DPA Command Directive 2022.pdf

RELEASED UNDER THE OFFICIAL INFORMATION ACT 1982

Contents
S I T U AT I O N :   T H E   C O N T E X T
3
Context Analysis
5
Public Affairs Strategy
6
Principles of Public Affairs for the NZDF
6
NZDF Stakeholders: Our Audiences
7
M I S S I O N ,   R O L E   A N D   O B J E C T I V E S
8
E X E C U T I O N :   H O W   W E   A C H I E V E   O U R   M I S S I O N
1 0
DPA Operating Model
11
NZDF Public Affairs Key Themes and Messages 2022
14
Focus Areas
15
Prioritisation Table
16
Effort Categories Table
16
Tasks – Roles and Responsibilities
17
DPA Readiness and Response
21
People and Culture
24
A D M I N I S T R AT I O N   A N D   L O G I S T I C S
3 0
C O M M A N D   A N D   C O M M U N I C AT I O N S
3 3
DPA Organisational Structure
34
Commander Critical Information Requirements (CCIR)
35
E N C L O S U R E :   T I P S   A N D   T R I C K S
3 6
Introduction
This command directive provides a framework for DPA activities and effort for 2022.
It follows the structure of a set of military orders commencing with the situation
section which explains the context in which we operate.
The mission and execution section explains what we do then how we do that, with the execution framed as an
operating model that spans from processes to management of our people and enhancement of our unit culture.
The administration and logistics section and command and communications section provide additional detail on
processes, requirements and structure to complete the directive.
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D E F E N C E P U B L I C A F F A I R S
SITUATION:
THE CONTEXT
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Context for NZDF
Public Affairs Strategy
Strategy25 is the primary reference for the NZDF public affairs strategy.
The red boxes highlight the elements of NZDF strategy that public affairs
contributes to achieving.
The context is also informed by:
•  Characteristics of the strategic environment,
•  New Zealand society views of the NZDF and its interaction with the media,
•  New Zealand society expectations of the NZDF,
•  Characteristics of the NZDF itself, and
•  Trends in the media and information landscape.
The NZDF Public Affairs Strategy25, approved in April 2021, provides an organisation-level view of
the NZDF’s approach to public affairs. It supports Strategy25, defining public affairs in the NZDF and
articulating the purpose, goals and methods of NZDF public affairs. The Strategy also defines NZDF
public affairs principles and emphasises the focus on transparency. The Public Affairs Strategy25 provides
direction from which the mission and objectives of DPA can be determined.
Finally in this section, identification of stakeholders of public affairs of the NZDF assists understanding
context as these groups are audiences for NZDF communications.
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Responsiveness
T R A N S PA R E N C Y
Public affairs must aim to be timely and accurate in
responding to requests for information or action. Slow
Of the public affairs principles,
responses erode trust in the organisation’s transparency.
Where appropriate, communication may need to be a
transparency is a focus for the NZDF.
two-way engagement that accounts for the needs of an
The NZDF approach to transparency
audience. Public Affairs must balance responsiveness
is based on credibility, trust, respect
with security.
and openness.
Security
Credibility: We provide correct information, are
Public Affairs must protect sensitive and confidential
honest and value the truth and the role it plays in
information about its organisation, activities and people.
building trust and confidence.
Security is paramount but must be balanced with
truthfulness and transparency. This tension represents
Trust: We front up and build trust by balancing
a key challenge for NZDF, its leaders and personnel.
responsiveness with security, reflecting at all
Security should not be used as an excuse for being
times the values of NZDF.
unresponsive.
Respect: We respond in a timely matter and
The NZDF additionally has the following
engage proactively with our audiences and value
established norms:
the role of being transparent.
•  We tell our people first
Openness: We proactively share information
•  We ensure that information is provided on suitable
channels and platforms
where security considerations permit such as by
•  We are mindful of diversity and being inclusive,
publishing corporate documents online.
including multicultural sensitivities, and being respectful
of the local and regional cultural environment
N Z D F   S TA K E H O L D E R S :   O U R   A U D I E N C E S
NZ Public
•  General Public (regional/local communities)
•  NZ Government Leadership (inform)
•  NZ Government Agencies
• Iwi
• Media
•  Prospective recruits/staff
•  Career influencers
Internal
•  Whole of NZDF
•  Services (incl/excl Civ staff)
•  Civilian Staff
•  Organisations (HQ, Components, Formations, Units)
•  Locations (Defence House, Bases, Camps)
•  Staff led networks
•  Family/friends of NZDF members
Defence
•  Former members of NZDF
Community
• Veterans
•  Cadet forces
• Domestic
Defence Industry
• International
•  Partner militaries
International
•  National populations especially in our region
Audiences
• Governments
• Media
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D E F E N C E P U B L I C A F F A I R S
MISSION, ROLE
AND OBJECTIVES
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D E F E N C E P U B L I C A F F A I R S
EXECUTION:
HOW WE ACHIEVE
OUR MISSION
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TA S K S   –   R O L E S   A N D   R E S P O N S I B I L I T I E S
The following tables detail team and individual roles and responsibilities including:
•  Core routine responsibilities – major areas of responsibility
•  Readiness – responsibilities across DPA in event of the need to deploy a Public Affairs Team at short notice
•  Deployable Public Affairs Team – individuals designated as the first point of call for domestic (by region) or
international deployment
•  General tasks for all DPA personnel
•  Tasks to provide awareness to other DPA personnel depending upon the nature of an event
•  Tasks for discrete activities for Activity Lead, Functional Lead, Activity Sponsor (usually Lead 1 up) and Client
•  Additional tasks
• Authorities
•  Annual Events
•  Special Operations Public Affairs
An organisational diagram for DPA is included in the Command and Communications section of this directive.
TA S K S   –   C o r e   r o u t i n e   r e s p o n s i b i l i t i e s
Comms Team –
Support to CDF, whole of NZDF and HQ NZDF led proactive communications activities.
HQ based pers
Regionals
Support to Base Commanders and activities within regions.
Proactive engagement with regional media.
Service Teams (PAM/PAO)
Support to whole of Service activities including domestic exercises managed by
Component Commanders and assistance with Service media responses.

