BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE

BY ORDER OF THE

SECRETARY OF THE AIR FORCE

AIR FORCE MANUAL

35-101

7 DECEMBER 2020

Public Affairs

PUBLIC AFFAIRS PROCEDURES

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

ACCESSIBILITY: Publications and forms are available on the e-Publishing web site at

www.e-publishing.af.mil/ for downloading or ordering.

RELEASABILITY: There are no releasability restrictions on this publication.

OPR: SAF/PA

Certified by: SAF/PA

(Colonel Mark Sotallaro)

Pages: 79

This manual implements Air Force Policy Directive (AFPD) 35-1, Public Affairs Management,

and Department of the Air Force Instruction (DAFI) 35-101, Public Affairs Operations, AFI 35-

102, Security and Policy Reviews, AFI 35-105, Community Engagement, AFI 35-108,

Environmental Public Affairs and provides guidance pertaining to general Public Affairs duties,

responsibilities, and organization. It also provides guidance pertaining to: the release of an

accurate and continuous flow of information to the public and the media that does not contain

classified information; procedures for planning and executing community relations and civic

outreach programs; establishing responsibilities and procedures for organizing and administering

an effective and legally sufficient environmental Public Affairs program; and travel for public

affairs purposes. This manual applies to all civilian employees and uniformed members of the

Regular Air Force (RegAF), Air Force Reserve (AFR), and Air National Guard (ANG) as well as

public affairs personnel assigned to the Space Force as well as contractor employees supporting

PA functions. Ensure all records created as a result of processes prescribed in this publication are

maintained in accordance with in accordance with AFI 33-322, Records Management and

Information Governance Program, and disposed of in accordance with the Air Force Records

Disposition Schedule located in the Air Force Records Information Management System. Refer

recommended changes and questions about this publication to the office of primary

responsibility (OPR) using AF Form 847, Recommendation for Change of Publication; route AF

Forms 847 from the field through the appropriate functional chain of command. This publication

may be supplemented at any level, but all direct supplements are routed to Secretary of the Air

Force, Public Affairs (SAF/PA) for coordination prior to certification and approval. The

authorities to waive wing- or unit-level requirements are identified with a tier number (“T-0, T-1,

2  AFMAN35-101  7 DECEMBER 2020 
T-2,  T-3”)  following  the  compliance  statement.  See  DAFI  (Department  of  the  Air  Force 
Instruction) 33-360, Publications and Forms Management, for a description of the authorities 
associated with tier numbers. Submit requests for waivers through the chain of command to the 
appropriate  tier  waiver  approval  authority,  or  to  the  requestor’s  commander  for  non-tiered 
compliance  items.  The  use  of  the  name  or  mark  of  any  specific  manufacturer,  commercial 
product, commodity, or service in this publication does not imply endorsement by the Air Force 
or  Space  Force.    This  Instruction  requires  the  collection  and  or  maintenance  of  information 
protected  by  the  Privacy  Act  of  1974  authorized  by  protected  by  Department  of  Defense 
Directive (DoDD) 5400.11, DoD Privacy Program.  The applicable SORN(s) [number and title] 
is  (are)  available  at:  http://dpclo.defense.gov/Privacy/SORNs.aspx.  Compliance  with 
attachments 1 and 4 in this publication is mandatory. 
 
 
Chapter 1—PUBLIC AFFAIRS MANAGEMENT RESPONSIBILITIES    6 
Section 1A—Resource Management    6 
1.1.  Resources Management Purpose. ............................................................................   6 
1.2.  Budget. .....................................................................................................................   6 
Section 1B—Manpower Management    7 
1.3.  Manpower Overview. ..............................................................................................   7 
1.4.  Positions. ..................................................................................................................   7 
1.5.  Military Grades. .......................................................................................................   7 
1.6.  Unit Manpower Document. .....................................................................................   8 
Table  1.1.  Public Affairs and Band AFSCs. .............................................................................   8 
Table  1.2.  Public Affairs FACs. ................................................................................................   9 
1.7.  Office Symbol Code (OSC). ....................................................................................   10 
Table  1.3.  Public Affairs OSCs. ................................................................................................   11 
1.8.  Authorization Change Request. ...............................................................................   11 
1.9.  Military Manpower. .................................................................................................   11 
Section 1C—Wing and Garrison Employment/Prioritization Plan    13 
1.10.  In order to maximize both resources and manpower, installation-level public 
affairs will develop an employment/prioritization plan, signed by the 
commander, to prioritize office communication activities and workflow focusing 
on the commander’s priorities, operational core tasks, urgency, mission impact, 
agencies supported, and resources available. ...........................................................   13 

AFMAN35-101  7 DECEMBER 2020  3 
Section 1D—Workload Documentation    13 
11.  PA manpower is earned, in part, based on an evaluation of workload. ...................   13 
Chapter 2—COMMUNICATION PLANNING    14 
1.  Purpose.....................................................................................................................   14 
2.  Research. ..................................................................................................................   14 
3.  Plan. .........................................................................................................................   15 
4.  Execute.....................................................................................................................   18 
5.  Assess. .....................................................................................................................   18 
6.  Plan Formats. ...........................................................................................................   19 
Chapter 3—MEDIA OPERATIONS PROCEDURES    20 
Section 3A—General Purpose and Guidelines    20 
1.  Purpose.....................................................................................................................   20 
Section 3B—Working with the Media    20 
2.  General. ....................................................................................................................   20 
3.  Access to Sensitive Information ..............................................................................   20 
4.  Exclusive Requests. .................................................................................................   20 
5.  Air Force and Space Force Reports on News Programs. .........................................   21 
6.  Review of Material. .................................................................................................   21 
7.  Duty Officer. ............................................................................................................   21 
8.  News Releases. ........................................................................................................   21 
9.  Classified Answers. .................................................................................................   21 
10.  Pooling Media. .........................................................................................................   21 
11.  Air Force Visual Information (VI) Support for Media. ...........................................   21 
Section 3C—Support Procedures for Non-Government, Non-Entertainment VI Productions Other 
Than News    22 
12.  General. ....................................................................................................................   22 
Chapter 4—CRISIS COMMUNICATION PROCEDURES    23 
1.  Purpose.....................................................................................................................   23 
2.  Considerations. ........................................................................................................   23 

4  AFMAN35-101  7 DECEMBER 2020 
4.3.  Crisis Procedures. ....................................................................................................   23 
4.4.  Controlling Photography on U.S. Military Installations During Crisis. ..................   25 
4.5.  Control of Photography at an Off-Base Location in the United States and its 
Territories.................................................................................................................   26 
4.6.  Control of Photography Off-Base in a Foreign Country. .........................................   27 
Chapter 5—COMMUNITY ENGAGEMENT PROCEDURES    28 
Section 5A—Purpose    28 
5.1.  Purpose.....................................................................................................................   28 
5.2.  Civic Leader Tour Guidance. ...................................................................................   28 
5.3.  Civic Leader Program Execution. ............................................................................   30 
5.4.  Choosing Civic Leaders. ..........................................................................................   30 
Section 5C—Air Force Band Engagements    31 
5.5.  Air Force Band Engagements. .................................................................................   31 
Section 5D—Information Requests and General Inquiries    32 
5.6.  Responding to Information Requests and General Inquiries. ..................................   32 
Section 5E—Support for Non-Government, Entertainment-Oriented Productions    33 
5.7.  Production Companies. ............................................................................................   33 
Chapter 6—ENVIRONMENTAL PUBLIC AFFAIRS RESPONSIBILITIES    35 
6.1.  Purpose.....................................................................................................................   35 
6.2.  Public Affairs Responsibilities. ...............................................................................   35 
6.3.  Environmental Impact Analysis Process (EIAP). ....................................................   35 
Table  6.1.  Public Affairs Activities for EIAP Actions..............................................................   36 
6.4.  Environmental Restoration Program Cleanup. ........................................................   38 
Chapter 7—TRAVEL PROCEDURES FOR PUBLIC AFFAIRS PURPOSES    40 
Section 7A—General    40 
7.1.  Purpose.....................................................................................................................   40 
Section 7B—Guidelines for Hosting Civilian, Non-Media Travel    40 
7.2.  Civilian Travel Procedures and Guidelines. ............................................................   40 

AFMAN35-101  7 DECEMBER 2020  5 
Section 7C—Submission Guidelines for Hosting Intertheater Media Travel    40 
7.3.  General. ....................................................................................................................   40 
7.4.  Responsibilities. .......................................................................................................   41 
7.5.  Request Procedures. .................................................................................................   41 
Chapter 8—SECURITY AND POLICY REVIEW PROCEDURES    43 
8.1.  Purpose of Security and Policy Review Programs...................................................   43 
8.2.  Submitting Material for Review. .............................................................................   43 
8.3.  Recommended Program Guidelines. .......................................................................   45 
8.4.  Security and Policy Review Process Requirements. ................................................   46 
8.5.  Review Considerations. ...........................................................................................   47 
8.6.  Subject Matter Expert (SME) Review Marking. .....................................................   49 
Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION    51 
Attachment 2—SAMPLE INSTALLATION-LEVEL PA EXECUTION PLAN 
DEVELOPMENT CYCLE    58 
Attachment 3—SAMPLE PUBLIC AFFAIRS BUDGET    60 
Attachment 4—SAMPLE INSTALLATION-LEVEL PA 
EMPLOYMENT/PRIORITIZATION PLAN    62 
Attachment 5—SAMPLE SECURITY AND GUIDANCE REVIEW MEMORANDUM 
FORMAT    76 
Attachment 6—PUBLIC AFFAIRS SECURITY AND POLICY REVIEW WORKSHEET    78 
 

6 AFMAN35-101 7 DECEMBER 2020

Chapter 1

PUBLIC AFFAIRS MANAGEMENT RESPONSIBILITIES

Section 1A—Resource Management

1.1. Resources Management Purpose. PA requires funding, manpower, training, supplies, and

equipment to effectively support the Air Force and Space Force missions. Resource management

is the process of determining requirements, and obtaining and allocating resources to meet the

direct mission and support duties.

1.2. Budget. In coordination with the unit resource advisor (RA), Public Affairs must actively

monitor execution year expenditures, plan for known requirements in the next Fiscal Year (FY),

and project requirements for future years (see Attachment 2 for a sample execution plan

development cycle and Attachment 3 for a sample budget). (T-1). Working closely with the unit

RA throughout the year ensures PA understands the resource request and allocation process, and

helps the RA understand PA resource requirements.

1.2.1. Planning. Planning the next FY’s budget includes reviewing past expenditures

(equipment, training, travel, subscriptions, supplies, etc.) and forecasting future expenses.

Research expected changes in PA programs, identify the cost of those changes, annotate

them, and justify projections. Include any new activities and annual cost increases. Plan for

both peacetime and wartime requirements, with wartime requirements as the highest priority.

Major Command Public Affairs (MAJCOM/PA) and/or Field Command PA offices can

assist with identifying likely forward-area wartime taskings and the local logistics plans

office can assist with identifying associated equipment requirements. Wing or garrison PA

budget forecasts are typically forwarded to the unit RA or comptroller for consolidation and

approval at the wing or garrison prior to being submitted to the Major Command (MAJCOM)

or Field Command. MAJCOM/PA or Field Command PA offices may ask wing or garrison

PA offices to forecast equipment needs, which MAJCOMs or Field Commands may be able

to help purchase.

1.2.2. Execution. PA’s budget forecast is compared against the execution plan to identify

any unfunded requirements. Any identified shortfalls should be submitted to the unit RA

during initial funds distribution (October-December) and budget reviews. By July 30, offices

should have spent at least 80 percent of the budget. PA resource managers must provide input

to the wing comptroller for periodic budget reviews and any calls for end-of-year

requirements. (T-1). End-of-year requirement calls inform the wing or garrison commander’s

unfunded priority execution list, if funding becomes available, and are an excellent

opportunity for PA offices to refresh supplies and equipment.

1.2.3. Operations and Maintenance Funds. The majority of PA activities are Operations and

Maintenance funded and PA should work with the unit RA to become familiar with PA-

specific program elements, responsibility center/cost center codes, and budget program

activity codes.

1.2.4. Environmental Funds. Resourcing related to environmental management is distributed

through the civil engineer, and supports strategic and tactical planning of environmental

AFMAN35-101 7 DECEMBER 2020 7

issues and community involvement. For more information on the role of PA in the

environmental planning process, refer to Chapter 6, and DAFI 35-101.

1.2.5. Budget Training. The PA chief, in close coordination with the PA superintendent,

manages and controls the resources allocated to the PA office by the unit commander.

Required skills include effectively identifying and justifying requirements, obtaining timely

obligation records from the unit RA, analyzing expenditures, and projecting excess or

shortages. The wing or garrison comptroller can provide additional resource management

training.

1.2.6. Equipment. PA equipment management requires a budget built from deployment

requirements (unit type codes), the mission description (including designated production

studios), and the unit manpower document (UMD), while also incorporating lifecycle

replacement of high-value items, such as cameras. Accounting for equipment also requires

considerations such as vehicle needs, office operating costs for expendables, and other

supporting equipment, to include computers and phones.

1.2.7. Vehicles. Most installation PA offices require access to a government vehicle to fulfill

the legal visual information (VI) documentation requirement, especially for access to

restricted areas, including airfields. PA should coordinate with the local vehicle operations

unit to ensure immediate access to a government vehicle if needed, and submit new vehicle

requests in accordance with AFI 24-302, Vehicle Management.

Section 1B—Manpower Management

1.3. Manpower Overview. Manpower and personnel are related, but the terms are not

interchangeable. Department of Defense Dictionary of Military and Associated Terms, defines

manpower requirements as the human resources needed to accomplish a specified job, workload,

mission, or program, and personnel are the people who fill those positions. Manpower influences

the amount and type of people assigned to an office to accomplish its mission; therefore,

understanding and monitoring manpower is a primary management responsibility and should be

done in accordance with AFI 38-101, Manpower and Organization.

1.4. Positions. An office’s manpower positions are largely determined by independent

processes. Periodically, manpower offices conduct studies to determine the number and grade of

people required to perform the mission. The study results are published in a manpower standard

which is available through wing manpower offices and on the Air Force Manpower Determinant

and Air Force Manpower Standard Library on the Air Force Manpower Analysis Agency site on

the Air Force Portal. Separately, Congress determines annually the maximum number of officer

and enlisted authorizations for each military service. Requirements and authorizations do not

always match, resulting in some requirements that remain unfunded. Funded positions are called

authorizations and are the positions that Air Force Personnel Center assignment teams attempt to

fill. For civilian positions, the budget and civilian work years determine which authorizations are

funded and filled, and a position’s core document determines its occupational series and grade.

1.5. Military Grades. Air Force headquarters allocates grades via a programming model to

determine a fair share grades distribution. MAJCOMs and Field Commands distribute grades to

their units, and the units, in turn, distribute them accordingly to their offices. A shortage of

8 AFMAN35-101 7 DECEMBER 2020

available grades sometimes occurs, so the required grade is not always the authorized grade.

Assignment teams attempt to fill positions at the authorized grade, not the required grade.

1.6. Unit Manpower Document. The UMD, a computer-generated report from the Manpower

Programming and Execution System (MPES), lists the unit’s positions, as well as the

characteristics associated with each position such as grade and Air Force Specialty Code.

Installation manpower points of contact provide UMDs to units periodically and can adjust the

information in and format of the reports, as well as arrange automated delivery to suit a PA

office’s needs. UMD key terms include:

1.6.1. Air Force Specialty Code (AFSC). Represents a specific military occupational

specialty, skill, or qualification. Civilian positions list the occupational series and the

corresponding military AFSC on the UMD. Refer to the Air Force Enlisted Classification

Directory and Air Force Officer Classification Directory available through myPers for further

information to include specialty summaries, duties and responsibilities, and specialty

qualifications. See Table 1.1 for a list of Public Affairs and Band AFSCs.

Table 1.1. Public Affairs and Band AFSCs.

AFSC

Utilization/Career Field

35BX

Band Officer

35PX

Public Affairs Officer

3N000

Public Affairs Chief Enlisted Manager

3N090

Public Affairs Superintendent

3N0X6

Public Affairs

3N100

Regional Band Chief Enlisted Manager

3N1X1

Regional Band

3N300

Premier Band Chief Enlisted Manager

3N2X1

Premier Band (The USAF Band)

3N3X1

Premier Band (The USAF Academy Band)

Note: “X” describes the command level for officers or the

skill-level for enlisted personnel.

1.6.2. Authorized Grade. The grade personnel systems use to assign personnel. The

authorized grade may be different from the required grade described in paragraph 1.6.8

Civilian grades are determined by the grade classification assigned to a position’s core

personnel document, and it is this grade that is reflected on the UMD. If the position

description changes and is classified at a different grade, the grade on the UMD changes

accordingly. If a civilian grade has not yet been determined, it appears as to be determined.

AFMAN35-101 7 DECEMBER 2020 9

1.6.3. Effective and Through Dates. These indicate when a change takes effect. The standard

through date is 31 Dec 4712. Positions with pending changes are listed twice—once denoting

the position’s current elements and once denoting elements after the change takes effect.

1.6.4. Functional Account Codes (FAC). This six-digit alphanumeric code identifies each

function and facilitates the analysis and accounting of manpower requirements. It identifies

the functions or activities performed by the position. Only PA manpower or PA offices will

be associated with PA FACs. See Table 1.2 for a list of Public Affairs and Band FACs.

Contact the installation manpower office, MAJCOM/PA, or Field Command PA for current

PA FACs and guidance on their use.

Table 1.2. Public Affairs FACs.

FAC

Title

Description

11D100

Wing and garrison Public Affairs

Provides communication advice and

counsel to host and tenant

commanders, senior leaders and

staff and serves as the focal point for

releases of official Air Force and/or

Space Force information. Plans,

develops, coordinates, integrates,

synchronizes, executes, supervises

and assesses PA programs, products

and activities, including

communication planning, command

information, community

engagement, and media operations

in order to achieve mission

objectives. Achieves desired

communication effects through the

integration of all public affairs

capabilities. This function intended

for use at wing/base group level

equivalents or below.

11D200

Air Force Bands

Responsible for a wide spectrum of

musical support for events which

enhance the morale, motivation, and

esprit de corps of Airmen and Space

Professionals, foster public trust and

support, aid recruiting initiatives,

and promote national interests at

home and abroad.

10 AFMAN35-101 7 DECEMBER 2020

11D000

Air Force Public Affairs Agency

Responsible for Air Force Combat

Camera operational program

management, including oversight of

subordinate combat

camera/audiovisual squadrons and

operating locations as well as visual

documentation of Air Force, Space

Force and joint warfighter crisis and

humanitarian relief missions.

Responsible for Air Force and Space

Force audiovisual production, visual

information equipment lifecycle,

public web, and intellectual property

(branding, trademarking and

licensing program

management/support).

Primary Air Force and Space Force

liaison to Defense Media Activity

for the Defense Video and Imagery

Distribution System and the

American Forces Public Information

Management System.

1.6.5. Personnel Accounting Symbol. A unique eight-digit alphanumeric code that identifies

a specific unit, owning command and servicing military personnel office.

