marine units involved.

Commanders should, with the assistance of the PAO, seek to

understand the news media presence in detail. The commander

must be thoroughly briefed before meeting the press. This briefing may include a practice interview. It should also include a list

of possible questions and answers. Commanders should know

who is coming and who is already there. This means which news

organizations and, ideally, which reporters. The Washington Post

may be after a completely different story than USA Today. Television news organizations will ask different types of questions
4-22 _______________________________________ MCWP 3-33.3

than the entertainment news media or the print press. Will there

be a news conference or selected interviews on location? If the

former, who will host it? For the overall mission, the commander

will be in demand, but if he is not available to conduct the news

conference, an operations officer or planner should do it.

Although the PAO should know how to do these briefings, the

officer closest to the operation should conduct it to provide more

thorough and credible answers. Other formats also exist, ranging

from an open-ended interview to a brief telephone interview.

Commanders and their staffs need to know the format in advance

and determine how to respond.

The PAO should establish a news media center where news

media representatives can have ready access to, but not interfere

with, ongoing operations. This center need not be elaborate, but it

must be an easily identifiable physical location—even if it is

merely the back of a particular high mobility multipurpose

wheeled vehicle (HMMWV). On joint operations, a joint news

media center will be part of, or at least connected to, the JIB.

Depending on Marine responsibilities within the JTF, the Marine

PAO may have the responsibility of setting up and/or running this

joint bureau. Similarly, if the operation involves allies or coalition partners, a combined or multinational information bureau

will be established. 

Logistical support of these news media centers is a PAO responsibility. Specific equipment requirements will depend on geography and the mission. If the mission is in the continental United

States (CONUS), the bare minimum requirements will include a

serviceable laptop computer and a cellular phone. In overseas

deployments, add a compact satellite phone.

The Marine commander has always had to operate in a complex

environment. Friction, uncertainty, fluidity, disorder, and danger
Marine Corps Public Affairs _______________________ 4-23

are fundamental properties of human conflict. Dealing with the

news media engenders an atmosphere with similar characteristics—but the news media is not the enemy unless we make them

so. The evolution of the local, national, and international news

media has added new dimensions to all levels of military operations. The commander’s responsibility is to see that dealings with

the news media are more communicative than confrontational. 

THE COMMANDER AND THE PUBLIC 

AFFAIRS STAFF

Although public affairs is primarily a commander’s concern, the

commander does not have the time to handle the public affairs

duties or to constantly deal with the news media. However, the

PAO, who is a key member of the staff and is the commander’s

public affairs alter ego, can relieve him of much of that burden.

To do this effectively, the commander must ensure that the public

affairs staff is integrated into the planning and operations process. 

General Walter Boomer, a former director of Marine Corps public affairs and later Assistant Commandant, relied on skilled public affairs personnel to handle the on-site news media for the

MEF that he commanded during the Persian Gulf war. As a battlefield commander, General Boomer took reporters, TV crews,

and photographers with him into battle. He also ordered all of his

subordinate commanders to facilitate the efforts of the press.

However, the care and feeding of the news media, requests for

interviews, and many of the briefings were handled by PAOs.

General Boomer knew how important news media coverage was

to the Marines and their operation, but he also had a battle to win.

He gave good commander’s guidance to his public affairs staff
4-24 _______________________________________ MCWP 3-33.3

and subordinate commanders. The result was both a successful

military operation and good press for the Marine Corps.

The best place to inculcate public affairs planning considerations

and public affairs staff work into an organization is during exercises—especially command post exercises (CPXs). All exercises

should include full public affairs participation. Failure to include

the public affairs staff and infrastructure in all aspects of an exercise could result in serious deficiencies in public affairs support

during an actual operation. All aspects of the public affairs process should be exercised while paying particular attention to

coordinating with the operational staff, the resourcing of all public affairs functions, and identifying and addressing OPSEC concerns.

Although this publication discusses the importance of the PAO,

commanders at echelons of command that do not have a dedicated PAO must still address public affairs issues. Commanders

may request public affairs personnel augmentation, whether they

have public affairs assets or not, to their unit during a specific crisis or contingency. A thorough mission analysis and situational

assessment of the anticipated news media coverage will assist the

higher unit commander in deciding how to apportion public

affairs assets. If public affairs assets are not available and news

media are expected, commanders must use members of their staff

to perform these duties. News media training and planning assistance should be available from the higher unit PAO even if a public affairs Marine cannot be attached to the unit. 

The Public Affairs Officer

Although Marines and their missions make the news, PAOs help

get it reported. The primary roles of the PAO are to facilitate the
Marine Corps Public Affairs _______________________ 4-25

release of timely, accurate information to the public and to oversee internal information and community relations programs.

