The 124th Mobile Public Affairs Detachment's Standard Operating Procedures for operations in support of Defense Support to Civil Authorities.

1. Standard Operating Procedures for Defense Support to Civil Authorities

4. Mission Focus Mobile Public Affairs Detachments have the duty not just to tell the Soldier’s story, but to move to the point of contact and tell the story there, as well. That is, to move with friendly forces, or independently and adjacent to them, into danger if necessary, to tell their story. Whether in combat or in DSCA operations, MPAD Soldiers must be flexible, aggressive, technically proficient, and thoughtful. Further, they should be comfortable operating in the field alongside combat forces, with few amenities, and with little guidance. We use the Principles of Reconnaissance as a guide: 1. Maximum reconnaissance forward. 2. Orient on the reconnaissance objective. 3. Report all information rapidly and accurately. 4. Retain freedom to maneuver. 5. Gain and maintain enemy contact. 6. Develop the situation rapidly. We move forward with operating units. We identify the mission requirements for a particular story, and focus our effort and resources there. We make certain that names &c. are correct; and we tell the truth; and we do it in a timely manner. While on missions, we do not become so decisively engaged that we cannot flex onto secondary objectives or opportunity targets as the situation changes. We gain and maintain contact with the elements we support, with the story we are telling, and with other friendly forces. These principles, plus the Commander’s intent for the mission, as well as the Commander’s Philosophy Letter and the Army Values, serve as a guide for MPAD Soldiers in decentralized operations when guidance is minimal.

5. COMMAND & CONTROL

6. Current Task Organization Standard Task Organization is three combined arms collection teams plus a headquarters team. Teams are self-contained and self-sustaining. Combat multipliers (e.g., press conference tent and editing suite) move initially with HQ. HQ supports the teams and forms the initial Media Operations Center. We will keep maximum collection assets forward, although one team may be committed to supplement the MOC for long-term operations. Commander moves to the decisive point; XO mans the MOC; 1SG manages logistics and supplements MOC. All operations and task organizations will be as modular as possible. When teams are combined, the senior team leader will take charge and organize locally according to METT-T.

15. MEDIA OPERATIONS

16. On-Camera Interview Checklist

17. Print Interview Checklist

18. SME Interview Preparation Checklist

19. Basic Story Formats These guides serve as a base line for basic print and video products. From this framework, more experienced journalists can flex to create longer or more complex stories. The basic print story is 400-500 words; the basic video story is 60 seconds. Noted times, above, are approximate. FIVE PARAGRAPH NEWS STORY 1 The lede. Tells who, what, where, and when. Note that the where and when may be in the dateline, but are still referenced in the lead. Goal is 35 words or less, with names of people (e.g., Brig. Gen. Larry Dudney) or institutions (e.g., National Guard) counting as one "word." 2 A relevant, illustrative quotation from someone about the event. This would be a good place for a leader's quotation. 3 Describe the purpose or importance of the event. Essentially, the "why" to the 4 Ws above. 4 Additional, relevant details about the event. Describe additional details about the training or people involved or unit history, to add some depth. 5 A relevant, illustrative quotation to serve as a closer or clincher. Good place to reinforce a command message or illustrate how the "why" in paragraph 3 was accomplished. Generally, quotations that are evaluative or judgmental work well here. FIVE “PARAGRAPH” VIDEO NEWS STORY 1 Establishing shot(s) with voiceover that essentially gives the lede. Tells who, what, where, and when. (10 seconds) 2 A relevant, illustrative quotation from someone about the event. This would be a good place for a leader's quotation. Can be a stand-up interview or played over b-roll. (15 seconds) 3 (Optional) Add narration, further voiceover, or on-camera interview to describe the purpose or importance of the event. Essentially, the "why" to the 4 Ws above. (10 seconds) 4 (Optional) Add additional, relevant details about the event. Describe or show more details about the training or people involved or unit history, to add some depth. (15 seconds) 5 A relevant, illustrative quotation to serve as a closer or clincher. Good place to reinforce a command message or illustrate how the "why" in paragraph 3 was accomplished. Generally, quotations that are evaluative or judgmental work well here. (10 seconds)