1.6.6. Position Number (POS). The ten-digit number (also called the manpower position

control number in personnel data systems) that identifies a particular position. A two-digit

MAJCOM code is included at the end of each position number; therefore, all position

numbers from the same unit end with the same alphanumeric code.

1.6.7. Program Element Code (PEC). Represents the budget source for the position. The

PEC for PA positions are 91214. Contact the MAJCOM/PA or Field Command PA office if

there are any questions.

1.6.8. Required Grade. The grade for a particular position as earned by a manpower

standard. Differences between the required grade and the authorized grade may be due to

funding constraints, career progression grades, or grade ceiling limitations.

1.6.9. Security Access Requirement. Identifies the security clearance level required for the

position. Refer to AFI 16-1404, Air Force Information Security Program, for a complete list

of security access requirement codes.

1.7. Office Symbol Code (OSC). This code indicates command structure of the unit. The fewer

characters there are in an OSC, the higher the echelon placement in the unit (e.g., SAF/PAR is

subordinate to SAF/PA). Table 1.3 provides a list of approved PA OSCs. The only approved

office symbol for PA offices below MAJCOM or Field Command level is the two-letter PA.

AFMAN35-101 7 DECEMBER 2020 11

With the exception of the Air Force Academy and Air Force Public Affairs Agency, only

MAJCOM-level or Field Command-level and higher PA offices are authorized to add a third

letter, such as PAO, PAR, PAX, or PAY, to denote a specific sub-section. BA is the traditional

OSC for Air Force Bands (e.g., band units) while PAB is used to denote a Bands division on a

headquarters staff (e.g., SAF/PAB is the Bands division subordinate to SAF/PA). MAJCOM-

level or Field Command-level and higher PA offices may use command-unique OSCs in

accordance with AFI 38-101.

Table 1.3. Public Affairs OSCs.

OSC

OSC Title

Notes

Public Affairs

Available at all echelons

PAB

Bands

Restricted to MAJCOM-level

or Field Command-level and

above, with the exception of

the Air Force Academy and

Air Force Public Affairs

Agency

PAI

Command Information

PAO

Media Operations

PAR

Requirements and Development

PAX

Strategy and Assessments

PAY

Community Engagement

1.8. Authorization Change Request. It is used to request an addition, change, realignment, or

deletion of an authorization on the UMD. PA offices requesting changes to manpower

authorizations, such as AFSC, civilian occupational series, or grade or skill level adjustments,

must coordinate with the local manpower and higher headquarters PA offices. (T-2). Format of

an authorization change request varies by base. The installation manpower point(s) of contact

can provide examples.

1.8.1. Wing or garrison PA will coordinate proposed manpower changes with the installation

manpower point(s) of contact and MAJCOM/PA or Field Command PA. (T-2).

1.8.2. MAJCOM or Field Command, Field Operating Agency and Direct Reporting Unit

PAs will coordinate proposed manpower changes with the Air Force Installation and Mission

Support Center, Major Command Manpower, Personnel and Services and SAF/PAR. (T-

2).1.9 Types of Manpower. The Department of the Air Force uses three types of manpower

to perform required work: military (e.g., RegAF, AFR, ANG); civilian; and contractors.

1.9. Military Manpower.

1.9.1. In accordance with AFI 38-101, the services assign only military personnel to

positions that:

1.9.1.1. Require military-unique knowledge and skills needed for the performance of

duties (T-0)

1.9.1.2. Require military incumbency by operation of law (T-0)

12 AFMAN35-101 7 DECEMBER 2020

1.9.1.3. Require military performance for command and control, risk mitigation, or esprit

de corps (T-0)

1.9.1.4. Provide overseas rotation for career development (T-0)

1.9.1.5. Are wartime assignments (T-0)

1.9.1.6. Mitigate unusual working conditions or costs which are not conducive to civilian

employment (T-0)

1.9.2. Civilian Manpower. Civilian employees are hired to perform work in an occupational

series at a specific level of expertise and responsibility. Civilian Personnel is responsible for

the accurate classification of positions, including the establishment of title, series, and grade.

PA should contact the PA career field team at the Air Force Personnel Center for information

and guidance regarding hiring actions, developmental opportunities, and other civilian

personnel actions.

1.9.2.1. Standard Core Personnel Document (SCPD). SCPDs are a combination of what

were once known as position descriptions and performance management plans. The use

of SCPDs is mandatory for civilian positions when they apply to a position that is

covered by one. Most PA SCPDs do not include specific duty titles, giving PA greater

flexibility to realign qualified civilians. (T-1). The SCPD Library is located on the

myPers website (https://mypers.af.mil/app/login/redirect/home)

1.9.2.2. Core Personnel Document (CPD). If an SCPD does not apply, a CPD is used.

CPDs are identical to SCPDs except they are used for one position only. Therefore,

managers have less flexibility on project assignments, and periodic career field

requirements and updates are not automatic.

1.9.2.3. Connection to AFSC. Assigned duties generally conform to a corresponding

AFSC on manpower documents. Civilian occupational series and AFSCs are assigned

based on position duties and responsibilities.

1.9.2.4. Centrally Managed Positions. The Department of the Air Force deliberately

develops civilian employees for positions of increased responsibility through central

management, in accordance with Air Force Manual (AFMAN 36-606), Civilian Career

Field Management and Force Development. Generally, centrally managed positions are

eligible to receive centrally funded moves (e.g., permanent change of station) and other

developmental opportunities to include short-term management and leadership training,

Civilian Developmental Education, and tuition assistance, when available. In addition to

the civilian positions described in the Public Affairs chapter of AFMAN 36-606; the Air

Force, through the PA career field team at Air Force Personnel Center, centrally

manages:

1.9.2.4.1. Career Broadening positions. The Career Broadening program provides

unique developmental experiences at various levels of organization, to include

overseas locations. These assignments typically last up to 36 months and require

geographic mobility agreements.

1.9.2.4.2. PALACE Acquire training positions. PALACE Acquire interns complete

a two- to three-year development program with a formal training plan that includes

assignment at both wing and major command levels, in-residence completion of the

AFMAN35-101 7 DECEMBER 2020 13

joint public affairs qualification course, and other training opportunities, with

outplacement into a permanent position upon successful program completion.

1.9.3. Contracted Services. At some locations, the office manpower mix includes contracted

services which are referred to as contract full time equivalents. These earned manpower

authorizations have been outsourced to accomplish specified workload associated with a

manpower standard. Contract full time equivalent positions, tracked through the Enterprise-

wide Contracting Manpower Reporting Application, are expressions of in-house manpower

requirements at the same level of service specified in the contract.

Section 1C—Wing and Garrison Employment/Prioritization Plan

1.10. In order to maximize both resources and manpower, installation-level public affairs

will develop an employment/prioritization plan, signed by the commander, to prioritize

office communication activities and workflow focusing on the commander’s priorities,

operational core tasks, urgency, mission impact, agencies supported, and resources

available. (T-1). The plan should account for recurring resource constraints, such as deployment

vulnerability periods, and be signed by the commander within 90 days following a change in

organizational leadership (e.g., change of command), as well as when factors such as manpower

or mission requirements drive a change in activity prioritization. See Attachment 4 for a sample

employment/prioritization plan, which should be modified and/or expanded as necessary to meet

local needs and priorities.

Section 1D—Workload Documentation

1.11. PA manpower is earned, in part, based on an evaluation of workload. As such,

installation-level PA will record relevant workload data using the approved PA management tool

in accordance with current guidance or playbook. Inaccurate data can understate PA workload,

ultimately leading to potential manpower cuts. Conversely, accurate data supports MAJCOM

and Field Command efforts to ensure sufficient manpower to meet requirements, to include

growth. Finally, this data serves to assist PA leaders in understanding and adjusting their weight

of effort to support commanders’ objectives, defending resource requests, and aiding

commanders in making risk assessments with respect to the PA program.

14 AFMAN35-101 7 DECEMBER 2020

Chapter 2

COMMUNICATION PLANNING

2.1. Purpose. Communication planning is important to link unit priorities or objectives to the

communication effects sought and achieved by PA operations. This chapter outlines the basic

approach to communication planning that unit communication plans should reflect. PA should

develop plans using all four phases of the communication planning process: research, plan,

execute, and assess. While the design process for all communication plans is similar, the format

and level of detail and background analysis varies across planning efforts and should be tailored

to fit the organization and circumstances.

2.2. Research. The first phase of effective communication is research. The goal of this phase is

a comprehensive list of factors that will inform and impact communication efforts. A strategic

and analytic mindset is essential in this phase.

2.2.1. Intent. When developing a general communication plan, the research phase should

start with identifying commander’s intent for communication programs or priorities

associated with unit mission accomplishment that require communication support.

2.2.2. Desired Outcomes. Planners should describe in the best detail possible what success in

meeting intent looks like. In some cases, intent may equal outcome, as when a leader wants

to generate sufficient political support for a specific piece of legislation to pass. In other

cases, outcomes may need to be intuited from intent. For example, an expressed desire to

host “the best open house ever” could be defined by outcomes such as attendance, the

volume and reach of traditional and social media content generated by the event, new

contacts or relationships made with influencers and decision-makers invited to the event, or a

combination of these or several other things.

2.2.3. Environmental Scanning. Planners should determine communication opportunities and

challenges by scanning the information environment. Consider the strengths, weaknesses,

opportunities, and threats that ensure or inhibit successful communication toward desired

outcomes. Identify key facts and points of agreement or contention on an issue that will help

define the plan’s messaging focus. Although a comprehensive environmental scan is

necessary in the initial research phase, this is an on-going process that planners should revisit

in subsequent phases to ensure plans stay relevant.

2.2.4. Information Sources. Planners must identify sources of information available for

environmental scanning and the planning and assessment phases of the plan. (T-1). There are

two basic types of information sources: primary and secondary.

2.2.4.1. Primary research involves gathering new information firsthand for a specifically

identified purpose. Time and resource constraints may limit a planner’s ability to collect

primary research. There are two broad categories of primary research: quantitative and

qualitative.

2.2.4.1.1. Quantitative research, such as scientific surveys, relies on numerical

assessment of hard data and requires specialized skills to perform and analyze

correctly. The Air Force Survey Office is the point of contact for all attitude and

opinion surveys, polls, questionnaires, and telephone interviews to Air Force and/or

AFMAN35-101 7 DECEMBER 2020 15

Space Force members, according to AFMAN 36-2664, Personnel Assessment

Program. A list of surveys currently approved by the Air Force Survey Office is on

the AF Portal. Review AFMAN 36-2664 and coordinate with the Air Force Survey

Office ([email protected]) before conducting surveys. SAF/PA also sponsors

periodic Air Force and/or Space Force surveys, which may be helpful in

communication planning. SAF/PA survey and communication products are posted on

the “Tell Our Story” page of the AF Portal. (www.my.af.mil)

2.2.4.1.2. Qualitative measures, such as personal interviews, focus groups, written

comments, and observed behaviors, yield less statistical data but can provide a deeper

understanding of a topic. Information gathered from qualitative research can help

explain what stakeholders think. Qualitative measures also can be applied to the

survey development process to improve the quantitative measures described above.

2.2.4.2. Secondary research uses outside information previously assembled by other

organizations such as government agencies, industry and trade associations, educational

institutions, and media sources. Typically, it is cheaper and faster to use secondary

research. Online databases maintain a large amount of research information.

2.3. Plan. In the planning phase, the goal is to link desired outcomes to necessary changes in

the awareness, knowledge, or behaviors of key population or stakeholders, then determine the

sequence of activities (or set of continuous activities) required to produce the changes. At the end

of this phase, the communication plan includes an engagement matrix that translates strategic

intent to specific, scheduled events or products. The following steps contribute to effective

planning.

2.3.1. Define Decision-Makers and Influencers. Planners should move through a process of

identifying audiences, populations, and, when possible, individual stakeholders who can have

a positive or negative impact on desired outcomes. Each type of group is defined below.

2.3.1.1. Audience. A broad, roughly defined group that gives a general concept of a

population. Planners should avoid formulating a communication approach on an

audience-level analysis. Instead, an audience definition is used to segment very large

populations into smaller groups for further analysis. Examples of audience definitions

include internal or external, domestic or international, friendly or adversary.

2.3.1.2. Population. A clearly defined group of people with common characteristics that

the unit needs to listen to and communicate with. Populations can be segmented from

audiences in a variety of ways, to include geography, demographics, psychographics,

position, membership, role in decision making, etc. The more defined the public, the

better PA can tailor communication plans and products. Examples of populations include

first sergeants, maintenance squadron personnel, Air Force or Space Force spouses

seeking employment, regional television reporters, or local small business owners.

2.3.1.3. Stakeholders. Individuals or groups within a public that are directly impacted by

or have the ability to shape or determine the outcome of an Air Force or Space Force

operation, activity, or decision. The prioritization of stakeholders for communication

purposes can be determined by subjective evaluation or by a more structured process like

influence mapping, which scores stakeholders based on their ability to affect an outcome

or issue (low level of influence to needing their decision or active support to succeed) and

16 AFMAN35-101 7 DECEMBER 2020

their position on the outcome or issue (positive, neutral, or negative). In some cases,

small populations may be the same as stakeholders—for example, unit first sergeants. In

other cases, stakeholders may be a relatively small group within a public—for example,

individual business owners or educators who can set trends in local hiring practices or

vocational training opportunities that the unit would like to see implemented across a

larger group of regional businesses and educational institutions.

2.3.2. Define Public or Stakeholder Objectives. Objectives articulate what awareness,

knowledge, or behavior changes units desire from a specific public or stakeholder group; the

nature or magnitude of those changes in comparison to conditions at the start of the plan; and

the timeframe in which units need to see the change take place. Objectives identify what

needs to happen with each public or stakeholder group to meet the intent and desired

outcome(s) identified in the research phase, but they do not describe how units will make that

happen.

2.3.2.1. Management theories that still retain currency among leaders have strongly

emphasized the need for quantifiable objectives—for example, so-called specific,

measurable, attainable, relevant, and time bound objectives. Other theories have

questioned the value of a predominantly quantitative approach, which ignores the

qualitative context of complex situations.

2.3.2.2. In some cases, purely quantifiable objectives may be appropriate. For example,

units establishing a new social media platform may want to benchmark the size of the

populations in a certain age range or geographic area who are following similar accounts,

and establish the objective of meeting or exceeding that number of followers within a

certain number of years.

2.3.2.3. In other cases, more qualitative objectives are fine if planners have defined those

objectives in a way that allows assessment against the same criteria each time. For

example: “Consult Retiree Advisory Committee members in advance of all appropriate

decisions affecting base community services and hours.” This objective requires a

relatively objective definition (is the upcoming decision one that affects base community

services and hours?), a more subjective definition (is it appropriate to discuss this

particular decision with retired advisors?), and a standard of performance (did we consult

committee members on all appropriate decisions?) that can be applied against all future

cases.

2.3.2.4. Whenever possible, planners should avoid using only pass/fail criteria that

cannot be measured at various stages during the execution of the plan. For example, an

objective associated with a particular initiative being funded does not provide any criteria

to assess whether influencers or decision-makers are lining up in support of the initiative

before the decision is made.

2.3.3. Identify Public or Stakeholder Communication Strategies. Although the word

“strategy” is often used to mean the same thing as “plan,” a communication strategy properly

defined is a concept or theory about how engagements or products will achieve desired

outcomes or maintain an advantage in an enduring situation. There are generally four types

of communication strategies.

AFMAN35-101 7 DECEMBER 2020 17

2.3.3.1. Linear strategies generally apply to a set number of activities or products that

must be executed in a certain sequence over a limited period of time. The goal of

communication strategy is to walk a public or stakeholder through a series of

engagements that positively shape their reception of an outcome. For example,

communication involving a particularly controversial decision might involve the

following steps: bringing a stakeholder in for advice, explain a decision to them prior to

an announcement, acknowledging their assistance or unanswered concerns during a

public announcement, collect feedback from them at a later date on the impact of the

decision and potential ways ahead.

2.3.3.2. Cumulative strategies generally apply to a larger number of communication

activities or products relevant to stakeholders that take place over a longer period of time.

The goal of a cumulative strategy is to have more positive or less negative reactions or

interactions with stakeholders for the duration of communication. Social media

campaigns often employ a cumulative strategy by seeking to maintain an average

standard of audience reach or interactions across all posts.

2.3.3.3. Normative strategies set standards of performance or behavior toward

populations or stakeholders in order to create or sustain a mutually beneficial

relationship. For example, deciding to notify local elected officials or their staffs before

implementing decisions that will generate feedback from their constituents sets a standard

for information flow that sustains trust, since officials know they will not be surprised by

unit activities in a way that makes them seem disconnected or unconcerned.

2.3.3.4. Hybrid strategies rely on some combination of the other three strategies. For

example, a plan could be a two-phase linear strategy where planners employ a cumulative

strategy in the first phase to grow the group of stakeholders receiving information, then

sustains communication in the second stage by applying a normative standard to the

quality or timeliness of information flow.

2.3.4. Develop Tactics. Tactics are the actions units will implement to put the theory of

strategy into practice. Communication tactics that derive from linear or hybrid strategies are

typically presented as an engagement matrix that lists tactics in the order in which they will

be executed. Communication tactics are defined by the following elements:

2.3.4.1. A specific public or stakeholder.

2.3.4.2. Spokespeople. To whom does the public or stakeholder listen? Who has the right

knowledge, authority, and delivery style to effectively carry the message? Answers to

these questions can provide planners with potential spokespersons. There can be more

than one effective spokesperson on an issue, based on who they are talking or listening

to. For example, the Air Force or Space Force may choose to send a senior leader to

testify to Congress on an issue, while squadron commanders or first sergeants discuss it

with Airmen or Space Professionals.

2.3.4.3. Themes and Messages. Develop logical, convincing, truthful statements and

supporting information that increases the public’s or stakeholder’s ability to move toward

the objective. Write themes and messages in clear and concise English. Avoid technical

jargon, acronyms, or complicated wording. In many cases, themes and messages need to

be specific to the group or individual, since those people are defined in part by their

18 AFMAN35-101 7 DECEMBER 2020

different interests in and perceptions of issues. However, themes and messages need to

remain broadly consistent across audiences. Planners therefore may find it useful to

develop strategic themes for an entire plan, supported by tactical messages for specific

engagements.

2.3.4.3.1. A theme is generally a short, memorable statement that encapsulates a core

component or central feature of a more complex idea—e.g., the takeaway of any

engagement or product. Examples: “We are the best in the world at this mission” or

“We’re committed to innovation.”

2.3.4.3.2. Messages support themes by delivering more tailored and detailed

information to a specific public. Examples: “In order to remain the best, we need to

keep investing in our training ranges and simulators” or “By investing in our

Airmen’s ideas, we’ve been able to save more than $7 million and 40,000 hours of

work per year across the base.”

2.3.4.4. Channel or Format. To determine the best channel or format for facilitating

conversations or delivering messages and supporting information, consider the following

questions. Where or from whom do populations prefer to get their information? How can

populations best receive and understand the message being conveyed? How can

spokespeople best connect with stakeholders to provide information, gather feedback, or

establish and maintain good relationships?