When directed by the commanders, the PAO is also the chief

command spokesperson. To reach the American public, the most

expedient conduit is the mass news media: print, radio, TV, and,

increasingly, the Internet. In many cases, the mass media is also

the fastest and most efficient way to reach the internal audience:

Marines, families and dependents, and civilian employees.

A key function of the PAO is educating internal and external

audiences. PAOs have to go to great lengths to educate the news

media members about the commands and missions they are covering. PAOs must ensure that news gets out, not only quickly but

also accurately. Because PAOs cannot write reporters’ stories for

them, they must educate members of the news media to the point

where they can understand for themselves what they are seeing

and hearing. Because all Marines are potential spokespeople,

Marines need to know where they are, why they are there, what to

expect from news media personnel, and what they can talk about.

Before and during deployment, the PAO arranges the necessary

public affairs orientation and training. 

Despite the requirement to satisfy the news media’s needs, the

PAO works for his commander and for the Marine Corps. The

commander needs to be well briefed to know what the story is,

how many reporters and news organizations are covering it, what

they are saying, and how their stories are affecting the mission, if

at all. As part of his briefing, the PAO may want to supply the

commander with a handy and useful tool: a series of definitive,

one- or two-sentence statements on the pertinent issues. These

statements can be put on 3- by 5-inch file cards for quick reference. If they are written well, the statements will become sound

bites on TV and radio news. This kind of preparation can prevent
4-26 _______________________________________ MCWP 3-33.3

the commander from sounding uninformed or incapable of forming cogent thoughts.

The Public Affairs Staff

PAOs are supported by professional staffs that vary in size. In

addition to combat correspondents, news media escorts, and editors, a public affairs office staff will probably include the following key members.

l The deputy PAO—assists in and assumes the responsibilities

of the PAO in his absence. Some of the deputy’s functions

may include coordinating the release of all information concerning adverse incidents; developing and maintaining a program to keep the internal and external publics informed about

Marine activities; and assisting in coordinating operational

planning. 

l A public affairs chief—advises the PAO concerning personnel

matters, organizational issues, and news media coordination

as appropriate. Other responsibilities may include serving as

fund administrator, maintaining financial and supply records,

and preparing the public affairs office budget; managing the

logistic considerations for press conferences and/or briefings;

and providing technical advice and assistance to the PAO concerning all aspects of public affairs initiatives.

l The news media relations officer—has primary responsibility

in directing the interaction with news media. Other functions

include preparing and distributing news releases to the military and area news media; interacting with JIBs when

deployed as the Marine Forces PA; and preparing and distributing electronic news and feature releases to military and

civilian news media outlets.
Marine Corps Public Affairs _______________________ 4-27

l The PA plans officer and/or SNCO—has primary responsibility for integrating public affairs considerations into the planning process—whether that be for exercises, contingencies or

operation plans. Additionally, since most public affairs assets

work out of the same office, the plans section provides the

necessary interface between that office and the operational

units for operational training and support.

l Community relations—a noncommissioned officer (NCO) is

normally assigned to assist the PAO in that function. Some of

the duties of the community relations NCO are to direct the

operations of the section, participate with community groups

and serve as the principal asset of the PAO for all matters pertaining to a civilian-military community relations council,

maintain a speakers roster that lists base personnel who are

able to participate in public speaking engagements, receive

and maintain records of noise complaints, respond to community inquiries, and coordinate unit information officer meetings.

COMMANDER’S APPROACH

Dealing with the news media is a two-way street. An honest,

straightforward presentation of the facts is the approach that, over

time, will best serve the Marine Corps and the Nation. Commanders benefit by seizing the initiative to get out in front of a story,

therefore setting the agenda. A timely, candid approach, especially in the case of a potentially negative story, can set a positive

tone for everything that follows. Bad news is unavoidable, and it

does not get better with age. The best tactic is to present all the

facts to the news media. Commanders make effective use of the

news media by continuing to employ an honest, open approach to

all issues—especially the difficult ones.

(reverse blank)
Summary

As the United States moves into the next century, public affairs is

becoming more critical to organizational survival. Public affairs

operates in an information environment that is characterized by

near-instantaneous communications, with 24-hour live news coverage in a security environment involving operations that are diverse,

far-flung, and simultaneous. Public affairs must interact with the

news media to ensure that the truth is portrayed to the general public; to maintain good community relations; and to keep Marines,

civilian employees, retirees, and their families informed. The

Marine Corps must confront these monumental tasks head-on.

Competition in the global communications marketplace continues

to intensify as technology shrinks the world. The news media, if it

is misinformed or lacks credible information sources, can create

serious difficulties for an institution. Once an organization is saddled with bad press, overcoming the stigma is extremely difficult.

The results can be detrimental to the morale of that organization.

Public affairs is guided by certain principles to ensure that accurate,

relevant information is disseminated to the appropriate audiences.