20. Media Inquiry Format 303 Control Number: Deadline: Taken by: DTG: Caller's Name: Organization: Phone: email: Fax: Address: Question: Response: Source: Prepared by: Notes: DTG released: Released to: Approval:

21. Guide for Media Interviews

22. Guide for Media Interviews cont.

23. Situation: Units will get inquiries from the media if they are identified as responding to an emergency such as a hurricane. Ideally, the State PAO will respond to these inquiries. Realistically, many inquiries will go directly to Commanders and staff. As leaders, we should be aware of the risks of a bad media engagement, but consider media engagements an opportunity to tell the story of the great work the Guard does. Guidelines: The overall media relations stance for Commanders in an emergency should be passive. The main (and proactive) effort will be coordinated by the State Office of Public Affairs. If interviewed, however, Commanders should maintain a positive, Can-Do demeanor and keep these guidelines in mind: 1. Acknowledge in general terms your unit’s mission and focus but do not compromise security. 2. Stay in your lane and do not speculate or repeat rumors. 3. Do not make “off the record” comments. They aren’t. 4. Be honest in your responses, but consider their impact on the public. 5. Never answer “no comment”; always be polite and positive; avoid jargon and acronyms. 6. If you don’t know an answer, it’s OK to say so. 7. Be prepared with a 20-second summary statement when they ask if you have anything to add. Key messages: When answering questions, it’s always good to keep in mind some general statements about the Guard and weave them in when you can. These key messages tell the larger story of the things our Guardsmen do: 1. The National Guard is trained and ready to provide support to civil authorities on short notice. 2. We are as proud of the role we play serving our state as we are of our role protecting the nation. 3. We work closely with civil authorities to provide the best support we can to the communities. Commanders’ Guidelines for interacting with media during an emergency

24. TACTICAL OPERATIONS

25. Detachment TAA Legend: HMMWV utility truck generator tent 12 3 9 HQ CROW 1 CROW 2 CROW 3 water buffalo press tent

26. Order of Movement Legend: HMMWV utility truck generator/trailer HQ CROW 1 CROW 2 CROW 3 Direction of Travel water buffalo

29. Common Operational Graphics Coordinate Fire Line Line of Departure Limit of Advance Phase Line Forward Edge of the Battle Area Boundary Named Area of Interest Direction of Main Attack Axis of Main Attack Axis of Supporting Attack Direction of Supporting Attack Objective Assembly Area Battle Position Strong Point

30. Common Operational Graphics Continued Link Up Point Passage Point Rally Point Release Point Start Point Coordination Point Decision Point Logistics Release Point Maintenance Collection Point Ambulance Exchange Point Unit Maintenance Collection Point EPW Collection Point Traffic Control Point Ammunition Supply Point Main Supply Route Alternate Supply Route Triple Strand Concertina Abatis

31. TEAM OPERATIONS

32. DSCA TEAM OPERATIONS In DSCA Operations, the basic maneuver unit for the MPAD is the “combined arms” Public Affairs team of four PA Soldiers. Typically, this is two each 46Q and 46R, led by an E-6 or E-7. Four Soldiers and their equipment are deployable in a single humvee; capable of long-term continuous operations; and allow the team leader flexibility to operate in split, two-person buddy teams as necessary. The team leader may conduct missions and generate products, but their priority is to leading the team, managing its output, quality, and synchronization with adjacent and higher units. All team members must remain flexible, as requirements and priorities change rapidly in Public Affairs. The following “Quad Charts” break out individual duties for team members during team collective tasks. Generally, the team leader duties are in the upper-right quadrant; generally, the assistant team leader duties are the upper-left quadrant. However, the idea is to keep everything modular: If only two team members are available, those two can split up the duties and drive on. Listed duties are guidelines, not exhaustive.