2.3.4.4.1. Some common command (internal) communication channels and formats

include commander’s calls, leader speeches and briefings, official websites, email,

and unit- or installation-specific social media.

2.3.4.4.2. Some common external channels and formats include official websites,

social media, engagements with traditional news media (e.g., interviews, media

roundtables, press releases, press conferences), meetings, individual conversations,

and public appearances, ceremonies, or events.

2.3.4.5. Data Collection and Evaluation. Most plans will require interim evaluations, so

whenever feasible, planners should identify what information needs to be collected

during execution, and when units need assessments of that information in order to

evaluate progress. Planned interim evaluations help ensure units devote the proper time,

personnel, and resources to assessments that will keep the plan on track or identify

necessary adjustments before it is too late.

2.4. Execute. The execution or implementation phase of communication planning involves

completing the tactics in the plan. The communication plan and engagement matrix, when used,

are dynamic documents. Individual elements, such as populations, objectives, or tactics, may be

updated as needed. Communication documents should be distributed to all supporting units and

personnel to ensure unity of effort and message synchronization.

2.5. Assess. Proper assessment considers the preparation, execution, and impact of

communication efforts. It requires sustained efforts to monitor, measure, and analyze relevant

information before, during, and after execution to evaluate the success of communication

activities.

AFMAN35-101 7 DECEMBER 2020 19

2.5.1. Evaluating the preparation of the plan consists of assessing the quality and adequacy

of the process and information used for determining intent and developing an audience

analysis, objectives, strategies, tactics, and a method of data collection and evaluation.

2.5.2. During the research or planning phase before execution, planners often need to

conduct assessments to establish baseline measures that inform whether execution produces a

change in the status quo. Planners may be able to save time and resources by drawing on

assessments conducted after the execution of a previous plan. Use of previous results as

baselines requires careful consideration of the similarity and differences between the two

situations in order to avoid faulty assumptions or comparisons.

2.5.3. During execution, monitoring progress of communication efforts assists

communicators and leaders with decision-making that adjusts operations, if necessary, to

achieve objectives.

2.5.4. Analyzing the impact of communication efforts provides insights on how the

communication plan was executed and whether or not communication tactics achieved

objectives and met intent.

2.5.5. Assessment methods and tools are similar to those used during initial research.

Assessing communication effects can be extremely complex and may require skills or

resources that units lack. Units should review resources available on the Tell the Air Force

Story site (www.my.af.mil) and consult SAF/PAX or other experts if they require assistance

with developing a good set of practical assessments.

2.5.6. Sharing communication assessments with leaders and unit members is an important

part of maintaining strong working relationships and closing the loop on the research-plan-

execute-assess planning process.

2.6. Plan Formats. Communication plans contain all of the elements identified above, but

formats can vary widely. Until assessments are in, the measures of a good plan are whether

leaders understand and support the approach and whether those who execute the plan know what

they need to do. Planners can access sample plans and templates that units have used

successfully in the past through the Communication Planning link on the “Tell Our Story”

(www.my.af.mil) section of the Air Force Portal.

20 AFMAN35-101 7 DECEMBER 2020

Chapter 3

MEDIA OPERATIONS PROCEDURES

Section 3A—General Purpose and Guidelines

3.1. Purpose. All military and civilian personnel must comply with the Secretary of Defense’s

(SECDEF) Principles of Information mandate of “maximum disclosure, minimum delay.” (T-0).

The following are guidelines Air Force and Space Force PA offices can use to effectively

implement this mandate:

3.1.1. Present Air Force and Space Force information professionally, simply, and honestly.

3.1.2. Be accurate, prompt, and factual.

3.1.3. Confine the information to field of expertise.

3.1.4. Avoid the hypothetical and speculative.

3.1.5. Reflect Department of the Air Force policy.

Section 3B—Working with the Media

3.2. General. The media’s need for rapid, accurate information requires immediate response by

Air Force and/or Space Force officials. It is important to understand media capabilities,

organization, technology, and deadlines. Competition between news media agencies is intense

and may drive requests for detailed information to meet very short publication deadlines. PA

should work to expeditiously respond to requests, while still taking proper staff actions to

coordinate release of information with relevant agencies. This ensures accuracy and affords

leaders an awareness of any impending coverage.

3.3. Access to Sensitive Information . If a unit commander determines coverage of a story is

in the best interest of the commander despite exposure to sensitive or classified information,

ground rules can be established to restrict publishing classified information.

3.3.1. The primary safeguard is to brief the reporter in advance about what information is

sensitive and what the parameters are for covering this type of information. The commander

may grant access if the reporter agrees to a security and policy review of the communication

product.

3.3.2. Agreement to a security and policy review in exchange for this type of access is

strictly voluntary; however, if a reporter does not agree, then access to sensitive information

may be denied. If a reporter agrees to a security and policy review, it is conducted solely to

ensure that sensitive or classified information is not included in the product.

3.4. Exclusive Requests. An exclusive is a reporter’s request for information that no other

reporter has previously sought. It can involve a minor or major news story. The Air Force and

Space Force allows reporters to work on exclusives, but it is obligated to provide the same

information to other reporters. Reporters should be made aware of this policy to avoid

misunderstandings. Interviews, by their nature, are exclusive in terminology, e.g., quotes and

statements, but not in subject if another reporter requests it.

AFMAN35-101 7 DECEMBER 2020 21

3.4.1. Minor News Story. This news is not particularly significant. Protect the reporter’s

story until a similar request comes from another reporter. If this happens, tell the second

reporter that another media representative is already working on it. The second reporter

probably won’t press the issue. If pressed, provide the same material to the second reporter

and inform the first reporter that another individual is also working the story.

3.4.2. Major News Story. Do not honor any request for exclusive information on a major

story. Public Affairs must release information on major stories to all media equally. (T-0).

The public’s right to significant news transcends the right of a single reporter who first asked

for the information. In-depth feature stories on major issues may be treated exclusively until

similar queries come from other reporters or major developments require a general release.

3.5. Air Force and Space Force Reports on News Programs. Air Force and Space Force

members may do regular reports of installation news on local radio or television stations, if the

subject matter pertains exclusively to Air Force and/or Space Force life and activities. Members

will coordinate with the local PA office prior to engaging with the media. (T-1).

3.6. Review of Material. Air Force and Space Force members will not ask a reporter to send

material for review unless security considerations are involved. (T-1) The primary responsibility

for protecting classified information lies with the Air Force and Space Force, not the reporter,

and the reporter can justifiably refuse any requests for prior review. The primary safeguard

should be to brief the reporter in advance about what information is sensitive and what the

parameters are for covering this type of information.

3.7. Duty Officer. PA offices should brief security forces, operations centers, and telephone

personnel on the procedures for contacting the off-duty PA representative, who is distinct from

PA alert personnel. An instruction book should be prepared for the off-duty representative’s use.

At a minimum, it should contain emergency checklists and off-duty telephone numbers of PA

staff members and key unit installation officials. Instruction books should be checked frequently

to ensure instructions and officials’ names and telephone numbers are current.

3.8. News Releases. News releases via email, social media, website or other form is the most

common way to deliver information to the media. It may announce news or answer anticipated

queries. The news release varies in length, but most often is a page of newsworthy information.

However, news releases may not be the most effective mechanism for information release. The

mechanism for any release of information should be based on specific objectives and key

populations.

3.9. Classified Answers. If an answer is classified, tell the reporter PA cannot provide the

information because it is classified. If possible, explain why it’s classified.

3.10. Pooling Media. Consider pooling when circumstances such as limited space preclude

accommodating all the media wanting to cover a story. Keep in mind most media dislike pool

arrangements and prefer to do their own reporting. A news pool involves having a representative

from the media (or one representative from the various media, such as print, television, and

radio) cover the story and then feed reports to all media taking part in the pool. Use pools only

when circumstances absolutely preclude accommodating all interested media. Always let media

decide procedures on how representatives are selected and how stories are distributed.

3.11. Air Force Visual Information (VI) Support for Media. The Air Force supports all

credentialed and/or authenticated print and electronic media (including traditional and

22 AFMAN35-101 7 DECEMBER 2020

nontraditional media organizations and their accredited representatives) requests to release visual

information (including combat camera) products when such release meets the responsibility to

inform the public and it does not compromise national security. Releasable materials are equally

available to all interested media. Previously cleared Air Force and Space Force stock audiovisual

materials or location photography on Air Force and/or Space Force facilities are provided to

media without charge (Defense Imagery Management Operations Center, Defense Visual

Information Distribution Service, etc.) when used for news projects.

Section 3C—Support Procedures for Non-Government, Non-Entertainment VI Productions

Other Than News

3.12. General. Non-government, non-entertainment VI productions other than news are

productions done by organizations outside the federal government which are primarily intended

to inform. SAF/PA approves support to national-level, non-government, and non-entertainment

visual information productions other than news media. MAJCOMs and/or Field Commands

approve support on the local and regional level. Requesters should submit requests in writing as

outlined below:

3.12.1. Include detailed description of the desired material stock footage or photography

(footage format, amount, etc.) and desired receipt date (two to four weeks is normal

processing time).

3.12.2. If production support is requested, include anticipated specific support requirements,

such as military manpower and equipment and projected production schedule, including

filming dates and proposed filming locations.

3.12.3. Provide a synopsis or explanation of the product in which the Air Force VI material

is going to be used. Include a treatment, outline, script, or storyboard for the project.

3.12.4. Describe the use of the product to include distribution mode and target audience

(e.g., national TV advertisement; 30-minute TV documentary to air nationally on PBS™;

etc.).

3.12.5. Include a statement that the requested VI support cannot be reasonably obtained from

commercial or private sources.

3.12.6. Provide a statement that the finished product does not imply Air Force or DoD

sponsorship, approval, or endorsement of the organization or company, its products or

services, nor does it state or imply Air Force or DoD support of any viewpoint expressed in

the product.

3.12.7. Ensure that SAF/PA (or appropriate level) is given the opportunity to review the final

product before release.

AFMAN35-101 7 DECEMBER 2020 23

Chapter 4

CRISIS COMMUNICATION PROCEDURES

4.1. Purpose. Clear, concise, accurate and timely communication is critical during a crisis. A

crisis is a rapidly developing situation ranging from natural disasters and aircraft accidents, to

hostile activities posing a threat to U.S. interests. PA requires its trained professionals to have the

skills to engage the media and to keep a wide range of populations informed during crises.

4.2. Considerations. It is essential that planning for crisis communication begins well before an

actual crisis. See DAFI 35-101, Chapter 3, for specific considerations in event of a crisis. Many

of the requirements outlined there are intertwined as part of the procedures listed in paragraph

4.3 of this manual, and guidance is provided to ensure units plan effectively.

4.3. Crisis Procedures. A crisis situation may range from a significant weapon system mishap

or ground accident, to an active-shooter or on-base protest. Regardless of the nature of a crisis,

commanders and PA personnel need to be able to provide relevant audiences with accurate,

timely, and essential information.

4.3.1. Commanders will:

4.3.1.1. Adequately resource the PA office to provide required support during a crisis,

including authorizing augmentation when needed. (T-3).

4.3.1.2. Engage with internal and external media as needed, to ensure accurate, timely,

and essential information is provided to affected or interested populations. (T-3).

4.3.1.3. Approve a message to be used for organizational social media accounts and the

public web, as applicable. (T-3).

4.3.1.4. Participate in a command information effort to help stabilize the situation and

address the fears and concerns of relevant audiences. (T-3).

4.3.2. Public Affairs will:

4.3.2.1. Ensure there is a PA presence at the public affairs office, the incident scene, and

the installation command post. (T-3). PA may also be required to provide support to the

crisis action team, incident and emergency operations center, as needed.

4.3.2.2. Deploy with the incident response force and provide support to the incident

commander, while ensuring PA maintains continual situational awareness in order to

coordinate timely release of information. (T-3). This includes ensuring the alert

photographer is notified and able to deploy on-scene.

4.3.2.3. Transportation. Mobility is vital during an incident. The PA office must request

sufficient number of government vehicles and land mobile radios for on-base command

information program support, as well as for media escort and support. (T- 1). PA must

ensure unit contingency plans include transportation to the incident site. (T-3).

4.3.2.4. Regardless of location, immediately establish communication between the on-

scene PA representative and public affairs office at the installation. (T-3). This permits

PA at the site and those at the PA office to coordinate information for release on a timely

basis.

24 AFMAN35-101 7 DECEMBER 2020

4.3.2.5. The installation PA office must establish procedures to notify a tenant unit

commander of any follow-on PA actions in incidents involving that commander's

resources. (T-1).

4.3.2.6. In incidents likely to require PA support for extended periods of time, or likely

to exceed the capabilities of the responsible PA office, PA will:

4.3.2.6.1. Ask the next higher PA echelon for additional personnel and equipment, if

needed. (T-1).

4.3.2.6.2. Set up a 24-hour news Media Operations Center, in coordination with

representatives from all relevant federal, state, and local offices. (T-1). The Media

Operations Center should have the appropriate infrastructure to support anticipated

media representatives, including commercial internet and at least one commercial

telephone line for PA personnel only. Consider having an additional telephone line to

accommodate media requirements in the event cell phone use is limited.

4.3.2.6.3. Provide Air Force or Space Force news releases about the incident to state,

local, or other officials responsible for informing the public and media, or who need

the releases for any other purpose. (T-1).

4.3.2.6.3.1. See DAFI 35-101, Chapter 3, for information that should be included

in the initial news release.

4.3.2.6.3.2. Ensure the relevant MAJCOM/PA or Field Command PA and the

Defense Media Activity are included as addressees on initial information release

and other publicly releasable information and images. (T-1).

4.3.2.6.4. Anticipate public concerns and issues and produce news releases before

such concerns distort public perceptions. (T-1).

4.3.2.6.5. Will record media and public queries as they are received. (T-1). Use AF

Form 39, Response to Query, as time permits.

4.3.2.6.6. Use a central events log to record: Time of incident, important

developments, time of releases, guidance received from higher PA echelons and how

or when it was implemented, and thumbnail sketches of most significant queries and

events. (T-1).

4.3.2.6.7. Alert base telephone operators to direct all news media and public calls to

the installation PA phone line in the media operations center. (T-1).

4.3.2.6.8. Escort media, as needed.

4.3.2.6.8.1. Before taking media representatives to the incident area, brief them

on the current situation, base organizations involved, and any possible risks of

personal harm.

4.3.2.6.8.2. Issue a Media Badge. Coordinate with the security forces to ensure

they recognize the badge. Note that media representatives are not allowed beyond

the incident cordon perimeter, if established, or the edge of the incident.

4.3.2.7. Activate, operate and update organizational social media accounts, mobile apps,

and official public websites, as applicable.

AFMAN35-101 7 DECEMBER 2020 25

4.3.2.7.1. Social Media, Mobile Apps, and Official Websites. Organizational social

media platforms (such as Twitter™, Facebook™, Instagram™, or any applicable

mobile apps) simultaneously provide base personnel and media representatives with

an authoritative point of contact for current, accurate information about the status of

any incident, and the command's actions. Utilizing these platforms allows PA offices

to more effectively manage resources when time is limited. Consider using the

installation public website to communicate lengthier messages. Prepare messages for

commander’s approval that can be released on all available platforms.

4.3.2.7.2. The PA office should publicize the existence of organizational social

media accounts and mobile apps both before and during an on-base incident through

the command information program. These accounts should be promoted as sources of

credible information during a crisis.

4.3.2.8. Develop situation reports (SITREPs), if the crisis warrants. (T-3). See AFMAN

10-206, Operational Reporting (OPREP), for more information about SITREPs.

Especially consider using these during an on-base incident. Send SITREPs to

MAJCOM/PA and/or Field Command PA as required. MAJCOM/PAs and Field

Command PAs must forward to Higher Headquarters. PA will continue reporting during

emergency conditions using priority precedence. (T-3). SITREPs include:

4.3.2.8.1. Base facilities involved and how affected.

4.3.2.8.2. Number of military personnel involved, both as participants in the incident

and as members of the control force or in support of the control forces.

4.3.2.8.3. Number of PA augmentation personnel requested or in place.

4.3.2.8.4. Assessment of impact to on-base personnel, including information about

previous similar incidents.

4.3.2.8.5. PA actions already taken, and known or anticipated media interest.

4.3.2.9. After-Action Report. Provide an after-action report to MAJCOM/PA or Field

Command PA within 7 days after the end of an incident. (T-3). Report should contain a

chronology of PA actions, problems encountered, community and media relations

activities, and lessons learned.

4.4. Controlling Photography on U.S. Military Installations During Crisis.

4.4.1. If classified material is exposed, the incident commander and PA will not allow media

or visitors to photograph or record in the area. (T-2). PA will not release official Air Force or

Space Force incident photographs that show classified information, human remains, or blood.

(T-1). See AFI 51-307, Aerospace and Ground Accident Investigations, for guidance on

release of official Air Force photographs prior to release of the investigation report. It does

not mean the presence of humans or blood is in itself a reason to prohibit all media

photography.

4.4.2. Classified Material. If classified information or materials are exposed and cannot be

covered or removed immediately, media or visitors are not allowed to photograph or record

in the area. As soon as reasonably possible, the appropriate agency will cover exposed

classified objects and information in order to allow escorted media to photograph or record

the site. (T-1). The commander and PA will:

26 AFMAN35-101 7 DECEMBER 2020

4.4.2.1. Notify media or visitors of any restrictions with regard to what can and cannot

be filmed in a given area or activity. (T-1). The commander and PA will bar or restrict

media and visitors from sensitive sites or activities. (T-1).

4.4.2.2. Immediately notify Security Forces of suspected photography of classified

material by media or visitors. (T-2). Security Forces will most likely confiscate the

equipment, complete an AF Form 52, Evidence Tag, and relinquish to Air Force Office of

Special Investigations (AFOSI) for further processing. PA should not hold the media or

visitor, unless directed to by SFS for safety reasons. Security Forces should coordinate

closely with command officials to confirm the existence of classified information on the

seized materials, review the coverage, and return all portions that do not contain

classified information.

4.4.2.3. Immediately notify the local AFOSI for its determination as to whether an

AFOSI investigation is warranted if it is determined that:

4.4.2.3.1. The coverage contains classified information and in some cases, AFOSI

should develop and review the content and will handle further necessary coordination

on processing classified information. AFOSI will most likely review and

electronically edit classified information from the media coverage.

4.4.2.3.2. If it appears there was intent to deliberately obtain coverage of classified

information for purposes of profit, espionage or to have any other significant adverse

impact on national security, the Air Force, base, or command, officials must

immediately report the above actions through command channels as well as to Office

of the Secretary of Defense, Public Affairs (OSD/PA) through PA channels.

4.5. Control of Photography at an Off-Base Location in the United States and its

Territories. The authority of PA personnel, incident commanders, incident boards, and security

forces is limited in dealing with media, particularly at an accident site outside an installation,

unless it is declared a national defense area (NDA). In order to control the scene, the following

must occur:

4.5.1. The senior Air Force or Space Force representative at the scene finds out, as soon as

possible, if there is any identifiable classified information present. (T-1)

4.5.2. If no classified information is exposed, or if it has been covered or removed, the senior

Air Force or Space Force representative authorizes media photography. PA representatives

will use identified safe routes to escort media to a safe viewpoint of the scene, allow

photography, provide statements to media from cleared press releases, and coordinate all

media queries, to include interview requests. (T-1). If photography of the incident scene is

not initially an option, consider as an interim solution allowing media to photograph and

report from a checkpoint where emergency responders are entering.