Although there is no cookbook solution for successful public affairs

operations, these fundamentals provide a standard for success and

assist public affairs personnel in the conduct of daily operations.

Additionally, because every Marine is a potential spokesperson,

these principles permit all Marines to understand and participate in

public affairs.

Successful public affairs programs are led by the commander. Public affairs organizations can make a valuable contribution to a unit

and the Marine Corps if the commander understands public affairs

and supports the PAO. Executed properly, public affairs operations
____________________________________________ MCWP 3-33.3

can garner public support, build unit morale, and leverage the

potential of public affairs as a force multiplier.

Ultimately, the PAO bears the responsibility for educating both

the commander and the command about public affairs. As a special staff officer working directly for the commander, the PAO

must establish a close working relationship with the commander

and the staff. The PAO must ensure that public affairs is thoroughly integrated in the organization so that public affairs

becomes a forethought instead of an afterthought. This is especially important in the planning mode, whether for a peacetime

event or a contingency operation.

Finally, the fact that the public affairs triad has three equal legs

must be recognized. Even though most Marines associate public

affairs with external information, internal information and community relations are also essential elements of public affairs operations and are vital to the accomplishment of Marine Corps

objectives. 

 
Appendix A 

Department of Defense National 

News Media Pool Support

Guidelines for news media pool support on the national level

include—

l Frequent, comprehensive, unclassified operational briefings for

pool personnel.

l Ongoing combat or exercise operations accessibility. (The personal safety of the news media is not a reason for excluding

them. The goal is to treat the news media as noncombatants

accompanying forces and allow them to accompany the organizations in the conduct of their missions.) 

l Reasonable access to key command and staff personnel.

l An O-5 or O-6 officer from the supported command to coordinate news media pool requirements.

l Itinerary planning that will enable news media pool members to

disperse throughout the operational area.

l Not-to-interfere basis of cooperation from all forces participating in the operation or exercise.

l Supported command planning for logistical support for pool and

escort personnel from existing contingency or exercise funds.

Required support may include, but may not be limited to—

n Existing airlift (operation or exercise) from the CONUS to

the AO or exercise.
A-2 _______________________________________ MCWP 3-33.3

n Theater ground, sea, and air transportation to allow pool

coverage of operations.

n Reimbursable messing and billeting.

n Equipment issuance considered appropriate to the situation

(e.g. helmets, canteens, flak vests, cold weather clothing).

n Communications facilities access to file stories on a priority basis. (Where possible, access to long-distance calls

through credit cards should be obtained or procedures for

billing long-distance calls should be established as appropriate for the given location.) 
Appendix B

 Guidance

PAG is normally a packet of information or messages to support the

public discussion of defense issues and operations. However, such

guidance can range from a telephone response to a specific question

to a more comprehensive package. It could contain an approved

public affairs policy, news statements, and answers to anticipated

news media questions. The PAG also addresses the method(s), timing, location, and other details governing the release of information

to the public. Commanders should submit their proposed PAG, via

the joint chain of command, to DOD for those missions involving

joint or combined forces. 

A complete description of how to develop a proposed PAG can be

found in DOD Instruction (DODINST) 5405.3, Development of

Proposed Public Affairs Guidance (PPAG), of 5 April 1991. At a

minimum, the PAG should include—

l Classification. Classification ensures that security is maintained.

All PAGs should indicate a security classification.

l Approach (active or passive). An active approach involves

efforts made to stimulate public or news media interest, such as

distributing press releases and inviting the news media to

observe AV-8B Harriers. A passive approach is when no action

is taken to generate news media and/or public interest in an issue

or activity beyond answering specific inquiries. If a passive

approach is desired, the PAG should specify that the PAG is for

response to a query only.
B-2 _______________________________________ MCWP 3-33.3

l Public statement. A public statement explains the issue, event,

or exercise. The statement should be for public release in an

active public affairs approach or for response to a query in a

passive public affairs approach.

l Questions and answers. The PAG should contain a list of proposed and/or approved questions and answers to enable the

user to respond to the majority of anticipated questions.

l Contingency statement. If the PAG is proposed for approval,

it should contain a contingency statement to be used before

releasing the finished PAG.

l Points of contact. The PAG should include the name of the

originator of PAG and all points of contact (POCs). 
Appendix C

Meeting the News Media

Preparation results in effective discussions with the news media.

Central to the process is the effort to identify what information will

be released based on prevailing PAG and OPSEC. Commanders,

briefers, and public affairs personnel should be aware of the basic

facts of any operation and be sensitive to the various consequences

of communicating these facts to the public.

Security at the source serves as the basis for ensuring that no information is released that jeopardizes OPSEC or the safety and privacy

of joint military forces. Individuals meeting with journalists are

responsible for ensuring that no classified or sensitive information

is revealed. This guidance also applies to photographers, who

should be directed not to take pictures of classified areas or equipment or in any way to compromise sensitive information.