4.5.3. If undetermined whether classified information is exposed, explain that fact to any

media photographers at the scene and advise them no photography is authorized. Warn that

taking pictures without permission may violate federal law, and if they persist, may identify

them for future investigative purposes.

4.5.4. If classified information is exposed and cannot be covered or removed, the senior Air

Force representative must:

AFMAN35-101 7 DECEMBER 2020 27

4.5.4.1. Explain the situation and ask the media to cooperate. (T-1).

4.5.4.2. Explain federal law prohibits photography when official permission is expressly

withheld (Title 18, United States Code (U.S.C.), § 795 and § 797). (T-0).

4.5.4.3. Not use force if media representatives refuse to cooperate unless declared an

NDA. (T-1). If photographs are taken after a warning is issued, Air Force officials ask

civilian law enforcement authorities to stop further photography of the exposed classified

information and to collect all materials with that coverage.

4.5.4.3.1. If no civilian law enforcement authorities are on the scene and media

representatives take unauthorized pictures, do not seize the materials or hold the

photographer. Instead, the senior Air Force or Space Force official at the scene or the

responsible Air Force or Space Force installation commander must:

4.5.4.3.1.1. Immediately contact the managing editor or news director of the

newspaper, magazine, or television station employing the photographer. (T-2).

4.5.4.3.1.2. Explain the situation. (T-2).

4.5.4.3.1.3. Request the return of media coverage having suspected classified

information. (T-1).

4.5.4.3.1.4. Explain failure to return the material to military authorities violates

federal law (Title 18, U.S.C., § 793(e), § 795 and § 797). (T-0).

4.5.4.3.1.5. Review media coverage turned over to the Air Force (T-1).

4.5.4.3.1.6. Report the action by telephone and follow-up message, when such

contact is made, through PA channels to OSD/PA. (T-1).

4.5.5. Liaison with Media. Incident occurring off an installation are under state and local

authorities’ control. Officials often rope off an area to protect the public from injury or to

protect government property from further incident. When this is done, the on-site commander

must coordinate media access to the accident site with civilian officials. (T-2). If possible,

brief the media on safety hazards in the area and the need for preserving the site for

investigation and consider escorting media representatives. Air Force and Space Force

personnel do not have authority to physically restrict movement of media representatives.

4.6. Control of Photography Off-Base in a Foreign Country. Air Force and Space Force

officials at the scene must comply with status of forces agreements, the laws of the host nation,

and other instructions of the combatant commander responsible for that area. (T-0). Overseas

MAJCOM commanders publish supplements to this manual that state guidance on relations with

media at incident sites.

28 AFMAN35-101 7 DECEMBER 2020

Chapter 5

COMMUNITY ENGAGEMENT PROCEDURES

Section 5A—Purpose

5.1. Purpose. Community engagement encompasses activities of interest to the general public,

businesses, academia, veterans, service organizations, military-related associations, and other

non-news media entities. Targeted engagements with and through various groups enhance

mutual understanding, cooperation, and support necessary to create desired effects that support

the Air Force’s communications objectives.

Sections 5B—Civic Leader Tours, Program Execution, and Selection

5.2. Civic Leader Tour Guidance. The target audience is stakeholders connected to a local

issue or where general civic education can be justified. Civic Leader Tours are more than one

day and involve travel away from the local installation. The following guidance will be

implemented when planning any Civic Leader Tour.

5.2.1. For all tours, specific communication objectives are developed by the unit and

forwarded for approval via the tour plan to the MAJCOM/PA or Field Command PA and

SAF/PAY. Consider theme-based tours, such as environmental, small business, personnel,

education, warrior care and others.

5.2.2. The PA sponsor must indicate special aircraft configuration, including seating,

comfort pallets, etc., with the appropriate supporting airlift unit scheduler when arranging

airlift support. (T-1).

5.2.3. All group lodging reservations are made through the base lodging office. Under no

circumstances may government credit cards, personal credit cards, or personal checking

accounts be used to hold group reservations. If only off-base non-contract lodging is

available, recommend the fund established for collectively managing guests’ expenses be

used for any lodging deposit normally associated with commercial hotels, or work with the

hotel to waive the requirement.

5.2.4. Continental United States (CONUS) units must conduct tours within the CONUS. (T-

1). Exceptions will be rare. Visits to Alaska bases are considered for CONUS unit tour

requests on a case-by-case basis by SAF/PAY.

5.2.5. Group should be composed of no more than 40 participants and should not be less

than 25, including escorts. Include a senior Air Force representative and a public affairs

officer at the point of origin as military escorts on flight. Air Force escorts, including the host

and executive officers, should not exceed 20 percent of the total number of guests.

5.2.6. SAF/PAY will be the approving authority for waivers to the above requirements. Prior

to delivering invitations, submit requests for waivers to SAF/PAY through the MAJCOM/PA

or Field Command PA and include an itinerary and letter of justification. Due to the longer

flying times for Pacific Air Force (PACAF) and United States Air Force in Europe (USAFE)

tours, PACAF is allowed four-day tours and USAFE three-day tours, if approved by

MAJCOM/PA. (T-1). SAF/PAY must approve waivers for tour durations that exceed any of

AFMAN35-101 7 DECEMBER 2020 29

these limits.(T-1) SAF/PAY must approve waivers for tour durations that exceed any of these

limits for both CONUS or Outside of the Continental United States (OCONUS). (T-1).

5.2.7. Local PA offices are responsible for ensuring that all briefings, demonstrations, and

orientations are cleared for presentation to the general public. See DAFI 35-101, Chapter 9,

for more information. Local PA will schedule orientations, demonstrations, and briefings

during normal duty hours. (T-3).

5.2.8. Limit time spent in briefings and increase contact with Airmen, Space Professionals

and operations. Present a balanced view of conditions and issues, including areas for

improvement as well as successes.

5.2.9. Retain emergency information on each participant until the end of the tour.

5.2.10. Tours will not be composed of members from predominantly one organization (e.g.,

military affairs committee, or base support team).

5.2.11. Include participants from a cross-section of the community or business leadership

(consider age, gender, race, ethnic, and occupational backgrounds). Opinion leaders who can

influence public opinion for the theme/objective selected for the tour, or inform and educate

their communities and peers should be considered. Flights involving foreign nationals must

be reviewed for foreign disclosure requirements and political concerns, to include

compliance with AFI 16-201, Air Force Foreign Disclosure and Technology Transfer

Program and must include Deputy Undersecretary of the Air Force for International Affairs

(SAF/IA) regional division coordination. (T-1).

5.2.12. Invitations should only be issued on a by-name, by-tour basis with last-minute fills

for cancellations done in the same manner. Do not send tour invitations prior to

MAJCOM/PA or Field Command PA and SAF/PA approval. (T-1).

5.2.13. Provide tour participants with biographies of tour senior hosts/escorts, fact sheets,

and other materials on units to be visited, pertinent weapons systems, force modernization

programs, Department of the Air Force Core Values and Competencies, and current Air and

Space Forces themes and messages.

5.2.14. Photography on board the aircraft is allowed if cleared by the aircraft commander.

5.2.15. Tours to the Pentagon or the National Capital Region are not authorized.

5.2.16. Tours do not include peripheral activities (such as sight-seeing, golfing, or other

athletic events).

5.2.17. Do not provide alcoholic beverages to guests aboard aircraft and buses, or during any

business briefings. (T-1). Alcohol may be served at Official Representation Funds-sponsored

evening receptions or dinners, in accordance with AFI 65-603, Emergency and

Extraordinary Expense Authority.

5.2.18. Do not include spouses or retired military members unless they qualify as opinion

leaders in their own right. (T-1).

5.2.19. Evening activities should be an integral part of the education process, not purely a

social event. Use the time for appropriate speakers and interaction with leadership. If

available, include a performance by an element of an Air Force Band.

30 AFMAN35-101 7 DECEMBER 2020

5.2.20. Limit repeat participants to no more than 20 percent of the group total. Repeat

participants are those who have gone on one or more past civic leader tours with the host

unit. If repeat participants are included, assign them mentorship responsibilities for new

attendees.

5.3. Civic Leader Program Execution. Commanders are encouraged to have civic

leader/honorary commander programs. These programs increase the bond between local civic

leaders, the Air Force and the Space Force. The following guidance will be implemented when

executing installation, MAJCOM or Field Command civic leader programs.

5.3.1. Generally, neither appropriated nor non-appropriated funds are available to fund civic

leader programs. Base events for civic leaders, such as luncheons, should be “pay-as-you-go”

or funded with official representation funds (ORF) in accordance with AFI 65-603. This

type of event should be held only once a year at locations within the U.S. and its territories.

Official representation funds may be used to host distinguished foreign nationals in

accordance with AFI 65-103, Temporary Duty/Special Orders. Consult the installation legal

office before making plans.

5.3.2. Guidelines for event participation and gifts apply to civic leader and advisory group

programs. Event participation cannot violate DoD 5500.07-R, Joint Ethics Regulation (T-0).

Avoid anything that could be perceived as impermissible preferential treatment, fraud, waste

or abuse. (T-0).

5.3.3. When practical, term limits should generally be no more than three years to enhance

the program’s reach and effectiveness and to avoid program stagnation. If commanders deem

longer terms are necessary, extreme care should be taken to avoid the perception that civic

leader representation is a closed or stagnant group. If requested, a current civic leader may

terminate their term early. Should a civic leader not fulfill their responsibilities (e.g.,

recurring non-participation) the installation commander may terminate their term early.

5.3.4. Base access for civic leaders is an installation commander’s decision and should be

worked with guidance provided in Department of Defense Manual (DoDM)

5200.08V3_AFMAN 31-101V3, Installation Perimeter Access Control (FOUO), and local

security forces offices.

5.4. Choosing Civic Leaders. The intent of a civic leader program is to educate and increase

the knowledge and understanding of key civic leaders about the Air Force and Space Force.

Civilian participants are selected from among non-federally elected or appointed officials,

mayors, chamber of commerce-type group members, principals of local schools, Military Affairs

Committee members and others who, because of their position or influence in the community,

can positively impact public support for the base. Public Affairs offices should nominate civic

leaders from a diverse cross-section of the entire community and nominees should be approved

though local legal offices prior to sending to leadership.

5.4.1. Civic Leaders should:

5.4.1.1. Be a United States citizen of outstanding character, integrity and patriotism.

5.4.1.2. Be a leader in local/regional/national community affairs.

5.4.1.3. Be in a position to provide individual perspectives to senior Air Force and Space

Force leaders on Air and Space Forces initiatives, issues and other matters of interest.

AFMAN35-101 7 DECEMBER 2020 31

5.4.1.4. Be in a position to disseminate information about the Air Force and Space Force

to a broad cross section of the public and to other prominent citizens in their area.

5.4.1.5. Be able to interpret and affect public attitude toward the Air Force and Space

Force.

5.4.1.6. Be able and willing to devote a reasonable amount of time as a civic leader for

the installation.

5.4.2. Civic Leaders will not:

5.4.2.1. Be an employee of the federal government. (T-0).

5.4.2.2. Be a federally elected or appointed official. (T-0). Locally elected or appointed

officials will be considered on a case-by-case basis.

5.4.2.3. Be an active member of the National Guard or a member of the Ready Reserve

(Selected), Individual Ready Reserve, or Standby Reserve. (T-1).

5.4.2.4. Be a retired military member of any service. (T-0). Exceptions will be rare and

approved at the MAJCOM/PA or Field Command PA level when there is significant

justification for inclusion.

5.4.2.5. Be a paid employee of any political party or candidate. (T-0).

5.4.2.6. Hold financial interests that conflict with their role as a civic leader, or those

who have current, or are bidding on, contracts with the DoD. (T-0).

5.4.3. Selection of civic leaders should target engagement of a broad cross-section of area

community leaders. Where possible, a single representative to the program from

organizations is desirable (for example, from a school or business), taking into account the

fact that heavily engaged civic leaders may be members of or participate in multiple local

groups or organizations.

5.4.4. Nominees can work in a media-related field, but should not be a newspaper, TV,

professional blogger/vlogger, or radio reporter, due to the inherent conflicts of interest that

could arise if allowed unescorted access to the installation and/or access to base leadership in

situations not intended to be public or to be publicized. Consult with MAJCOM/PA or Field

Command PA on establishing guidelines to mitigate potential conflict.

5.4.5. Individuals employed by DoD contractors cannot be nominated, nor may nominees

otherwise occupy a position that may create a perception of a conflict of interest between

program participation, their private or organizational interests (for example, financial

interests in DoD contracts). (T-0). The local legal office should be contacted for assistance in

addressing questions in this regard.

Section 5C—Air Force Band Engagements

5.5. Air Force Band Engagements. Air Force bands offer commanders powerful engagement

opportunities for connecting and messaging in their local communities. Bands can be used to

specifically target a key audience or stakeholders that are important to installation commanders,

or can be used as a general opportunity to engage with a collected audience. As a byproduct of

the nature of music, bands have the ability to unify a group of disparate people into a similar

32 AFMAN35-101 7 DECEMBER 2020

state of mind to receive messages about the Air Force and Space Force. Different musical

products focus attention of specific audiences. As an Air Force rock band might play better at a

motor-racing event, a jazz or concert ensemble might better attract an older influencer audience.

5.5.1. Establish a communication schedule with the nearest band commander to identify

local strategies/initiatives including open houses, airshows, community relations events,

significant celebrations, and prioritized community involvement.

5.5.2. Incorporate possible band participation in the initial planning. Although an occasional

short-notice event can be supported, AF Bands schedule tours and temporary duties 6-12

months from event dates.

5.5.3. Air Force bands provide musical products that can improve messaging to a specific

audience type.

5.5.4. Air Force bands are given an area of responsibility for outreach and engagement of the

public as well as support for bases located within their area of responsibility, in accordance

with AFI 35-110, U.S. Air Force Bands , Chapter 4.

5.5.5. Rules for AF Band participation, as well as how to request a performance, can be

found in in AFI 35-110, Chapter 5.

Section 5D—Information Requests and General Inquiries

5.6. Responding to Information Requests and General Inquiries. Responding promptly,

accurately, and completely to requests for information or complaints is an important part of

Public Affairs. People often develop lasting impressions of the Air Force or Space Force and the

professionalism of their members based on the quality and timeliness of replies to queries,

requests and comments.

5.6.1. General Guidance. Many times, correspondence is the only direct contact a person or

organization has with the Air Force or Space Force. To that end, use the following guidelines

when responding to requests for information and general inquiries:

5.6.1.1. Responses should be written in a clear, concise style. Avoid Air Force and/or

Space Force jargon, technical language, and acronyms.

5.6.1.2. Whenever possible, any current, previously cleared information should be used

in responding. However, when requests require more detail or involve sensitive subjects,

proper coordination is essential.

5.6.1.3. When appropriate, refer requesters to www.af.mil/Questions.aspx or

www.spaceforce.mil/Contact/, the installation home page or to official social media

channels.

5.6.2. Public Inquiries. Refer public inquiries to www.af.mil/Questions.aspx or

www.spaceforce.mil/Contact/. Public Affairs is not expected to invest excessive time and

resources to research and develop materials for student research papers. Provide readily

available materials, politely advise requesters their request goes beyond PA’s research

capability and refer them for further information to other appropriate sources of information,

such as specific magazines, books, public or university libraries, industry, or other Air Force

units.

AFMAN35-101 7 DECEMBER 2020 33

5.6.3. Congressional Requests and Inquiries. Handle guidance according to AFI 90-401, Air

Force Relations with Congress.

5.6.4. Regional, State, and Local Government Officials and Special Interest Group Requests.

Special care is taken to get a fully coordinated staff response and concurrence by the

commander, and higher headquarters when appropriate, before answering these requests.

Coordinate with the legislative liaison representative at the appropriate level in the

commander’s action group or elsewhere on the commander’s staff.

5.6.5. Foreign National Requests. Public Affairs must respond directly to all foreign national

requests for unclassified information approved for public release. (T-1). All other requests

should be sent to the local AFOSI detachment and to the MAJCOM or Field Command

foreign disclosure offices for release determination. If release determination cannot be made

at MAJCOM or Field Command level, the request is sent to SAF/IA.

5.6.6. Media Queries. Requests for information from members of the news media should be

responded to in accordance with DAFI 35-101, Chapter 2, as well as Chapter 3 of this

manual.

Section 5E—Support for Non-Government, Entertainment-Oriented Productions

5.7. Production Companies. The Entertainment Liaison division of SAF/PA (Secretary of the

Air Force, Public Affairs, Air Force Entertainment Liaison Office (SAF/PAYL) collaborates and

coordinates with production companies to develop a project that will qualify for DoD-approved

assistance. See DAFI 35-101, Chapter 1, for more information about SAF/PAYL. Before a

production company officially submits a project to Office of Assistance Secretary of Defense,

Public Affairs (OASD/PA) for support consideration, SAF/PAYL may provide courtesy

assistance, as in project research and development, thereby helping the production company to

develop a script that might ultimately qualify for DoD assistance. The following process is

recommended to increase chances of support.

5.7.1. The production company submits to OASD/PA, via SAF/PAYL, a formal request for

production assistance. To begin the process, refer the production company to the SAF/PAYL

office website: www.airforcehollywood.af.mil. On this website, the production company

will need to complete a “Production Support Request Form.” Once completed, the website

instructs the production company to email the form to the organizational email box.

SAF/PAYL will review the request and coordinate appropriately. (T-0).

5.7.2. Production companies will be required to provide complete scripts for review and

evaluation upon request of SAF/PAYL. All information provided is considered proprietary

and is treated accordingly.

5.7.3. SAF/PAYL reviews the request and determines initial support feasibility and, when

necessary, coordinates with appropriate Headquarters Air Force agencies, MAJCOMs and

Field Commands. Any comments, changes, or problems are resolved by SAF/PAYL, and

recommendation for approval or disapproval is sent to OASD/PA.

5.7.4. Once support approval is granted, if the original request submitted was not complete

as far as final scripting or specific support requirements, these are coordinated and approved

by SAF/PAYL and OASD/PA as soon as possible thereafter. Support approval or

disapproval gets communicated to the producer by OASD/PA or SAF/PAYL.

34 AFMAN35-101 7 DECEMBER 2020

5.7.5. Once a project is granted OASD/PA approval, SAF/PAYL is authorized to provide

official production support through an assigned project officer. SAF/PAYL assists with script

review and rewrite, filming location arrangements, stock footage research and acquisition,

on-site technical advice, handling of insurance and reimbursement arrangements, and review

of completed projects.

5.7.6. On occasion, local PA units will be asked to assist with on-ground support if it’s

determined to be in the best interests of the Air Force and/or Space Force. A representative

from SAF/PAYL will always be on-site. (T-1).

AFMAN35-101 7 DECEMBER 2020 35

Chapter 6

ENVIRONMENTAL PUBLIC AFFAIRS RESPONSIBILITIES

6.1. Purpose. The Department of the Air Force develops and executes public engagement

programs to build sustained public understanding, trust and support for Air Force and Space

Force people and missions. The focus of PA activities is to inform and involve audiences during

critical decision-making windows in various Department of the Air Force Environment, Safety,

and Occupational Health programs.

6.2. Public Affairs Responsibilities.

6.2.1. PA will ensure news releases, newspaper display ads, social media material, and

media and public responses to queries are properly coordinated with the Environment, Safety

and Occupational Health management team and, as needed, operations, legal, security,

medical, safety, logistics, and other appropriate agencies or organizations before releasing

environmental information. (T-3).

6.2.2. Installation PA will prepare public releases regarding local mishaps or negative

impacts in coordination with appropriate agencies, such as safety, environmental, legal, civil

engineering and installation commanders. (T-3). Installation PA will prepare public releases

regarding local mishaps or negative impacts in coordination with appropriate agencies, such

as safety, environmental, legal, civil engineering and installation commanders. (T-3). In

additional, installation PA will appoint a representative to the Installation’s Cross Functional

Team in accordance with AFI 32-7001, Environmental Management.

6.2.3. SAF/PAO is the central point for coordinating and communicating environmental

successes to national and international audiences, and works with Air Force Installation and

Mission Support Center, Public Affairs (AFIMSC/PA) to communicate overarching

environmental information for centrally-managed Air Force Installation and Mission Support

Center (AFISMC) programs.

6.2.3.1. Installation, MAJCOM/PA, and Field Command PA offices communicate

environmental successes to local, state, and regional audiences and forward local news

releases and news clippings to SAF/PAO for consideration in the national program.

6.2.4. Air Force Installation and Mission Support Center Public Affairs. AFIMSC/PA can

provide technical assistance, training, guidance, products and resources, up to and including

PA representation, depending on the scope and duration of the environmental action. See the

environmental public affairs page of the Department of the Air Force PA SharePoint® site

for more information. AFIMSC/PA can coordinate PA activities and release of information

with appropriate subject matter experts, including National Environmental Protection Act

(NEPA), Air Installation Compatible Use Zone, tribal relations, natural and cultural

resources, wildland fire management, environmental restoration, and other programs.

6.3. Environmental Impact Analysis Process (EIAP). Community involvement is central to

meet federal requirements outlined in both National Environmental Protection Act and the

President’s Council on Environmental Quality regulations. EIAP is the Department of the Air

Force’s NEPA compliance program, codified in Title32, Code of Federal Regulations, Part 989,

Environmental Impact Analysis Process (EIAP), current edition.

36 AFMAN35-101 7 DECEMBER 2020

6.3.1. PA Responsibilities. See Table 6.1, Public Affairs Activities for EIAP Actions, for

guidelines on how to provide specific PA support during each phase of the EIAP.

6.3.2. PA must notify the public on the availability of a Finding of No Significant Impact

(FONSI), or with a record of decision for an Environmental Impact Statement (EIS), via

display advertisement (not a legal ad) in a local, state, or regional general circulation

newspaper. (T-0).

6.3.2.1. The ad should be at least one sixteenth of a page (approximately 4x5 inches in

size).

6.3.2.2. The display ad is a paid newspaper advertisement, funded by the project’s

proponent, typically the MAJCOM or Field Command. It should appear in a prominent

section of general circulation newspapers rather than legal columns of papers. If there is a

specific state requirement to use a legal advertisement for public notification of NEPA

activities, then the legal advertisement should be used in conjunction with, not instead of,

a public notice display advertisement. When determining how much public information is

appropriate (how many news releases, display ads, or meetings should be completed), PA

should consider the following:

6.3.2.2.1. The size of the proposal and the degree to which the public may be

affected by the action.

6.3.2.3. The anticipated level of public interest or controversy.

6.3.2.4. The size of the area affected (geography and population).

6.3.2.5. Past controversy associated with similar activities (e.g., airspace reconfiguration,

forestry management plans or timber cuts, and increased night operations or training).

6.3.2.6. Whether the proposed action is one of national concern, is unprecedented, or

normally requires an EIS.

6.3.2.7. The degree of any associated environmental controversy.

Table 6.1. Public Affairs Activities for EIAP Actions.

ENVIRONMENTAL ACTION

PUBLIC AFFAIRS ACTIVITIES

Categorical Exclusion

No PA coordination required.

Environmental Assessment (EA)

PA coordination of publicly releasable

information, drafting/sending of news

releases, support for briefings and/or public

meetings (where applicable, such as serving

as interface with community, providing media

escort and arranging interviews, and helping

develop handout and/or display materials).

FONSI and Final EA

PA coordination of publicly releasable

information, review of display ad, and

drafting/sending of news release.

AFMAN35-101 7 DECEMBER 2020 37

Environmental Impact Statements

Notice of Intent

PA coordination includes assistance with

preparation of Q&As; review of notice of

intent published in the Federal Register;

review of display advertisement announcing

notice of intent; support of public meetings

(see EA section above for potential activities)

and drafting/sending news release.

Scoping

PA coordination of publicly releasable

information, review of display ad, support of

public scoping meeting(s) (see EA section

above for potential activities), and

drafting/sending news release.

Draft EIS

PA coordination on information submitted to

Federal Register, preparation of Q&As,

review of display ad announcing notice of

availability, support of public hearing(s) (see

EA section above for potential activities and

Appendix C of 32 C.F.R. Part 989, and

drafting/sending news release).

Final EIS

PA coordination of publicly releasable

information, review of display ad, and

drafting/sending news release.

Record of Decision

PA coordination of publicly releasable

information, review of display ad, and

drafting/sending of news release.

Public Records

PA provides security and policy review of

publicly releasable documentation.

Community Relations Plan Development

PA coordination of development of

community relations plans to support

environmental restoration activities with Air

Force Civil Engineer Center Environment

Directorate (AFCEC/CZ) (installation

restoration project manager).

Public Meeting

PA coordination of public meetings to

provide information on environmental

projects with appropriate agencies, including

Air Force Civil Engineer Center (AFCEC);

38 AFMAN35-101 7 DECEMBER 2020

advertises meetings via press release, social

media, and/or display advertising; supports

Air Force subject matter experts and other

personnel when engaging media; engages

AFIMSC/PA and AFCEC/CZ to develop

messaging and guidance.

6.4. Environmental Restoration Program Cleanup. The Environmental Restoration Program

(ERP) is a comprehensive effort to identify, investigate, evaluate, and restore contaminated areas

(hazardous disposal sites, landfills, storage facilities, and operational areas) on property owned

by, leased to, or otherwise possessed by the Air Force within the United States, including sites

where contamination has migrated off such property. AFCEC/CZ manages and executes Air

Force restoration projects through regional installation support sections and installation

restoration project managers.

6.4.1. General ERP Public Affairs Responsibilities. In cases where there may be no PA

assigned to an installation, such as a government-owned, contractor-operated (GOCO)

facility, the responsible command should provide a PA specialist, or appropriate on-site

representative, to support the relevant public participation activities. AFIMSC/PA is

available for support in such instances. MAJCOM/PA and Field Command PA should also

maintain copies of documents and materials accomplished by the installation-level public

affairs officer (or selected on-site representative) in support of the ERP, such as community

relations plans, environmental updates, mailing lists, Information Repository indexes, news

releases, and fact sheets. As a minimum, PA should:

6.4.1.1. Coordinate, or assist in the coordination of, Restoration Advisory Board (RAB)

activities, including the initial community-interest assessment process. Advise the base

commander and/or RAB co-chairperson of PA objectives pertaining to development,

participation, and support of the Restoration Advisory Board and other required public

information activities.

6.4.1.2. The RAB is a community-based advisory body designed to act as a focal point

for the exchange of information between the Air Force and/or Space Force and the

community regarding environmental restoration (clean-up) activities. Board members

include representatives from the community; interest groups; local, state, and federal

regulatory agencies; and the Air Force and/or Space Force. RAB meetings are open to the

public. (T-0).

6.4.1.3. At GOCO facilities, the assigned PA specialist will work with government

contracted personnel, regulatory agencies for that region, and community members to

support RAB activities and implement PA operations as appropriate and applicable to

that community and situation.

6.4.1.4. Establish and maintain liaison with higher headquarters PA offices and

concerned base agencies on all ERP PA and/or community involvement matters.

Depending on the action itself or the stage of the ERP, PA may elect to coordinate with

other agencies, local governments, or special interest groups on news releases, responses

to media queries, or briefings. Since demographic conditions vary widely, PA should

AFMAN35-101 7 DECEMBER 2020 39

fully evaluate their local situations (to include stakeholders surrounding GOCO facilities)

to ensure all concerned entities are in the communication channel.

6.4.1.5. Assist restoration personnel in creating a Community Relations Plan.

Community Relations Plan goals include identifying issues of possible community

concern, providing a basis for communication between the facility and the community,

outlining how the public can participate in the decision-making process, and serving as a

public record of community involvement during the investigative and remedial programs.

6.4.1.6. Review all ERP reports and other environmental documents intended for public

release for effective risk communication language and possible community concerns.

6.4.1.7. Develop products that provide regular updates on ERP activities. These products

may include, but are not limited to, progress reports, fact sheets, news releases, and

public notices designed to increase the community’s understanding and involvement in

the ERP.

6.4.1.8. Announce the availability of appropriate documents by display advertisement

when they are placed in the Information Repository or Administrative Record. See

paragraph 6.3.1.1 for further guidelines on the advertisement. More than one event can

be included in the advertisement. For example, the same advertisement can discuss the

contents of the proposed plan, public comment period, and public meeting information.

Ads are funded through the Environmental Restoration Account.

6.4.1.9. Support restoration personnel communications to ensure internal/installation

audiences are fully informed of IRP progress through websites, social media,

commander's calls, staff meetings, town hall meetings, emails, etc.

6.4.1.10. Assist restoration personnel in satisfying Preliminary Investigation guidelines

for removal actions. Such actions generally fall within three categories: emergency, time-

critical, or non-time-critical, which have different Preliminary Investigation activities.

6.4.1.11. Help program personnel prepare for any public meetings throughout the IRP.

Also assist program personnel in obtaining public comments when desired at other stages

of the cleanup process. This could involve helping gather comment cards at public

meetings, providing an area on the public website that links to the comment page or

email, and sending out press releases seeking public comment (or including information

in related releases about how the public can comment).

6.4.1.12. Assist in preparing and editing restoration success stories in support of the

Defense Environmental Program Annual Report to Congress or any other

communications intended for release to the public or to agencies outside of the DoD that

is in line with current Public Affairs guidance. This may, at times, include coverage of

mishaps or negative indications. PA must disclose issues truthfully and with transparency

in accordance with current PA guidance. T-0 Public responses to potentially negative

elements must also be prepared and coordinated through appropriate channels. T-0

40 AFMAN35-101 7 DECEMBER 2020

Chapter 7

TRAVEL PROCEDURES FOR PUBLIC AFFAIRS PURPOSES

Section 7A—General

7.1. Purpose. The purpose of PA travel is to further public understanding of Department of the

Air Force missions, people, and weapons systems and to develop Air Force and Space Force

advocates to carry the Air and Space Forces story to non-traditional as well as traditional

audiences. In accordance with Department of Defense Instruction (DoDI) 4515.13, Air

Transportation Eligibility, and DoDI 5122.08, Use of DoD Transportation Assets for Public

Affairs Purposes, the use of DoD assets for public affairs purposes may be provided when travel

is determined to be in the best interest of the DoD, and commercial transportation is not available

or is otherwise inadequate to fulfill mission objectives. T-0 DAFI 35-101, Chapter 8, Travel for

Public Affairs Purposes, outlines general guidelines, eligibility, and approval level for any PA

travel. It is critical to follow the correct procedures when traveling for PA purposes. Contact

higher headquarters PA if there are questions.

Section 7B—Guidelines for Hosting Civilian, Non-Media Travel

7.2. Civilian Travel Procedures and Guidelines.

7.2.1. Selecting Invitees. Participants should be selected and invited as part of an overall PA

strategy to increase public understanding and support of the roles and missions of the DoD,

Department of the Air Force, or a local installation.

7.2.2. Installation PAs will provide a comprehensive list of proposed invitees and submitting

it to the wing or garrison commander, MAJCOM/PA or Field Command PA, and SAF/PAY

for final approval prior to sending invitations. (T-1).

7.2.3. Invitational Travel Orders and Passenger Manifests. When traveling on a local flight,

there is no requirement for invitational travel orders; however, installation PAs are

responsible for providing required information for the manifest. When the travel is non-local,

civilian participants must travel on invitational travel orders but at no cost to the government

(no line of accounting required on the orders), unless it is a Civic Leader Tour-funded

Special Assignment Airlift Mission.

7.2.4. Reporting Requirements. Installation PAs will provide an after-action report within 30

days of completion to owning MAJCOM/PA or Field Command PA to include date, type of

aircraft, itinerary, resulting media and/or follow-on activity and names of participants. (T-2).

Section 7C—Submission Guidelines for Hosting Intertheater Media Travel

7.3. General. In accordance with Department of Defense Directive (DoDD) 4500.54E, DoD

Foreign Clearance Program (FCP) and the DoD Foreign Clearance Guide (FCG) located at

www.fcg.pentagon.mil, country/theater clearance is needed from and granted by the host nation

and the U.S. embassy of the country to be visited. (T-0). Theater clearance is needed for visits to

overseas military activities on matters pertaining to the mission of the regional/geographic

combatant command, and is granted by the regional/geographic combatant command. It

AFMAN35-101 7 DECEMBER 2020 41

generally requires at least 30 days of advance notice, and travel to some countries may require

more time due to host nation process requirements. Many organizations associated with the

embassy and combatant command have a vested interest in media travel and will provide

clearance input based on real-world events and activities.

7.4. Responsibilities.

7.4.1. Country/theater clearance requirements are defined in the FCG:

www.fcg.pentagon.mil. Prior to requesting clearances, the requester should check the FCG

for the latest requirements, procedures and travel restrictions in effect for the location to be

visited, as well as those for transiting locations. The requesting organization will submit a

formal request for country/theater clearance through its MAJCOM/PA or Field Command

PA using the Aircraft and Personnel Automated Clearance System (APACS) at

https://apacs.milcloud.mil/apacs/. APACS is mandatory for processing DoD-sponsored

official foreign travel in all overseas combatant commands. (T-0).

7.4.2. Once final operational and participation approval is received, the organization with

operational approval authority will provide invitational travel orders/authorization for media

members. (T-0).

7.4.3. The requesting organization should obtain current guidance on media ground rules

from the destination theater PA.

7.4.4. The requesting organization will ensure travelers obtain passports and visas and sign

ground rules and a hold harmless agreement prior to departure. (T-0). Media members must

travel with the protective equipment required for the destination theater of operations.

Protective equipment is NOT provided to news media representatives by the deployed unit

once they arrive in theater. Media members are responsible for carrying their own personal,

professional and protective equipment.

7.4.5. Failure to have the required documentation or any violation of the ground rules may

be a basis for terminating a media representative’s travel status.

7.4.6. The unit requesting travel will need to arrange for and fund the PA escort, unless

otherwise funded by contingency funds such as those for Overseas Contingency Operations.

(T-1). Once assigned, the escort serves as the primary liaison between the media

representatives and the Air Force for purposes of the travel. Contact theater PA staff for

guidance on escort requirements and any training needed before travel. Escorts are normally

required on all intertheater media flights by Air Mobility Command aircraft. The destination

theater may require that escorts follow certain theater reporting procedures, and can advise

escorts on the minimum protective gear required for both the escort and media

representatives.

7.5. Request Procedures.

7.5.1. The requesting organization should gather the following information required for the

travel request: reason for media travel; names, media affiliations, social security numbers,

and passport numbers of each media representative; Personnel Accounting Symbol Code and

security clearance level of PA escort; and a proposed itinerary for coverage of theater of

operations. Ensure that all personally identifiable information is protected in accordance with

42 AFMAN35-101 7 DECEMBER 2020

AFI 33-332, Air Force Privacy and Civil Liberties Program. The requesting organization

forwards this required information to MAJCOM/PA or Field Command PA.

7.5.2. The MAJCOM/PA or Field Command PA of the requesting/hosting unit reviews and

submits the country/theater clearance request through the Aircraft and Personnel Automated

Clearance System (APACS) in guidance with the DoD Foreign Clearance Guide. T-0

7.5.3. The MAJCOM/PA or Field Command PA of the requesting/hosting unit submits the

participation approval request to OSD/PA (unless delegated) with an information copy to

SAF/PAO.

7.5.4. The MAJCOM/PA or Field Command PA of the requesting/hosting unit submits the

operational approval request to the MAJCOM or Field Command with Operating Condition

of air assets. A copy of OSD/PA participation approval is necessary to accompany all AMC

operational approval requests for non-local media travel.

7.5.5. The requester (generally the person on the MAJCOM/PA or Field Command PA staff

and APACS account holder who entered the request) monitors the country/theater clearance

status in APACS until approved.

AFMAN35-101 7 DECEMBER 2020 43

Chapter 8

SECURITY AND POLICY REVIEW PROCEDURES

8.1. Purpose of Security and Policy Review Programs. Security and policy review programs

enable communicators to inform and increase public understanding of the mission, operations,

and programs of the Department of the Air Force, while safeguarding classified and sensitive

information and maintaining consistency with Air Force, Space Force, DoD, and U.S.

government policy. The Public Affairs officer at the lowest level, where approval authority

exists, oversees all aspects of the security and policy review coordination process.

8.2. Submitting Material for Review. For planning purposes, submitters should normally

allow a minimum of 10 work days for security and policy review. The 10-day clock begins when

the receiving approval authority receives all required documents. Some complex documents,

dissertations, manuscripts, theses, videos, etc., may require higher headquarters review,

including SAF/PA, Defense Office of Prepublication and Security Review (DOPSR), and other

federal agencies, and can take an additional 45-60 days to process. Work days required does not

include the date of submission. The length, complexity, and content shall determine the number

of reviewing agencies and, consequently, the time required for the complete review process.

Drafts, notes, outlines, briefing charts, etc., may not be submitted as a substitute for a complete

text. If a submission requires DOPSR clearance, SAF/PA will submit it. (T-1).

8.2.1. Submission to SAF/PA. Documents sent directly to SAF/PA should be submitted

electronically. All electronically submitted requests must also include a memorandum

indicating the submitters name, office symbol (if applicable), type of document, date

required, and brief description. See Attachment 5 for an example memorandum. The

document and the memorandum should be submitted via email to: usaf.pentagon.saf-

pa.mbx.saf-pa[email protected].

8.2.1.1. To expedite review and clearance to SAF/PA, each electronically submitted

package must include a memo or if elevating from the wing to AFIMSC for review and

potentially up to SAF/PA, the AFIMSC Security and Policy Review Worksheet. (T-1).

The memo must include:

8.2.1.2. Name, title, telephone number, email address and organization of originating

unit, author, or speaker. (T-1).

8.2.1.3. Title of article or presentation. (T-1).

8.2.1.4. Statement on where, when, and how the information is to be released and the

sponsoring organization, if appropriate. (T-1).