Each operational situation will require a deliberate public affairs

assessment to identify specific information to be released. The following categories of information are usually releasable, although

individual situations may require modifications. 

l Arrival of U.S. units in the commander’s area of responsibility

(AOR) once officially announced by the DOD or by other commands in accordance with release authority granted by the

OASD for Public Affairs. (Information could include mode of

travel [e.g., sea or air], date of departure, and home station or

port.) 

l Equipment figures and approximate friendly force strength.
C-2 _______________________________________ MCWP 3-33.3

l Prisoner of war and friendly casualty figures by Service;

approximate figures of enemy personnel detained during each

action or operation. 

l Information (nonsensitive, unclassified) regarding U.S. air,

ground, sea, space, and special operations (past and present);

in general terms, identification and location of military targets

and objectives previously attacked and the types of ordnance

expended.

l Date, time, or location of previous conventional military missions and actions as well as mission results. 

l Number of combat air patrol or reconnaissance missions and/

or sorties flown in the operational area; generic description of

origin of air operations, such as land- or carrier-based. 

l Weather and climate conditions.

l Allied participation by type (ground units, ships, aircraft), if

appropriate.

l Operations’ unclassified code names. 

l Names and hometowns of U.S. military personnel. 

l Names of installations and assigned units.

l Size of the friendly force participating in an action or operation using general terms such as multi-battalion or naval task

force.

l Types of forces involved (e.g., aircraft, ships, carrier battle

groups, tank and infantry units).

Classified aspects of equipment, procedures, and operations must

be protected from disclosure. In more general terms, information

in the following categories of information should not be revealed

because of potential jeopardy to future operations, the risk to
Marine Corps Public Affairs ________________________ C-3

human life, possible violation of host nation and/or allied sensitivities, or the possible disclosure of intelligence method and

sources. Although these guidelines serve to guide military personnel who talk with the news media, they may also be used as

ground rules for news media coverage. The following list is not

necessarily complete and should be adapted to each operational

situation. 

l Specific numerical information on troop strength, aircraft,

weapons systems, on-hand equipment, or supplies available

for support of combat units for U.S. or allied units; general

terms should be used to describe units, equipment and/or supplies.

l Any information that reveals details of future plans, operations, or strikes, including postponed or canceled operations.

l Any information and imagery that would reveal the specific

location of military forces or show the level of security at military installations or encampments; for datelines, stories will

state that the report originates from general regions unless a

specific country has acknowledged its participation. 

l Any rules of engagement (i.e., information on intelligence

activities, including sources and methods, lists of targets, and

battle damage assessments).

l Specific information on friendly force troop movement or

size, tactical deployments, and dispositions that would jeopardize OPSEC or lives, including unit designations and names

of operations until released by the joint force commander

(JFC) during an operation. 

l Any identification of mission aircraft points of origin, other

than as land- or carrier-based.
C-4 _______________________________________ MCWP 3-33.3

l Any information on the effectiveness or ineffectiveness of

weapons systems and tactics including, but not limited to,

enemy camouflage, cover, deception, targeting, direct and

indirect fire, intelligence collection, or security measures.

l Specific information for identification of missing or downed

aircraft or ships while search and rescue operations are

planned or underway. 

l Special operations forces’ unique methods, equipment, or tactics that, if disclosed, would cause serious harm to the ability

of these forces to accomplish their mission.

l Operational or support vulnerabilities information that could

be used against U.S. or allied units unless that information no

longer provides tactical advantage to the enemy and is

released by the joint commander; damage and casualties may

be described as light, moderate, or heavy. 

l Specific operating methods and tactics (e.g., offensive and

defensive tactics or speed and formations); general terms such

as low or fast may be used.

NEWS MEDIA RELATIONS TIPS

During an assignment to a MAGTF or other duty, Marines will

probably meet members of the news media. It is a good idea to

know what to do and how to act. The following are some helpful

tips:

l Treat reporters with the same respect and consideration that

you expect from them but do not let them intimidate you—

you are the expert and should be in control.
Marine Corps Public Affairs ________________________ C-5

l Treat reporters equally; reports from local news media often

appear in the national press and can be as effective as national

news media for reaching your audience.

l Return a reporter’s phone call as quickly as possible or have

your PAO do so.

l Be cooperative and empathetic; most reporters are working

against a deadline that can make them seem impatient and

demanding.

l Get to know your local reporters before a crisis happens.