8.2.1.4.1. Required suspense date for release determination. If suspense date is earlier

than date of presentation or publication, give reason. (T-1).

8.2.1.5. Statement that the information has been reviewed at the appropriate lower level

and is recommended for public release. (T-1).

8.2.1.6. Signed or initialed notation by author or speaker indicating approval of the text.

(T-1).

44 AFMAN35-101 7 DECEMBER 2020

8.2.1.7. When applicable, include a statement on technical material that outlines

restrictions and militarily critical technologies as well as a statement that current Air

Force and DoD policies have been considered. (T-1). Must provide all relevant comments

from field unit technical coordinators and attach contractor transmittal letter, if it contains

pertinent data. (T-1).

8.2.2. Submission to AFIMSC/PA. Material and or cases from installation/unit level that

have been elevated to AFIMSC/PA for review, as well as any material and or cases

originating at the AFIMSC/PA level, must be uploaded to the AFIMSC/PA Security and

Policy Review SharePoint® site. (T-1). Any material/case submitted via the SharePoint®

site must include the AFIMSC Security and Policy Review worksheet. The submitter/PA

representative will complete the SharePoint® online form and upload any relevant material

and the worksheet at https://org2.eis.af.mil/sites/13948/spr/SitePages/Home.aspx. If

documents are too large for SharePoint®, submitters/PA representatives may send the

documents via DoD SAFE (Secure Access File Exchange) at https://safe.apps.mil. This is

the preferred platform for files too large for SharePoint® or email. See Attachment 6, Public

Affairs Security and Policy Review Worksheet, for the worksheet template. The worksheet

can be accessed online at:

https://org2.eis.af.mil/sites/13948/spr/Shared%20Documents/PA%20SECURITY%20A

ND%20POLICY%20REVIEW%20WORKSHEET.pdf.

8.2.3. Technical Materials. For technical papers, include an abstract in layman’s terms and,

if appropriate, tell why releasing the information is important to DoD. An abstract that will

be published in advance must also be reviewed for clearance. Clearance of an abstract does

not fulfill the requirement to submit the full text for clearance before its publication. If an

abstract is cleared in advance, always state the previously cleared abstract case number when

requesting review of the full text.

8.2.4. Classified references are not authorized because they provide intelligence “shopping

lists”.

8.2.5. Generally, previously cleared information does not need to be submitted for review

unless it contains substantial changes or it is used in conjunction with other unclassified

material. Previously cleared unclassified information may inadvertently be combined in such

a manner that, together, the new product becomes classified or raises policy concerns.

8.2.6. Speeches and presentations. Speeches and presentations can be submitted in bullet

format if the essence of the information is apparent to the reviewer, (e.g., PowerPoint notes

sheet) can be considered. The clearance of bullet- format material will, however, cover only

that information presented for review and does not include extemporaneous remarks made

during the presentation. Full text and proposed narrative is strongly recommended.

8.2.7. Website publication. Information intended for placement on websites, or other

publicly accessible computer servers that are available to anyone, requires review and

clearance for public release. Review and clearance for public release is not required for

information to be placed on DoD-controlled websites or computer servers that restrict access

to authorized users. Ensure all official websites are registered. See DAFI 35-101, Chapter 5,

“Command Information and Distribution”, for information on the registration process.

AFMAN35-101 7 DECEMBER 2020 45

8.2.8. Submission of mishap reports or excepts require coordination with the MAJCOM

convening authority PA office in accordance with AFI 91-204, Safety Investigations and

Reports.

8.2.9. Submission of Government-Produced Videos. Videos that incorporate music,

narration, graphics, scripts, special effects, etc., must comply with all regulatory

requirements for production videos as outlined in DoDI 5040.02, Visual Information (VI),

DoDI 5040.07, Visual Information (VI) Productions, and DAFI 35-101, Chapter 7, Visual

Information (T-0). Video productions that meet the above criteria, but have not been

coordinated with or produced by PA personnel, shall be returned with no action taken until

all required coordination has been completed (T-0). Videos that document experiments,

lectures, briefings, etc., do not require adherence to the above procedures and can be

submitted via normal procedures.

8.3. Recommended Program Guidelines. All PA offices will have a security and policy

review program, and appoint one security and policy review authority, and at least one alternate,

to operate it. PA offices should keep potential submitters informed about review requirements

and procedures, and establish working relationships with staff agencies assisting in the review

process.

8.3.1. The following are recommended program guidelines at the installation, AFIMSC,

NonAppropriated Funds (NAF) and MAJCOM or Field Command level:

8.3.1.1. Keep a status log on information being reviewed consisting of case number, title

of product, PA coordination, date completed, Subject Matter Expert (SME) and office

review, date of reviews to include Operation Security (OPSEC), disposition designation

(cleared, not cleared, etc.) with date, and any issues or required changes. The system of

choice is the Public Affairs Information Release System (PAIRS); AFIMSC/PA requires

use of PAIRS by units elevating cases to higher headquarters. Units using PAIRS are able

to create logs through the report function. SAF/PA and AFIMSC/PA can provide access,

guidance and training on PAIRS.

8.3.1.2. Maintain an effective suspense system. Allow a minimum of 10 work days for

normal coordination of cases through the organization. Coordination time increases if

material must be coordinated with MAJCOMs or Field Commands and similar-level

organizations, or elevated to AFIMSC, SAF/PA, or DOPSR for processing. Use a

standardized form or format to transmit cases to coordinating agencies. AFIMSC requires

use of the AFIMSC Security and Policy Review Worksheet for any elevated cases. The

worksheet requires those reviewing the product to digitally sign and provide any

comments in the notes section.

8.3.1.3. Do not release cases outside official review channels during the security and

policy review process. This includes abstracts or draft copies to publishers or those

outside DoD prior to submission of cleared documents.

8.3.1.4. Make inquiries concerning cases being reviewed at higher levels of command

through PA channels.

8.3.1.5. Use all reasonable measures to expedite staffing at all levels to make sure

publication deadlines, speaking dates, and other valid deadlines are met. When other

units from SAF-level or higher-headquarters on down request a SME review from the

46 AFMAN35-101 7 DECEMBER 2020

unit-, MAJCOM-, or Field Command-level, provide the same support and

acknowledgement of the review request. Assist those units in completing coordination to

meet their deadlines.

8.3.1.6. Be sure to check release guidance in other regulations, such as AFI 91-204 and

AFI 90-301, Inspector General Complaints Resolution.

8.3.1.7. See paragraph 8.4 for mandatory step-by-step instructions.

8.4. Security and Policy Review Process Requirements. The following steps are mandatory

at all levels:

8.4.1. Originators submit required information through appropriate channels to the local PA

office. (T-1). See paragraph 8.2 for guidance on how to submit material for review. Units,

NAFs, AFIMSC, and MAJCOMs or Field Commands may recommend that submitters pre-

coordinate material using the AFIMSC worksheet (Attachment 6) which includes unit

leadership, program managers, technical and OPSEC review. This coordination reduces risk

to PA systems when electronically received either through email or SharePoint® sites.

8.4.2. At SAF/PA, the security and policy review authority logs material requiring a security

and policy review, determines which SME needs to review the document, establishes a

suspense date, and dispatches the case for review. For an audiovisual product, the security

and policy review authority reviews the video and script before scheduling a coordination

viewing to evaluate the product.

8.4.3. At the unit, AFIMSC, MAJCOM or Field Command level, the submitter provides the

worksheet or similar product showing pre-coordination to the PA representative who logs the

material in, or uses PAIRS to automatically create a case number. PA then conducts a PA-

specific review and further coordination at their level if necessary, before providing a

disposition designation closing the case out, or elevating to higher headquarters. Submitters

should not submit multiple documents with one submission form or memorandum. Each

security and policy review request must have a separate memorandum or AFIMSC

worksheet.

8.4.4. Coordinating agencies identify either classified information or information not

consistent with official policy. Information apportioned for deletion should be enclosed in

brackets. Mark classified documents in accordance with DoDM 5200.01, Volume 2, DoD

Information Security Program: Marking of Information, and AFI 16-1404 (T-0). If suspected

classified information is found, immediately notify the local Information Protection Office.

(T-1). For specific guidelines on how to mark information submitted for security and policy

review, see paragraph 8.6

8.4.5. The security and policy review authority determines the releasability of the material

after receiving agency subject matter expert inputs, evaluating subject matter expert

comments thoroughly, and contacting subject matter experts to resolve issues or concerns, if

applicable. (T-1). Once final disposition is determined, the submitter, author, and/or

organizational box will be notified via email. The dispositions for security and policy review

are: Cleared for Public Release; Cleared “with Recommendation” for Public Release;

Cleared “As Amended” for Public Release; or Objection–Not Cleared for Public Release. A

determination of “AF–No Objection” may be made when the Department of the Air Force is

not the final release authority, as in certain Joint or federal agency programs. For more

AFMAN35-101 7 DECEMBER 2020 47

information, see DoDI 5230.29, Security and Policy Review of DoD Information for Public

Release, Enclosure 3, section 4.

8.4.6. After the security and policy review authority determines a clearance position and

assigns a disposition, the review action is complete. If higher-echelon level review is

required, the case will be elevated to the next review echelon. (T-1).

8.4.7. Once cases have been returned from higher-echelon review (AFIMSC, SAF/PA, or

DOPSR), the security and policy review authority retains one file copy showing final

clearance and any changes and markings to the material, plus confirmation of each reviewing

organization’s signed remarks. (T-1).

8.4.8. The originator will receive notification of the final disposition of the material,

generated by an email if the PAIRS system has been used. If public release approval is

denied, originator will receive correspondence explaining reason for denial. (T-1).

8.5. Review Considerations. When reviewing material proposed for release, keep the

following information in mind:

8.5.1. Operations Security (OPSEC) considerations. OPSEC is a process of identifying

critical information and analyzing friendly actions attendant to military operations and other

activities to: identify those actions that can be observed by adversary intelligence systems;

determine indicators and vulnerabilities that adversary intelligence systems might obtain that

could be interpreted or pieced together to derive critical information in time to be useful to

adversaries, and determine which of these represent an unacceptable risk; then select and

execute countermeasures that eliminate the risk to friendly actions and operations or reduce it

to an acceptable level. DoDD 5205.02E, DoD Operations Security Program. By identifying

and denying this information, operational success and force protection are enhanced. The

OPSEC analysis examines the planning, preparation, execution, and post-execution phases of

any activity across the entire spectrum of military activity and in any operational

environment. The submitter should coordinate OPSEC review by their OPSEC

representatives, program managers, and technical reviewers prior to submission to the Public

Affairs security and policy review representative.

8.5.2. Scientific and Technical Information (STINFO). The STINFO program has maximum

impact on the development of Air Force technology, and STINFO generated under Air Force

and/or Space Force contracts and programs make significant contributions to the national

economy.

8.5.2.1. American technology is a valuable commodity and is greatly sought.

Technology for application to a military weapon system may be considered sensitive as it

may disclose too much about that potential system.

8.5.2.2. STINFO offices are responsible for reviewing reports and determining which

distribution statements should appear on the data. Only reports marked “Distribution A”

can be forwarded for security and policy review and then considered for release to the

public. This is the only technical information that should be considered for a public web

page. For more information, refer to AFI 61-201, Management of Scientific and

Technical Information.

48 AFMAN35-101 7 DECEMBER 2020

8.5.3. Technology transfer is the process by which knowledge, facilities, or capabilities

developed in one place or for one purpose are transferred and used in another place for

another purpose to fulfill actual or potential public or domestic needs. The Air Force

Technology Transfer Program was created to ensure all Air and Space Forces science and

engineering activities promote the transfer or exchange of technology with state and local

governments and the private sector. Technology transfers shall comply with AFI 61-301, The

Domestic Technology Transfer Process and the Offices of Research and Technology

Applications Cooperative Research and Development Agreements. These activities enhance

the economic competitiveness of industry and promote the productivity of state and local

governments while leveraging the DoD research and development investment. It is important

to ensure that any critical data be reviewed prior to release to the public so that the U.S. does

not lose its critical edge in that particular area. DoD and other agencies of the federal

government have created a series of controls that are in use throughout the review process.

8.5.4. The Military Critical Technologies List is published by DoD and used as a reference

document, not a strict regulation or decision tool. It is a guideline listing of those

technologies that are critical to the security of our nation.

8.5.5. International Traffic-in-Arms Regulations (ITARs) are a series of Department of State

regulations that list technical data about arms and munitions prohibited from export. It

includes any unclassified information that can be used, or be adapted for use, in the design,

production, manufacture, repair, overhaul, processing, engineering, development, operations,

maintenance, or reconstruction of arms, ammunition, and implements of war contained in the

U.S. munitions list.

8.5.6. Export Control Laws are the responsibility of the Department of Commerce and are

established to provide export control policies and practices. A validated license is required

from the Department of Commerce for the export of all technical data listed on the

Commodities Control List.

8.5.7. Freedom of Information Act. The Department of the Air Force supplement to DoDM

5400.07_AFMAN 33-302, Freedom of Information Act Program, states the public will be

allowed to inspect, review, and receive copies of Air Force records. This applies to all

Department of the Air Force records except for those exempt from release under the Act. The

exemptions under the Freedom of Information Act, applicable to Department of the Air Force

records, are generally:

8.5.7.1. Classified records.

8.5.7.2. Internal personnel rules and procedures.

8.5.7.3. Records exempt from release by other statutes.

8.5.7.4. Records containing confidential commercial information.

8.5.7.5. Records otherwise privileged in civil litigation.

8.5.7.6. Records related to open investigations.

8.5.8. Originators must not release information outside official channels until the security

and policy review confirms clearance. (T-1). PA will not perform after-the-fact review of

materials that have already been publicly released or posted to publicly accessible websites.

AFMAN35-101 7 DECEMBER 2020 49

(T-1). Materials submitted after the “date needed” or “event date” will be returned without

action.

8.6. Subject Matter Expert (SME) Review Marking.

8.6.1. Marking. Identify the non-releasable information and signal a mandatory amendment.

Non-releasable material must be removed before publication of the document. (T-1).

Annotate substitute language above the non-releasable material. For editorial changes, line

through once and provide changes as necessary. Reviewers may also utilize a standard

comment resolution matrix to annotate recommendations or required changes. Submitter

must make required changes and provide final copy to the PA Security and Policy Review

approval authority/office. (T-1).

8.6.2. Amending. Amendments require specific source citations and rationale. The SME

must provide sufficient information and justification to enable the security and policy review

authority to sustain an amendment. (T-1). Such documentation eliminates ambiguity and

provides the submitter with appropriate sources to substantiate the required

change/amendment. If a SME determines a document to be classified, he/she must supply

three essential pieces of information: classification authority, level of classification, and

downgrading instructions. (T-1).

8.6.3. Source Citations:

8.6.3.1. Classification authority sources most frequently cited are the security

classification guides, provisions of classified contracts (DD Form 254, Department of

Defense Contract Security Classification Specification). When classified material is

identified in a security and policy review case, advise everyone possessing the document

at once to protect it as classified.

8.6.3.2. Documentation sources can be presidential pronouncements; DoD and Air Force

and/or Space Force official statements; and Department of the Air Force policy

directives, manuals, or guidance memoranda.

8.6.3.3. Source citations must be provided for all imagery used to assist PA in ensuring

Commons or other license must provide a link to the appropriate license. A copy of a

unit-purchased license for imagery must be provided with each submission where such

imagery is used. (T-1). Use of material or imagery protected by copyright will not be

cleared by PA. Claims for Fair Use, in accordance with the recommendation of the U.S.

organization’s serving legal office. (T-1). Application of Fair Use Doctrine in one

document does not authorize use in other documents, derivative, expanded, or otherwise.

Each case must stand on its own merits and be reviewed by the submitting organization’s

servicing legal office to make this determination. (T-1).

8.6.4. Objection. A coordinator may make an overall objection to clearing a case for public

release. An objection does not require marking on the document, but it does require detailed

supporting justification. A SME may make a total objection to the public release if a case

requires extensive amendments or rewrites for security or guidance concerns.

50 AFMAN35-101 7 DECEMBER 2020

8.6.5. Editorial review. Editorial review is the originator’s responsibility, not a responsibility

of the security and guidance review authority. Security and guidance review by PA does not

include review for style, but PA and other coordinators may annotate obvious typographical

or grammatical errors and recommend edits for clarity or accuracy.

8.6.6. Other coordination. If an agency SME thinks the case should be reviewed by another

agency, he/she should advise the security and guidance review authority. An early call can

save several days in the review process. The submitter should pre-coordinate with

organizations that have sponsored material and/or participated in the

activity/research/program, and provide proof from those organizations that they have

reviewed and concur with information/wording included in material.

8.6.7. Timeliness. Major security and guidance review time-savers include timely

coordination, proper marking, and accurate citing of classification sources.

PATRICK S. RYDER, Brigadier General, USAF

Director of Public Affairs

AFMAN35-101 7 DECEMBER 2020 51

Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

Title 18, U.S.C. § 793(e), § 795 and § 797

32 CFR Part 989, Environmental Impact Analysis Process (EIAP)

DoD Dictionary of Military and Associated Terms, January 2020

DoDD 5500.07-R, Joint Ethics Regulation (JER), 30 August 1993

DoDD 4500.54E, DoD Foreign Clearance Program (FCP), 28 December 2009

DoDD 5122.05, Assistant to the Secretary of Defense for Public Affairs (ATSD(PA)), 7 August,

2017

DoDI 4515.13, Air Transportation Eligibility, 22 January 2016

DoDI 5040.07, Visual Information (VI), 27 October 2011

DoDI 5040.07, Visual Information (VI) Productions, 21 February 2013

DoDI 5122.08, Use of DoD Transportation Assets for Public Affairs Purposes, 17 December

2014

DoDI 5230.29, Security and Policy Review of DoD Information for Public Release, 13 August

2014

DoDI 8170.0, Online Information Management and Electronic Messaging, 02 January 2019

DoDM 5200.01, Volume 2, DoD Information Security Program: Marking of Information, 24

February 2012

DoDM 5200.08, Volume 3, AFMAN 31-101 Volume 3, Installation Perimeter Access Control

(FOUO), 27 February 2020

DoDM 5400.07_AFMAN 33-302, Freedom of Information Act Program, 26 April 2018

Air Force Enlisted Classification Directory, Current Edition

Air Force Officer Classification Directory, Current Edition

DoD Foreign Clearance Guide

Secretary of Defense’s Principles of Information

AFI 16-201 Air Force Foreign Disclosure and Technology Transfer Program, 2 June 2015

AFI 16-1404, Air Force Information Security Program, 29 May 2015

AFI 24-302, Vehicle Management, 21 February 2020

AFI 31-118, Security Forces Standards and Procedures, 18 August 2020

AFI 33-322, Records Management and Information Governance Program, 23 March 2020

AFI 33-332, Air Force Privacy and Civil Liberties Program, 10 March 2020

AFI 35-110, U.S. Air Force Band, 12 September 2017

52 AFMAN35-101 7 DECEMBER 2020

AFI 38-101, Manpower and Organization, 29 August 2019

AFI 51-307, Aerospace and Ground Accident Investigations, 18 March 2019

AFI 61-201, Management of Scientific and Technical Information (STINFO), 29 January 2016

AFI 61-301, The Domestic Technology Transfer Process and the Offices of Research and

Technology Applications Cooperative Research and Development Agreements, 16 September

2019

AFI 65-103, Temporary Duty Orders, 15 August 2019

AFI 65-601, Volume 1, Budget Guidance and Procedures, 24 October 2018

AFI 65-603, Emergency and Extraordinary Expense Authority, 29 April 2020

AFI 90-301, Inspector General Complaints Resolution, 28 December 2018

AFI 90-401, Relations with Congress, 15 September 2020

AFI 91-204, Safety Investigation and Reports, 27 April 2018

AFMAN 10-206, Operational Reporting (OPREP), 18 June 2018AFMAN 36-606, Civilian

Career Field Management and Force Development, 14 November 2019

AFMAN 36-2664, Personnel assessment Program, 16 May 2019

AFPD 35-1, Public Affairs Management, 8 March 2018

DAFI 33-360, Publications and Forms Management, 1 December 2015

DAFI 35-101, Public Affairs Operations, 20 November 2020

Prescribed Forms

None

Adopted Forms

DD Form 254

AF Form 39

AF Form 52

AF Form 847

AF Form 1420

Abbreviations and Acronyms

AFCEC—Air Force Civil Engineer Center

AFCEC/CZ—Air Force Civil Engineer Center Environmental Directorate

AFI—Air Force Instruction

AFIMSC—Air Force Installation and Mission Support Center

AFMAN—Air Force Manual

AFMAN35-101 7 DECEMBER 2020 53

AFOSI—Air Force Office of Special Investigations

AFR—Air Force Reserve

AFSC—Air Force Specialty Code

ANG—Air Force National Guard

APACS—Aircraft and Personnel Automated Clearance System

CONUS—Continental United States

CPD—Core Personnel Document

DAF—Department of the Air Force

DAFI—Department of the Air Force Instruction

DSN—Direct Switch Number

DoD—Department of Defense

DoDD—Department of Defense Directive

DoDI—Department of Defense Instruction

DoDM—Department of Defense Manual

DOPSR—Defense Office of Prepublication and Security Review

EA—Environmental Assessment

EIAP—Environmental Impact Analysis Process

EIS—Environmental Impact Statement

ERP—Environmental Restoration Program

FAC—Functional Account Code

FCG—Foreign Clearance Guide

FY—Fiscal Year

GOCO—Government-Owned Contractor-Operated

ITAR—International Traffic in Arms Regulation

MAJCOM—Major Command

MPES—Manpower Programming and Execution System

NAF—NonAppropriated Funds

NDA—National Defense Area

NEPA—National Environmental Protection Act

OMB—Office of Management and Budget

OPR—Office of Primary Responsibility

OPREP—Operational Reporting

54 AFMAN35-101 7 DECEMBER 2020

OPSEC—Operations Security

OPR—Office of Primary Responsibility

OSC—Office Symbol Code

OSD—Office of the Secretary of Defense

OSD/PA—Office of the Secretary of Defense, Public Affairs

PA—Public Affairs

PACAF—Pacific Air Force

PAO—Media Operations

PAX—Strategy and Assessments

PEC—Program Element Code

POM—Program Objective Memorandum

POS—Position Number

RA—Resource Advisor

RAB—Restoration Advisory Board

RegAF—Regular Air Force

SAF/IA—Secretary of the Air Force for International Affairs

SAF/PA—Secretary of the Air Force Public Affairs

SAF/PAB—Secretary of the Air Force Band Division

SAF/PAR—Secretary of the Air Force Public Affairs Requirements and Development Division

SAF/PAY—Secretary of the Air Force Public Affairs Community Engagement Division

SAF/PAYL—Air Force Entertainment Liaison Office

SCPD—Standard Core Personnel Document

SITREP—Situational Report

SME—Subject Matter Expert

STINFO—Scientific and Technology Information

UMD—Unit Manpower Document

U.S.—United States

USAFE—United States Air Force In Europe

U.S.C.—United States Code

USSF—United States Space Force

VI—Visual Information

WHS/ESD/OSR—Washington Headquarters Service, Office of Security Review

AFMAN35-101 7 DECEMBER 2020 55

Terms

Access—Ability or opportunity to gain knowledge of classified information.

Agency—Any “Executive agency,” as defined in 5 U.S.C. 105; any “military department” as

defined in 5 U.S.C. 102; and any other entity within the executive branch that comes into the

possession of classified information.

Audiovisual—The use of sound and visual imagery displays to communicate information

(motion pictures, television, still photographs, slides and film strips, radio, recordings, graphic

illustration models, videos, and demonstrations).

Budget Program Activity Code—AF six-digit budget code with the first two-digits identifying

the budget program. The last four identify the project number.

Classification—The determination that official information requires, in the interests of national

security, a specific degree of protection against unauthorized disclosure, coupled with a

designation signifying that such a determination has been made.

Classified National Security Information or Classified Information—Official information

that has been determined to require protection against unauthorized disclosure and is marked to

indicate its classified status when in documentary form.

Cleared for Public Release—The information may be released without restriction by the

originating DoD Component or its authorized official. DOPSR may require a disclaimer to

accompany the information, as follows: “The views expressed are those of the author and do not

reflect the official guidance or position of the Department of Defense or the United States (U.S.)

Government.”

Cleared “With Recommendations” for Public Release—Optional corrections, deletions, or

additions are included. Although DOPSR has no responsibility for correcting errors of fact or

making editorial changes, obvious errors may be identified in the text and noted as

“recommended.” These corrections are not binding on the author or originator.

Cleared “As Amended” for Public Release—Amendments, made in red, are binding on the

originator. Red brackets identify information that must be deleted. If the amendments are not

adopted, then the DoD clearance is void. When possible, alternative wording is provided to

substitute for the deleted material. Occasionally, wording will be included that must be added to

the text before public release. A disclaimer may also be required.

Department of the Air Force—Is one of the three military departments within the Department

of Defense of the United States of America. The Department of the Air Force was formed on

September 18, 1947, per the National Security Act of 1947 and it includes all elements and units

of the United States Air Force (USAF) and the United States Space Force (USSF).

Document—Any recorded information, regardless of the nature of the medium or the method or

circumstances of recording.

Downgrading—Determination by a declassification authority that information classified and

safeguarded at a specified level shall be classified and safeguarded at a lower level. Federally

Funded Research and Engineering. Originators will comply with the DoD guidance in federally

funded research and engineering in DoDI 3200.12 and DoDI 3200.1414, which requires

56 AFMAN35-101 7 DECEMBER 2020

originators to send the final published document or final author’s referenced manuscript to the

Defense Technical Information Center (T-0).

Execution Year—The current fiscal year.

Future Years Defense Program—Program and financial plan for the DoD as approved by the

Secretary of Defense. The Future Years Defense Program arrays cost data, manpower, and force

structure over a five-year period (force structure for an additional three years), portraying this

data by major force program for DoD internal review for the program and budget review

submission. It is also provided to Congress annually in conjunction with the President’s Budget.

Garrison—A permanent military installation.

Information—Any knowledge that can be communicated or documentary material, regardless

of its physical form or characteristics, which is owned by, produced by or for, or is under the

control of the U.S. government.

ITAR—Information generated from independent research and development should first be

checked against the State Department’s International Traffic-In-Arms Regulations (ITAR). This

is a document detailing the United States munitions and procedures for export of defense articles

and defense services. If the information in the material to be released is specified in the ITAR,

then it could be subject to Department of State licensing. Technical papers intended for public

release may be submitted to the Washington Headquarters Service, Office of Security Review

(WHS/ESD/OSR) located in the Pentagon. If cleared for release and placed in the public domain

by the contractor, the technical paper is exempt from export licensing requirements. This review

authority has not been delegated to the individual military services.

Manpower Authorization—A funded manpower requirement with detail that defines the

position in terms of its function, organization, location, skill, grade, and other appropriate

characteristics, which commands use to extend end strength resources to units.

Manpower Programming and Execution System (MPES)—Online management information

system designed to collect and disseminate Total Force execution of programmed end strength.

MPES executes the Program Objective Memorandum (POM) and the President’s Budget (PB)

allocated end strength by command (usually projected over seven years and reflects the

manpower officer/enlisted/civilian requirements constrained by the manpower budget). MPES

provides commands the capability to organize Air Force and Space Force end strength into units

required to execute Department of the Air Force programs and accomplish unit missions.

Manpower Standard—The basic tool used to determine the most effective and efficient level of

manpower required to support a function. It is a quantitative expression that represents a work

center’s man-hour requirements in response to varying levels of workload. Manpower

requirements are based only on MAJCOM, Field Command or higher headquarters direction.

Not Cleared for Public Release—The information submitted for review may not be released.

Operations Security—OPSEC is a process of identifying critical information and analyzing

friendly actions attendant to military operations and other activities to: identify those actions that

can be observed by adversary intelligence systems; determine indicators and vulnerabilities that

adversary intelligence systems might obtain that could be interpreted or pieced together to derive

critical information in time to be useful to adversaries, and determine which of these represent an

AFMAN35-101 7 DECEMBER 2020 57

unacceptable risk; then select and execute countermeasures that eliminate the risk to friendly

actions and operations or reduce it to an acceptable level.

Originator—Creator of the document (e.g., article, presentation, manuscript).

Program Element Code (PEC)—A combination of forces, manpower, equipment, and facilities

related to a mission capability or activity. The PEC is the basic building block of the Future

Years Defense Program. The first five digits relate to an associated DoD code, while the sixth

digit is coded with an “F” for Air Force funds.

Responsibility Center/Cost Center Code (RC/CC)—The RC is the specific organization or

agency responsible for resource management decisions and actions within a functional area. A

Cost Center is a subordinate area within a RC, such as an organization subsection, that represents

the level in which costs are incurred.

Security and Policy Review—The security review protects classified information, controlled

unclassified information, or unclassified information that may individually or in aggregate lead

to the compromise of classified information or disclosure of operations security.

Scientific and Technical Information (STINFO)—The STINFO program ensures scientific

and technical information make the maximum impact on the development of Air Force

technology and ensures the scientific and technical information generated under Air Force

contracts and programs make maximum contribution to the national economy.

Space Force—A new branch of the Armed Forces. It was established on December 20, 2019

with enactment of the Fiscal Year 2020 National Defense Authorization Act. It was established

within the Department of the Air Force, meaning the Secretary of the Air Force has overall

responsibility for the USSF, under the guidance and direction of the Secretary of Defense.

Unauthorized Disclosure—A communication or physical transfer of classified information to

an unauthorized recipient.

Violation—(1) Any knowing, willful, or negligent action that could reasonably be expected to

result in an unauthorized disclosure of classified information; (2) Any knowing, willful, or

negligent action to classify or continue the classification of information contrary to the

requirements of this order or its implementing directives; or (3) Any knowing, willful, or

negligent action to create or continue a SAP contrary to the requirements of this order.

Website Publication—Information intended for placement on websites or other publicly

accessible computer servers that are available to anyone requires review and clearance for public

release. Website clearance questions should be directed to the Component’s website manager.

Review and clearance for public release is not required for information to be placed on DoD-

controlled websites or computer servers that restrict access to authorized users.

58 AFMAN35-101 7 DECEMBER 2020

Attachment 2

SAMPLE INSTALLATION-LEVEL PA EXECUTION PLAN DEVELOPMENT CYCLE

A2.1. Overview. Figure A2.1. provides a simplified overview of a traditional execution plan

development cycle. Dates shown in the figure are subject to change. Unless otherwise noted in

subsequent policy, Space Force Field Commands PA offices will conduct the roles outlined for

MAJCOMs for units aligned under their command.

Figure A2.1. Sample Installation-Level PA Execution Plan Development Cycle, Part 1

AFMAN35-101 7 DECEMBER 2020 59

Figure A2.2. Sample Installation-Level PA Execution Plan Development Cycle, Part 2

60 AFMAN35-101 7 DECEMBER 2020

Attachment 3

SAMPLE PUBLIC AFFAIRS BUDGET

A3.1. Overview. Figures A3.1 and Figure A3.2 provide example budget and expenditure

tracker formats installation PA offices can use to manage office expenditures.

Figure A3.1. Sample Wing-Level Public Affairs Budget.

RCCC

EEIC

Expense

Details

Cost

per

How

Many

Total

Cost

TDYs

Meetings/conferences

Quarterly

supplies

Office supplies

Training

Unit funded training

Equipment

refresh

Computers,

photo/video, studio

equipment, etc.

Reference

AP Style Guides

Software update

Creative Suite

Org membership

dues

PRSA, Chamber of

Commerce, etc.

Commercial ISP

Internet account

Commercial

cable

Cable TV account

Copier machine

Monthly bill

Figure A3.2. Sample Wing-Level Public Affairs Expenditure Tracker.

Month

PA Travel

GPC

Expenses

Other

Expenses

Total for

Month

Cumulative

Total

Oct-FY

Nov-FY

Dec-FY

Jan-FY

AFMAN35-101 7 DECEMBER 2020 61

Feb-FY

Mar-FY

Apr-FY

May-FY

Jun-FY

Jul-FY

Aug-FY

Sep-FY

Year Total

62 AFMAN35-101 7 DECEMBER 2020

Attachment 4

SAMPLE INSTALLATION-LEVEL PA EMPLOYMENT/PRIORITIZATION PLAN

A4.1. Overview. This attachment provides an example of the installation-level Public Affairs

employment/prioritization plan. PA offices should modify and/or expand the plan and

attachments as necessary to meet local needs and priorities. There are four parts to the sample

plan beginning with the commander’s memo, followed by three supporting attachments

including an outline of PA services and employment guidelines, a sample PA prioritization

matrix, and a sample editorial guidance.

Figure A4.1. Sample Installation-level PA Employment/Prioritization Plan–Commander’s

Memo.

MEMORANDUM FOR [INSTALLATION] AIRMEN

FROM: [XX] WG/GARRISON CC

SUBJECT: Installation Public Affairs (PA) Employment Plan

1. PA resources are critical to enhance Airmen morale and readiness, develop public trust and

support, and support global influence and deterrence. It is imperative that these finite resources

be applied toward activities which most directly support (XX unit (wing abbreviation)], [XX

MAJCOM (MAJCOM abbreviation)] and Air Force priorities. Inappropriate use detracts from

the ability to support these priorities.

2. This memorandum and associated attachments detail the [XX unit]/PA employment plan as

required in Air Force Instruction (AFI) 35-101, Public Affairs Operations. The products and

services detailed in the enclosed guidance are provided for official purposes consistent with AFIs

governing PA activities; unofficial functions that are not related to military missions or activities

will not be supported.

3. This memorandum and attachments supersede all previous guidance on the same subject and

will be reviewed annually by the [XX unit]/PA chief. Please contact the PA staff with questions

at DSN (XXX-XXXX).

AFMAN35-101 7 DECEMBER 2020 63

JOHN A. DOE, Col, USAF

Commander

3 Attachments:

1. [XX unit]/PA Services and Employment Guidelines

2. [XX unit]/PA Prioritization Matrix

3. [XX unit]/PA Editorial Guidance

DISTRIBUTION:

[INSERT UNITS]

Figure A4.2. Sample Installation-level PA Employment/Prioritization Plan–PA Services

and Employment Guidelines.

[XX unit]/PA Services and Employment Guidelines

1. Scope. The following procedures govern the [XX unit]/PA office as the lead for host-

installation PA activities and resources in support of units assigned to [INSTALLATION].

Individuals in units with organic PA capabilities should first coordinate requests through their

unit PA office prior to contacting [XX unit]/PA.

2. PA Mission. Air Force PA advances Air Force priorities and achieves mission objectives

through integrated planning, execution, and assessment of communication capabilities.

Through strategic and responsive release of accurate and useful information and imagery to

Air Force, domestic, and international audiences, PA puts operational actions into context;

facilitates the development of informed perceptions about Air Force operations; helps

undermine adversarial propaganda efforts; and contributes to the achievement of national,

strategic, and operational objectives.

3. [XX unit]/PA Services. Services available from the [XX unit]/PA office are grouped into

four categories:

64 AFMAN35-101 7 DECEMBER 2020

a. Communication Planning. Provides trusted counsel and communication advice to the

commander and other staff members to enhance mission success. Communication planning is

important to the creation of strategic, operational, and tactical effects in PA operations.

b. PA Engagement. Provides community engagement programs that aim to increase public

awareness and understanding of the mission, policies, operations and programs of the AF;

support AF recruiting; and maintain a reputation as a good neighbor. This includes receiving

requests for base services from the community such as flyover support, public speakers, and

base tours. Units who are asked for their services or personnel, or who receive offers of

support from the community directly, must coordinate these with PA (and JA when applicable)

prior to committing or accepting resources.

c. PA Operations. Provides programs that support Airman morale and readiness, public trust

and support, and global influence and deterrence through the release of timely and accurate

information to Airmen, their families, the public and the media.

(1) Command Information. Provides effective and efficient communication tools to link

Airmen with their leaders. Command information helps Airmen and their families understand

their purpose, role, and value to the Air Force. A free flow of information to Airmen and their

families creates awareness of and support for the mission, increases their effectiveness as Air

Force ambassadors, reduces the spread of rumors and misinformation, and provides avenues

for feedback.

(2) Environmental. Supports environmental program objectives and requirements by

facilitating public notification and involvement and communicating the Air Force’s

commitment to environmental excellence.

(3) Media Operations. Facilitates engagement and two-way communication with the media,

which is often one of the most rapid and credible means of delivering the commander’s

message. Remaining open, honest, and accessible to the maximum extent possible normally

results in greater accuracy, context, and timeliness in communicating with internal and

external audiences. Personnel assigned to [installation and/or specific units] will coordinate all

official media requests and queries through the [XX unit]/PA office.

(4) Security and Guidance Review. Ensures information intended for public release will

AFMAN35-101 7 DECEMBER 2020 65

neither adversely affect national security nor threaten the safety, security, or privacy of Air

Force personnel, while adhering to the guidance of “maximum disclosure, minimum delay.”

Personnel must obtain necessary security and guidance review before releasing official

imagery, documents, information, or proposed statements outside the Air Force.

(5) Community Engagement. Encompasses activities of interest to the general public,

businesses, academia, veterans, service organizations, military-related associations, and other

community entities. Working collaboratively with and through these various groups enhances

mutual understanding, cooperation, and support necessary for effective Air Force operations

and recruitment and retention opportunities.

(6) Visual Information (VI). Provides programs that collect, preserve and accession VI

products to meet operational, informational, training, research, legal, historical and

administrative needs. Visual products, such as photos, video, and graphics, are catalysts for

effective communication and document the Air Force’s visual history, through the

accessioning process, for future generations.

5. Availability. The PA office will be manned during normal duty hours. A PA representative

will be on-call 24 hours a day, 7 days a week (including holidays), and will accomplish

emergency services as required by security forces, the Air Force Office of Special

Investigations, the safety office and/or wing leadership. During non-duty hours, the on-call PA

representative can be contacted through the command post.