INTERVIEWS

The following list describes types of interviews:

l Print—In-person or on the phone; usually more lengthy than a

broadcast interview.

l Television—Office, one-on-one interview with a reporter and

camera crew; as a rule, it is relaxed and informal.

l Panel—In a studio.

l Remote—The correspondent’s subject is onscreen, but taped

at another location; can be live from the scene of an incident

or accident.

l Press conference—You deliver a statement to and field questions from a group of reporters at a predetermined time and

place.

l Ambush—Unexpected and impromptu encounter that usually

is disconcerting and face-to-face.
C-6 _______________________________________ MCWP 3-33.3

l TV talk show—Host and/or guest may answer audience questions.

l Radio—Live phone, one-on-one conversation; phone interview, not live, and the resulting sound bites are used whole or

in part.

l Radio show—Same as television but without cameras; may

involve responding to phone calls from the audience.

BEFORE THE INTERVIEW 

To prepare for an interview—

l Know the medium that you will be working with—television,

radio, or print—and the specific requirements of each.

l Consult with your PAO; have your PAO play the reporter and

practice questions with you.

l Be familiar with your reporter; know his or her style and the

types of questions usually asked.

l Be aware of any breaking news stories.

l Prepare two or three points that you would like to interject

into the interview; use people-oriented examples to illustrate

those points and practice working them into your answers.

l Use makeup—it helps to control perspiration and glare, if

being interviewed on television.
Marine Corps Public Affairs ________________________ C-7

l Wear the service “A” or “C” uniform appropriate for the season, if in uniform for studio interviews; do not wear name tags

or other I.D. badges, they cause glare and are distracting. The

uniform of the day is appropriate for waterfront or scene-ofevent interviews.

l Ensure that the reporter indicates when you are being taped,

for radio interviews by phone.

DURING THE INTERVIEW

During an interview—

l Relax; be yourself.

l Tell the truth, even if it is painful. You will maintain credibility by doing so.

l Explain as much as you can if you cannot discuss something

(i.e., it is under investigation or classified). If additional information is requested, make an effort to get back to the reporter.

Never say “no comment.”

l Tell the reporter if you do not know the answer to a question.

Offer to get back to the reporter later with the answer, if possible.

l Avoid military or technical jargon. Remember, your audience

is the American public.

l Answer directly and give the bottom line upfront—you can

amplify later.
C-8 _______________________________________ MCWP 3-33.3

l Correct the record. If a reporter makes an error or has wrong

information, make the correction during the interview.

l Listen carefully to the reporter; ask for repetition or clarification, if necessary.

l Maintain eye contact; make sure the reporter knows you are

interested and paying attention.

l Be expressive and try to be interesting.

l Be humorous, if appropriate. Humor can be one of the best

forms of communication.

l Maintain a positive attitude.

l Talk “on the record” or not at all.

l Be prepared to answer the five “Ws” and the “H”: who, what,

where, when, why, and how.

l Assume that you are on the air, even if you are told that you

are off; technical crews make mistakes.

l Be modest but confident. You are the expert, but do not be

condescending.

l Use the studio monitor to check your appearance before air

time, then maintain eye contact with the reporter and ignore

the monitor.

l Do not lose your temper—even if provoked.

l Do not drum your fingers, twiddle your thumbs, tap your feet,

or act nervous.
Marine Corps Public Affairs ________________________ C-9

l Do not look around the room for the answer; it gives the

impression of discomfort, bluffing, or desperation.

l Do not speculate or comment on matters beyond your cognizance or responsibility.

AFTER THE INTERVIEW

After the interview—

l Thank the reporter for the interview and the opportunity to

communicate with the American public.

l Clarify any points that were unclear.

l Ensure that all information is correct.

l Bring a copy of the interview transcript to public affairs personnel for critique.

(reverse blank)
CLASSIFICATION

Copy no.____ of ____ copies

ISSUING HEADQUARTERS

PLACE OF ISSUE

Date/time group

Message reference number

(Page number)

CLASSIFICATION

Appendix D

Sample Public Affairs Estimate

PUBLIC AFFAIRS OPERATIONS ESTIMATE NO.

(U) REFERENCES: Maps, charts, or other documents,including all current PAG from OASD for Public

Affairs

(U) TIME ZONE USED THROUGHOUT THE ESTIMATE:

 1. (U) Mission

The command restates its mission from a public affairs perspective.

 2. (U) Situation and Considerations

This paragraph describes the strategic and operational media environment in which the operation is being conducted and identifies

the critical factors that might affect the command’s mission—the

action and reaction within global news media channels. It identifies
D-2 _______________________________________ MCWP 3-33.3

CLASSIFICATION

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CLASSIFICATION

the news media environment across the operational continuum,

from austere (for low news media interest and capability in a limited AOR communications infrastructure) to dynamic (for high

news media interest and capability in a high-tech AOR infrastructure). At a minimum, this paragraph must include the assessments

described in the following paragraphs. 

 a. (U) Information Environment. This is an assessment of

the characteristics of the operation and information environment in the AO. It identifies any activities or issues that affect

the overall mission and the command’s public affairs objectives.

 b. (U) News Media Presence. This is an assessment of the

news media presence in the theater of operations before

deployment and the likely presence of additional news media

during the conduct of operations. It also includes an assessment of the authority under which the news media is operating and its degree of access to the AO.

 c. (U) News Media Capabilities. This is an assessment of

the news media’s information collection and communications

technology; it specifically identifies the extent of visual information acquisition and satellite communications capabilities.