6. Requesting Support. Submit PA support requests to the [XX unit]/PA email account at

[XX]@us.af.mil as far in advance as possible; requests for VI support should be submitted

with a completed Air Force Form 833, Multimedia Work Order attached. Advance notice

provides PA the ability to ensure the necessary equipment and personnel are available. Failure

to coordinate in advance will reduce the likelihood that the event can receive PA support.

Consumer-grade still and video equipment is available for self-help use on a first-come, first-

served basis when the PA staff is already scheduled to support higher or equal priority tasks.

7. Prioritized Employment Plan. The [XX unit]/PA office provides support according to the

following system focused on the commander’s priorities, operational core tasks, urgency,

mission impact, agencies supported, and resources available, particularly manpower during the

office’s primary deployment vulnerability period [XX]. This system helps control the flow of

work and ensures all mission-critical needs are met. A detailed list of services and their

associated priority level can be found at the enclosed prioritization/employment matrix

66 AFMAN35-101 7 DECEMBER 2020

(Attachment 2):

a. Core services are services that directly support emergent or operational mission

requirements.

(1) Priority one requests include support for time-critical official investigations, crisis

response, and other requests directly impacting the ability of the installation to perform its

operational mission. This includes alert documentation for evidentiary and decisional

purposes, and assisting senior leaders with public and media interaction during emergencies

and contingencies.

(2) Priority two requests include support for non-time-sensitive official investigations, combat

readiness, critical items in direct support of priorities and initiatives of commanders at wing

level or higher, operational test and evaluation missions, and MAJCOM-directed support. This

priority also entails communication to stakeholders and key populations in support of official

goals and objectives.

b. Non-core services are defined as services that do not directly affect an operational mission

requirement.

(1) Priority three requests include routine support for education and training, unit-level

command information, wing-level official recognition programs, and installation support. This

generally includes routine communication with internal and external audiences.

(2) Priority four requests include all other production services not outlined above. It is possible

requests in this priority level may need to be fulfilled through self-help services.

(3) Priority five requests are items that have been specifically designated as self-help services

only.

8. Restrictions.

a. In accordance with DAFI 35-101, Chapter 7, government-funded PA and VI resources will

not be used to:

AFMAN35-101 7 DECEMBER 2020 67

(1) Provide souvenirs, personal gifts, mementos, or farewell gifts. Examples include “hero”

shots in front of aircraft cockpits (unless provided as part of a Distinguished Visitor (DV)

orientation flight), booster club promotional items, group photos intended to commemorate

events such as golf tournaments or recreational gatherings, and sports team photos.

(2) Support or document farewell parties or social events unless certified as newsworthy or

having historical significance by the unit historian or chief of PA. When an event is

determined to be historically significant, PA resources may be provided to meet official news

and documentation requirements only.

(3) Create products used primarily for entertainment during farewell parties or social events.

(4) Support MWR- or services-sponsored recognition programs.

b. Altering imagery. Air Force PA offices are trusted agents. Because PA professionals create

products that can be used in legal proceedings and for critical decision-making, absolute trust

and confidence in the truthfulness of products they create is essential. Official imagery may

not be altered, unless it is specifically exempted by Department of Defense Instruction (DoDI)

5040.02, Visual Information. Examples of requests that will not be supported include changes

to personal appearance in an official portrait and digitally adding or removing content to a

photo or changing the photo in a way that misrepresented the facts or circumstances of the

event captured.

c. Use of Copyrighted Materials. Using copyrighted media requires a separate license or

explicit permission. Generally, both music and programs recorded from broadcasts are

copyrighted. Having the source recording or music score does not confer any right to

reproduce, transfer, or otherwise use or perform the recorded material, either as a whole or in

part. Refer to AFI 51-303, Intellectual Property--Patents, Patent Related Matters, Trademarks

and Copyrights, 22 June 2018 for guidance.

d. Morale, Welfare and Recreation (MWR) Support. MWR and Services activities are

authorized support for Category A (Mission Sustaining) and Category B (Basic Community

Support Activities). Category A programs are essential to the military mission and are

authorized all support. Category B activities are closely related to Category A activities and

are essentially community support programs. The PA office can furnish support to these

68 AFMAN35-101 7 DECEMBER 2020

activities as long as the MWR activity does not generate revenue. For additional clarification

of MWR activities, refer to AFI 65-106, Appropriated Fund Support of Morale, Welfare, and

Recreation (MWR) and Other Nonappropriated Fund Instrumentalities (AIS), 15 January

2019.

9. Additional Considerations.

a. Studio Photography. Studio photography is by appointment only and available for official

portraits as required by AFI as well as applications for special duty assignments, official

passports, and citizenship applications. Chain-of-command studio photography will be

provided for leadership at the squadron-level and above (commander, deputy/vice commander,

senior enlisted leader, and first sergeant) as well as quarterly and annual award winners at the

group-level and above. Electronic copies and one hard copy up to size 8x10 will be provided

to the requestor.

b. Group Photos. Units at the squadron level and above are authorized one group photo

[timeframe] (e.g., annually).

c. VI Equipment Purchase Review. In accordance with DAFI 35-101, Public Affairs

Operations, units wishing to purchase video or still cameras and photographic printers must

receive approval from [XX unit]/PA to preclude duplication of effort and to ensure equipment,

system, and data compatibility.

Figure A4.3. Sample Installation-level PA Employment/Prioritization Plan–Prioritization

Matrix.

[XX unit]/PA Prioritization Matrix

1. Communication Planning

Activity

Supporting Reference

Priority

1.1. Communication Planning

AFMAN 35-101, Chapter 2

1.2. PAG/Talking Point Development

DAFI 35-101, Chapter 2

1.3. Operational/Wing Plan Coordination

DAFI 35-101, Chapters 1

and 2

III

AFMAN35-101 7 DECEMBER 2020 69

2. Public Affairs Engagement

Activity

Supporting Reference

Priority

2.1. Air Force Tour Program/ Base Tours

DAFI 35-101, Chapter 4

2.2. Aviation Support

DAFI 35-101, Chapter 4

2.3. Civic Leader Activity

DAFI 35-101, Chapter 4;

AFMAN 35-101, Chapter 5

III

2.4. Community Complaint Response

AFMAN 35-101, Chapters 5

and 6

III

2.5. Honorary Commander Program

DAFI 35-101, Chapter 4;

AFMAN 35-101, Chapter 5

III

2.6. Legislative Liaison Support

DAFI 35-101, Chapter 4

2.7. Military Participation in Off-Base

Events

DAFI 35-101, Chapter 4

III

2.8. PA Representation (off-base)

DAFI 35-101, Chapter 4

2.9. Request for Information (non-media)

AFMAN 35-101, Chapter 5

III

2.10. Speeches/ Speaker’s Bureau

DAFI 35-101, Chapter 4

3. Public Affairs Operations

Activity

Supporting Reference

Priority

3.1. Crisis Communication

DAFI 35-101, Chapter 3;

AFMAN 35-101, Chapter 4

3.2. Command Information

DAFI 35-101, Chapter 5

3.2.1. Base Marquee

No specific reference

3.2.2. Commander’s Access Channel

No specific reference

3.2.3. Official Web

DAFI 35-101, Chapter 5

3.2.3.1. Content Generation/Posting

DAFI 35-101, Chapter 5

3.2.3.2. Official Bios and Fact Sheets

DAFI 35-101, Chapter 5

III

3.2.3.3. Social Media

Posting/Engagement

DAFI 35-101, Chapter 5

III

3.2.3.4. Web/Social Media Analysis

DAFI 35-101, Chapter 5;

AFI 1-1, Air Force

70 AFMAN35-101 7 DECEMBER 2020

Standards, 7 August 2012

3.3. Environmental PA

DAFI 35-101, Chapter 6

III

3.4. Joint Hometown News Service

DAFI 35-101, Chapter 5

3.5. Media Operations

DAFI 35-101, Chapters 2

and 3

3.5.1. Media Analysis (news clips)

DAFI 35-101, Chapter 1

3.5.2. Media Engagement (pro-active)

DAFI 35-101, Chapter 2

3.5.3. Media Escort (non-crisis)

DAFI 35-101, Chapter 2;

AFMAN 35-101, Chapter 3

3.5.4. Media Training (non-crisis)

DAFI 35-101, Chapters 1

and 2

III

3.5.5. News Conference (non-crisis)

DAFI 35-101, Chapter 2

III

3.5.6. News Release (non-crisis)

DAFI 35-101, Chapters 2

and 3

III

3.5.7. Response-to-Query (non-crisis)

DAFI 35-101, Chapters 2

and 3

3.6. PA Travel

DAFI 35-101, Chapter 8

III

3.7. Security and Policy Review

DAFI 35-101, Chapter 9

III

4. Visual Information

Activity

Supporting Reference

Priority

4.1. Accessioning Activity

DoDI 5040.02, AFH 35-115,

Chapter 10 and Attachment 5

4.2. Graphics (if manned)

4.2.1. Animations

AFH 35-115, Chapter 9

4.2.2. Command Support

AFH 35-115, Chapter 2

4.2.3. Illustrations (including photo

illustration)

AFH 35-115, Chapter 2

4.2.4. Infographics/ Pamphlets/ Posters

AFH 35-115, Chapter 2 and

Attachment 2

III

4.3. Equipment Approval Requests

AFH 35-115, Chapter 6

AFMAN35-101 7 DECEMBER 2020 71

4.4. Photography

4.4.1. Alert Photo (accidents, crises, etc.)

AFH 35-115, Chapter 2 and

Chapter 4

4.4.2. Awards (Wing/up)

AFH 35-115, Chapter 2 and

Chapter 4

4.4.3. Awards (Group/down)

AFH 35-115, Chapter 2 and

Chapter 4

4.4.4. Ceremonies (0-6 and up, E-9)

AFH 35-115, Chapter 2 and

Attachment 5

4.4.5. Ceremonies (0-5 and below)

AFH 35-115, Chapter 2 and

Attachment 5

4.4.6. Change of Command (Group/up)

AFH 35-115, Table A5.23.

4.4.7. Change of Command

(Squadron/below)

AFH 35-115, Table A5.23.

4.4.8. Documentation (mission)

AFH 35-115, Chapter 2 and

Attachment 5

III

4.4.9. Historical Significance (e.g., VIP

visit)

AFH 35-115, Chapter 2

4.4.10. Official Passport Photos

AFH 35-115, Chapter 2

4.4.11. Studio (bio, award package photos)

AFH 35-115, Chapter 2,

Chapter 4, Attachment 4

4.5. Self-help Facilitation

AFH 35-115, Chapter 4

4.6. Video & Audio Production

4.6.1. Alert Video (accidents, crises, etc.)

AFH 35-115, Chapter 2 and

Chapter 4

4.6.2. Awards (Wing/up)

AFH 35-115, Chapter 2 and

Chapter 4

4.6.3. Awards (Group/down)

AFH 35-115, Chapter 2 and

Chapter 4

4.6.4. Ceremonies (0-6 and up, E-9)

AFH 35-115, Chapter 2,

Chapter 3, Chapter 4, and

Attachment 5

72 AFMAN35-101 7 DECEMBER 2020

4.6.5. Ceremonies (0-5 and below)

AFH 35-115, Chapter 2,

Chapter 3, Chapter 4, and

Attachment 5

4.6.6. Change of Command (Group/up)

AFH 35-115, Table A5.23.

4.6.7. Change of Command

(Squadron/below)

AFH 35-115, Table A5.23.

4.6.8. Documentation (mission, b-roll)

AFH 35-115, Chapter 2,

Chapter 4, Chapter 7,

Chapter 8,

III

4.6.9. Historical Significance (e.g., VIP

visit)

AFH 35-115, Chapter 2,

Chapter 3, Chapter 4,

Chapter 5, and Attachment 5

4.6.10. Media Duplication

AFH 35-115,

4.6.11. Video/Audio Production (training,

senior leader)

AFH 35-115, Chapter 2,

Chapter 9, and Attachment 5

III

4.6.12. Video/Audio Production (podcast,

news)

AFH 35-115, Chapter 4,

Chapter 9, and Chapter 10

Notes:

1) This matrix serves as a guide for [XX unit]/PA’s day-to-day activities. In some cases, an

item that falls into one priority level (for example, priority level three) may receive support

at a higher priority level (for example, priority level two) if deemed necessary by the [XX

unit]/PA chief.

2) Items that fall into a category not listed in this matrix will be prioritized at the discretion

of the [XX unit]/PA chief.

PA NOTES (not for inclusion in finalized prioritization/employment plans):

1) This matrix and priority levels should be adjusted based on the local mission and

resources, as well as the commander’s intent. As a result, an item that is assigned a priority

level three at one organization may be assigned a different priority level at a different

organization.

2) The supporting references above include helpful sections of 35-series AFIs and AFMANs,

when able. The list of supporting references may not be all-inclusive to the listed capability,

AFMAN35-101 7 DECEMBER 2020 73

and PA offices are encouraged to supplement the matrix with other references and local

operating instructions, as needed.

Figure A4.4. Sample Wing Public Affairs Employment/Prioritization Plan–Editorial

Guidance.

[XX unit]/PA Editorial Guidance for Official Print, Web and Social Media Publications

1. Delegation of Editorial Review. The [XX unit]/CC exercises editorial control over official

print, web, and social media publications for [INSTALLATION]. Day-to-day oversight and

responsibility for these activities is delegated to the [XX unit]/PA chief. The determination on

of an event’s newsworthy value is at the discretion of the [XX unit]/PA chief based on an

assessment of how well the proposed coverage supports the commander’s communication

priorities.

2. Base Newspaper. The [INSERT] newspaper is produced by an off-base civilian publisher

at no cost to the government. While the publisher pulls coverage from the [INSTALLATION]

website as well as other Air Force and DoD sources, the [XX unit] does not have authority

over the publication, its layout, or advertising content.

3. Base Website. The official website for [INSTALLATION] is operated by the [XX unit]/PA

staff and is located at www.[INSERT].af.mil. Only information cleared for public release in

accordance with DAFI 35-101, Chapter 5, Command Information and Distribution, and other

associated policies and instructions can be posted to the site.

a. Section 508 Compliance. In 1998, Congress amended the U.S. Rehabilitation Act of 1973 to

require that federal agencies make their electronic and information technology accessible to

people with disabilities. Section 508, 1194.22, Web-based Intranet and Internet Information

and Applications, is of particular importance with regard to website management. This section

outlines the requirements for federal websites, both internet and intranet. It states that federal

websites must meet the needs of disabled employees and members of the public and allow

them access to internet technology in a format understood by software readers/viewers.

4. Content. News, feature, and editorial material will conform to policies of the Air Force and

the [XX unit]/CC. Coverage will be factual and objective and avoid morbid, sensational, or

alarming details not essential to factual reporting. Accuracy is paramount. Individuals to be

74 AFMAN35-101 7 DECEMBER 2020

interviewed and photographed must meet all requirements of AFI 36-2903, Dress and

Personal Appearance of Air Force Personnel, 7 February 2020 and must comply with current

safety, security, and technical order requirements.

a. News Content. News content is based on local articles developed by the PA staff and

releases by the Air Force News Service, MAJCOM news services, American Forces Press

Service, and other agencies of the DoD and federal government.

b. Editorial and Opinion. Locally originated editorials (command position) and commentaries

(personal opinions) will reflect the policies of the commander and will be in the interest of the

Air Force. Editorials should help readers understand Air Force policies and programs. They

must not imply criticism of other governmental agencies, nor advocate or dispute specific

political, diplomatic, or legislative matters.

c. Articles of local interest produced outside official channels (e.g., stringers, local

organizations) may be used if permission has been obtained, the source is credited, and they do

not otherwise violate this manual. Articles for off-base, non-profit organizations, including

non-profit military-affiliated organizations (e.g., Air Force Association, Air Force Sergeants

Association, NCO Association) must be consistent in length and placement to avoid the

appearance of favoritism or implied endorsement.

5. Editing for Publication. All materials submitted to the [XX unit]/PA office for publication

will be reviewed and edited to conform to DoD newswriting guidelines. This includes

conforming to the guidelines in the Associated Press Stylebook and Briefing on Media Law

and Air Force Journalistic Style Guide.

6. Awards Recognition. Due to limited resources, PA coverage of award winners is generally

limited to wing and higher-level echelons. However, customers are highly encouraged to use

the Hometown News Release Program to obtain civilian coverage of any significant personal

accomplishments such as awards, graduations and promotions. PA will help customers issue a

hometown release upon request.

7. Social Media.

a. Official Use. The official social media sites for [INSTALLATION] are [INSERT].

AFMAN35-101 7 DECEMBER 2020 75

These sites are operated by the [XX unit]/PA office using the same guidelines as the official

website and print publications. Subordinate and tenant organizations, with the exception of

units with their own PA office, are not authorized to operate official social media pages

without the approval of the [XX unit]/PA chief. Unofficial pages (e.g., booster club pages,

alumni pages, etc.) are not official Air Force social media sites and are encouraged to display a

disclaimer that the page is not an official representation of the Air Force.

b. Personal Use. In general, the Air Force views personal websites, blogs, and social media

sites positively, and it respects the right of Airmen to use them as a medium of self-expression.

However, as members of the Air Force, Airmen must abide by certain restrictions to ensure

good order and discipline. All Airmen are on duty 24 hours a day, 365 days a year, and their

actions on and off duty are subject to the Uniform Code of Military Justice (UCMJ). See AFI

1-1, Air Force Standards, for more guidelines regarding personal social media use.

76 AFMAN35-101 7 DECEMBER 2020

Attachment 5

SAMPLE SECURITY AND GUIDANCE REVIEW MEMORANDUM FORMAT

Figure A5.1. Sample Security and Guidance Review Memorandum Format

Date ____________

MEMORANDUM FOR SAF/PA

FROM: __________________

SUBJECT: Public Release Approval Request

1. The attached material, described below, is forwarded for security and guidance review

in accordance with DAFI 35-101, Chapter 9, and AFMAN 35-101, Chapter 8:

TITLE: ______________________________________________

(Please include page count)

AUTHOR/ORGANIZATION: ____________________________

PRESENTATION TO: (if being presented, to whom; general public, conference,

symposium, etc.)

DATE: (when will this document be published or presented)

LOCATION: (where will this document be published or presented; ex, state or N/A)

PUBLICATION IN: (or N/A)

AFMAN35-101 7 DECEMBER 2020 77

SUBMITTAL DEADLINE: (or N/A)

REQUEST REPLY BY: (the date the member would like a response or normal review

time (10

working days) [NO ASAP])

2. _ (member’s chain of command)__ has no objection to public release of this document

upon approval from SAF/PA.

3. (This line is for any comments or recommendation the member may have in reference to

the document being submitted for review; if prior coordination has been performed,

please list POC, email addresss, and phone number.) If possible, please list one additional

POC other than submitter. Please indicate if the member is a contractor.

SIGNATURE (Gov’t Employee)

(requester or submitter)

Attachment 5 Copies (required)

78 AFMAN35-101 7 DECEMBER 2020

Attachment 6

PUBLIC AFFAIRS SECURITY AND POLICY REVIEW WORKSHEET

Figure A6.1. Public Affairs Security and Policy Review Worksheet, Part 1

AFMAN35-101 7 DECEMBER 2020 79

Figure A6.2. Public Affairs Security and Policy Review Worksheet, Part 2