It includes an analysis of logistic support, transportation

assets, and the host-nation communications infrastructure

available to the news media.
Marine Corps Public Affairs ________________________ D-3

CLASSIFICATION

(Page number)

CLASSIFICATION

 d. (U) Media Content. This is an assessment of the global

news media organizations’ presentation of information and

their agendas and an analysis and prioritization of the potential strategic and operational issues confronting the command

in the news media. This news media content analysis evaluates the quantity of coverage and the nature of that coverage.

 e. (U) Public Opinion. This is an assessment of the national

and international attitudes about the operation and the command, as well as about the leaders and the soldiers conducting it. This paragraph should include the perceptions held by

key audience groups and the relative solidity or strength of

those attitudes. A public opinion analysis should include, at a

minimum, an analysis of the—

l American public.

l Civilian political leaders.

l Coalition and allied forces.

l Coalition and allied publics.

l International audience.

l Internal command audience.

l Home-station public.

 f. (U) Information Channel Availability. This is an assessment of the information channels available for the communication of information in and out of the AOR. It identifies the

means available to the commander for receipt, transmission,
D-4 _______________________________________ MCWP 3-33.3

CLASSIFICATION

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CLASSIFICATION

and dissemination of digital and analog voice, data, text,

graphics, and visual images. It describes command, coalition,

and local and national facilities and equipment available.

This includes an analysis of available telephone lines for

voice and data transmission, the accessibility of audio and

video channels, the prevalence of private communications

devices (e.g., soldier- and civilian-owned cellular telephones,

fax machines, computers, portable radios and televisions, and

still and video cameras), and the possible nature and flow of

the information through these channels. 

 g. (U) Information Needs. This is an assessment of the

information needs of the previously identified key audiences.

It analyzes key internal and external audiences and assesses

their news and information expectations. It identifies the

types of information that will be made available to these key

audiences. 

 h. (U) Personnel Situation. This describes the present dispositions of public affairs personnel and units that affect the

public affairs mission as well as the needed and available

assets.

 i. (U) Public Affairs Situation. This is a summary of current

public affairs objectives and the specific COAs for each

objective. This paragraph provides a detailed summary of

information to high levels of command and has a reference to

an annex in the estimate. Subparagraphs will include all current PAG from OASD for Public Affairs.
Marine Corps Public Affairs ________________________ D-5

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CLASSIFICATION

 j. (U) Assumptions. Assumptions may be needed for initiating planning or preparing the estimate until specific planning

guidance from the commander becomes available. These

assumptions will be modified as factual data becomes available.

 3. (U) Analysis and Comparison of Courses of Action

Analysis of each COA is based on the public affairs objectives in

paragraph 2.i. This includes problems and deficiencies and

advantages and disadvantages of each COA. At a minimum, subparagraphs should include news media facilitation and support,

information strategies, and force training and support. 

 4. (U) Conclusions

The conclusion should contain the following information:

l The ability to support the command mission (restated in paragraph 1) from the public affairs viewpoint.

l The COA that can be best supported. 

l Major public affairs deficiencies that the commander must

consider, including specific recommendations concerning the

methods of eliminating or reducing the effects of these deficiencies.
D-6 _______________________________________ MCWP 3-33.3

CLASSIFICATION

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CLASSIFICATION

ACKNOWLEDGE RECEIPT

Name 

Rank and Service

Title

ANNEXES:

A – Copy Points

B – Questions and Answers

Copy points are short statements that serve to explain the operation and support core messages, which would be used as often as

possible during the course of interviews with core news media

personnel. The questions and answers annex, likewise, prepares

potential interviewees to respond positively and quickly to questions, both easy and hard, that core news media personnel are

likely to ask. Copy points and questions and answers should be

developed concurrently with the public affairs estimate and

updated and expanded continually throughout the planning process. 
Appendix E 

Preparation of Annex F

A public affairs plan is required when preparing for exercises, operations, or routinely planned events. Public affairs planning will be

carried out concurrently with operational planning. With minor

modifications, the elements used to construct Annex F to the

OPORD can also be used by the command to formulate the public

affairs plan for garrison use.

Normally, to support Annex F, public affairs assets—both personnel and equipment—must be deployed early. In many situations,

news media representatives will be present in the AO before the

arrival of military forces. Public affairs personnel who are deployed

early can provide maximum support to the commander and the

force because they are prepared to interact with news media representatives on the ground.

Under most circumstances, operation-oriented public affairs plans

will contain the elements described in the following paragraphs.

Statement of Mission and Goals. The initial statement of a

plan should reflect the broad public affairs mission during the particular operation or event, not the overall military mission. Communication goals should be clearly stated in appropriate detail. For a

plan that supports combat operations, a determination should be

made whether the enemy will mount a propaganda operation; if so,

one communication goal must be to thwart this effort with factual,

objective coverage.
E-2 ________________________________________ MCWP 3-33.3

Assumptions on Which the Plan is Based. Assumptions

should be clearly and honestly stated and should include a communication appraisal of the media interest anticipated as a result

of the operation or event.

Release Authority Named. The public information release

authority will be stated in the plan.

Basic Coordinating Instructions. This section should

include all necessary details in direct support of news media relations (such as news media pool procedures), embarkation schedules, any restrictions because of weight or equipment, the plan for

aerial support of the news media, the plan for ground support of

the news media, story material shipment plans, or other details. 

Security Safeguards. The security section should outline

security concerns unique to the operation or event and include

OPSEC measures in force, essential elements of friendly information, and a general guideline of releasable and nonreleasable

information for the duration of the operation.

Combat Documentation. Provisions for military combat documentation shall be included in the plan when visual information

teams are involved in the operation. Included in this section are

support provisions for combat camera teams, combat correspondents, coverage priorities, and other instructions.
Marine Corps Public Affairs ________________________ E-3

Support Requirements. Support requirements should provide

instructions on messing, berthing, communication, equipment,

and other means of support for the news media. This section has

taken a dramatic turn toward recognizing the unique needs of the

news media. Increased support for the news media, within unit

limitations, enhances the working relationship between the news

media and the Marines and provides a better understanding of the

operational requirements of the military unit. 

(reverse blank)
Appendix F

Annex F, Public Affairs

CLASSIFICATION

Copy no.____ of ____ copies

ISSUING HEADQUARTERS

PLACE OF ISSUE

Date/time group

Message reference number

(Page number)

CLASSIFICATION

ANNEX PUBLIC AFFAIRS ANNEX TO OPLAN

(U) REFERENCES: Maps, charts, regulations, and other 

relevant documents.

(U) TIME ZONE USED THROUGHOUT THE ORDER:

 1. (U) Situation

This section includes a brief general description of the situation

(i.e., information affecting public affairs support that paragraph 1 of

the OPLAN does not cover) and the intended purpose of this annex.

 a. (U) Friendly Forces. Outline the higher headquarters’ plan,

the public affairs annex, and adjacent unit public affairs plans.

Provide information on friendly coalition forces that may affect
F-2 ________________________________________ MCWP 3-33.3

CLASSIFICATION

(Page number)

CLASSIFICATION

the public affairs mission. Note public affairs resources supporting the unit.

 b. (U) Attachments and Detachments. Identify all augmenting public affairs units supporting this command and all

attached or assigned subordinate units. Include effective

dates, if applicable.

 c. (U) Enemy Forces. List information on the threat force,

its relationship to the public affairs mission, and any information not included in the OPLAN and/or OPORD that may

affect the public affairs mission.

 d. (U) Assumptions. List any additional assumptions or

information not included in the general situation that will

affect the public affairs mission.

 2. (U) Mission

This is a clear, concise statement of the public affairs mission.

 3. (U) Execution

This section provides a summary of the overall intended COA.

 a. (U) Concept of the Operation. Briefly summarize the

public affairs OPLAN. Include public affairs priorities.

 b. (U) Public Affairs Tasks. Identify and assign supporting

public affairs tasks to each element of subordinate and
Marine Corps Public Affairs ________________________ F-3

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(Page number)

CLASSIFICATION

supporting units. Assign specific tasks to elements of the

command charged with public affairs tasks, such as requirements for public affairs augmentation.

 c. (U) Coordinating Instructions. Give details on coordination, task organization, and groupings. List instructions that

apply to two or more subordinate elements or units.

 4. (U) Service Support

Service support includes statements of administrative and logistical arrangements.

 a. (U) Administration. Provide a statement of the administrative arrangements applicable to this operation. If they are

lengthy or are not ready for inclusion in the OPLAN, these

arrangements may be issued separately and referenced there.

 b. (U) Logistics. Provide a statement of the logistical

arrangements applicable to this operation. Specific coordination should be included if possible, but arrangements may be

issued separately and referenced there, if they are too lengthy.

 5. (U) Command and Signal 

List signal, visual imaging and satellite communications policies,

headquarters and news media center locations or movements,

code words, code names, and liaison elements.
F-4 ________________________________________ MCWP 3-33.3

CLASSIFICATION

(Page number)

CLASSIFICATION

ACKNOWLEDGE RECEIPT

Name 

Rank and Service

Title
Appendix G

Acronyms and 

Abbreviations

AFRTS .......................Armed Forces Radio and Television Service

AO........................................................................ area of operations

AOR ................................................................ area of responsibility

C2 ................................................................... command and control

C2W ..................................................command and control warfare

CA ...................................................................................civil affairs

CMC...........................................Commandant of the Marine Corps

CMO........................................................... civil-military operations

COA ........................................................................ course of action

ComRel ............................................................ community relations

CONUS .....................................................continental United States

CPX............................................................. command post exercise

DOD .............................................................Department of Defense

EEFI ............................... essential elements of friendly information

EW........................................................................ electronic warfare

FOIA ....................................................Freedom of Information Act

HMMWV ................... high mobility multipurpose wheeled vehicle

HQMC...................................................Headquarters Marine Corps

JFC ................................................................joint force commander

JIB .............................................................Joint Information Bureau

JPOTF .......................................................Joint PSYOP Task Force

JTF.............................................................................joint task force

KIA.............................................................................killed in action

MAGTF............................................... Marine air-ground task force

MARFORRES....................................Marine Corps Forces Reserve

MCDP ....................................... Marine Corps doctrinal publication

MCPP ..............................................Marine Corps Planning Process

MCWP...................................Marine Corps warfighting publication
G-2 _______________________________________ MCWP 3-33.3

MEF....................................................Marine expeditionary force

MOOTW ................................. military operations other than war

MOPP .................................... mission-oriented protective posture

NCO....................................................... noncommissioned officer

NGO ..............................................nongovernmental organization

OASD ...................... Office of the Assistant Secretary of Defense

OLA.................................................Officer of Legislative Affairs

OMFTS................................... operational maneuver from the sea

OPLAN....................................................................operation plan

OPORD ................................................................. operation order

OPSEC..............................................................operations security

PA..............................................................................public affairs

PAG........................................................... public affairs guidance

PAO...............................................................public affairs officer

POC .......................................................................point of contact

PPAG..........................................proposed public affairs guidance

PSYOP....................................................psychological operations

PVO............................................... private voluntary organization

SECNAVINST ..........................Secretary of the Navy Instruction

SOP.................................................standing operating procedures

TV................................................................................... television

U.S............................................................................ United States

USMC...............................................................U.S. Marine Corps
Appendix H 

References and Related 

Publications

Statutory Material

United States Constitution

United States Code Title 10, subtitle C, part I, section 5063 United

States Marine Corps: Composition; Functions

United States Code Title 18, section 1913 Lobbying with Appropriated Moneys

Department of Defense Instruction (DODINST) 

5405.3 Development of Proposed Public Affairs Guidance

(PPAG)

Department of Defense Directive (DODD) 

5122.5 Assistant Secretary of Defense for Public Affairs

Joint Publication (JP)

3-61 Doctrine for Public Affairs in Joint Operations 

Secretary of the Navy Instruction (SECNAVINST)

5720.44A Public Affairs Policy and Regulations 
H-2 _______________________________________ MCWP 3-33.3

Marine Corps Doctrinal Publications (MCDPs)

1 Warfighting 

1-1 Strategy 

1-2 Campaigning 

Fleet Marine Force Manual (FMFM)

1-0 Leading Marines 

Marine Corps Online Publications

The 31st Commandant’s Planning Guidance; available online

from http://www.usmc.mil 

Making Marines and Winning Battles . . . Since 1775; available

online from http://www.usmc.mil 

Concepts & Issues; available online from http://www.usmc.mil

Army Field Manuals (FMs)

46-1 Public Affairs Operations 

100-6 Information Operations 

Related Publications

America’s Team, the Odd Couple, a Report on the Relationship

Between the Military and the Media
Notes

1. Major General John A. Lejeune, USMC, Marine Officer’s

Guide (1996) p. 306. Major General Lejeune was the 13th Commandant of the Marine Corps.

2. Frank J. Stech, “Winning CNN Wars,” Parameters (Autumn

1994) pp. 37-56.

3. Lieutenant General Anthony Zinni, USMC, “It’s Not Nice and

Neat,” Proceedings, vol. 121/8/1,110 (August 1995) p. 29.

4. Ibid., p. 28.

5. General C.C. Krulak, USMC, The 31st Commandant’s Planning Guidance (August 1995) p. A-16. 

6. Amendments to the Constitution of the United States of

America, Article I. 

7. General C.C. Krulak, USMC, The 31st Commandants Planning Guidance (August 1995) p. A-16. 

8. MCDP 1-2, Campaigning (August 1997) p. 31.

9. Molly Moore, A Woman at War (New York: Charles Scribner’s Sons, 1993) p. 168. 

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