PAO
Be prepared to deploy for operational or exercises as a PAO.
Provide subject matter expertise on Service matters and connections to Service

networks.

HQ JFNZ PAC
Support to JF managed operations and overseas exercises and assistance with
HQ JFNZ media responses.

HQ DJIATF PAO
Support to HQ DJAITF.
Media Team
Responsive to events or circumstances that have, or may, generate media interest.

Preparation for media driven activities.
Proactive engagement with media.
Content Editors
Magazines and support to Media and Comms Teams for content creation including

through story versioning where appropriate.
Creative
Content and Product creation – public affairs advice as a supplementary function.
Digital and Marketing
Management of Digital Channels and marketing connection to recruiting.
Planning and Monitoring
Enable and inform DPA and senior leaders, facilitate DPA coordination and compliance.
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TA S K S   –   G e n e r a l
Public Affairs Advice
All
Public Affairs/Communications plans
All Media/Comms/PAM/PAO/PAC
Content use
Social/Content Editors

Content creation – written/visual
All
TA S K S   –   P r o v i d e   a w a r e n e s s
All acty involving media (or potential
Media/Social
to involve media)
All acty with potential for proactive
Comms
messaging
All service related activity
Service Teams (PAM/PAO)
All activity specific to or within region
Regionals
All content relevant to portfolio
Content editors/social
TA S K S   –   B y   A c t i v i t y
Activity Lead
•  Act as the project manager for the DPA involvement in the activity,

including the coordination (rather than direction) of the delivery of DPA

outputs.

•  Act as the POC, both within DPA and to the client.

•  Develop the objectives and key messages in consultation with client/

SME/sponsor.

•  Develop or have oversight of the creation of a comms plan with

clearly defined objectives, messages, identified audiences, channels,

sequencing of events, tasks.

•  Provide back brief to activity sponsor.

•  Have oversight of activity travel arrangements where travel is involved
in order to identify efficiencies where they exist.
Functional Lead
•  Clarify/agree the brief with the activity lead.

•  Contribute to development of the comms plan as appropriate.

•  Identify what resources are required to deliver the ‘collateral’.

•  Provide the collateral in the required format for the required channels.
Activity Sponsor
•  Provide advice/guidance to activity lead.
(typically 1up of Lead)
•  Support the allocation of appropriate DPA resources to the activity.
Client
•  Provide or endorse intent or objectives of activity.
•  Provide timeframes (including any flexibility).
•  Provide budget (if required).
•  Provide resources (if required).
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TA S K S   –   A d d i t i o n a l
Strategy
AM, SS, PP, TV
Doctrine
Doctrine Working Group especially AM, PP, NH, CW, TV, EH
Key messages (update as required)
AM, TV
Embed DPA Activity Tracker
SS, CE
Digital Tools/Subscriptions
CE, SS, SS
Review Monitoring Connection to Content Creation
PP, TV, SS
Professional Development
RR
Morale
RQ, MR, SS, DK, anyone else that wishes to
Traffic Meeting
s. 9(2)(a)
Monthly Activity Planning Meeting
AM, PP
Education/outreach (NZDF)/Raise DPA awareness
AM, TV, GB, JN, anyone else that wishes to
Outreach external to NZDF (OGA, Media, NZ Story)
AM, TV, SS
DFI 102, 103
AS/Design Team
Comms/PA Plan/Annex F Templates
SS/SE/AM
TA S K S   –   A u t h o r i t i e s
Editorial Content
TV
ILP
TV/AM (OCDF for CDF messages)
Public Affairs Plan
AM/TV for high profile/high risk;
Team leaders/PAC JF/PAMs for routine activities
Social Content
TV for high profile/high risk;
GB/JN/PAMs/PAC JF for routine activities
Press Releases/Media Responses
OCDF
Identity
AS
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TA S K S   –   A n n u a l   E v e n t s
The following timelines are to be applied for the planning of annual events such as those detailed in the event list below.
Milestone
Target
Lead Confirmed
at least 4 months prior
Lead/Digital Planning
approx. 3 months pror
Lead/PAM and PAM/Service consultation
approx. 2 months prior
PA Plan complete
approx. 1 month prior
Pre-planned content complete
no later than 1 week prior
Pre-planned content cleared
no later than 2 days prior
Note: Content captured, cleared, distributed/posted on the day sits outside the above
Events List
• Auckland Anniversary (Navy)
• Movember
• Waitangi Day
• Pink Shirt Day
• ANZAC Day
• White Ribbon
• Mother’s Day
• Single Service ‘Birthdays’
• Matariki
• International Day of Women in Science
• Father’s Day
• International Women’s Day #breakthebias
• Christmas/End of Year/New Year
• Suffrage Day
• Language Weeks – Official NZ (Te Reo, Sign);
• International Men’s Day

– Pacific Languages
• International Day of Disabled Person
• Mental Health Awareness Week
TA S K S   –   S p e c i a l   O p e r a t i o n s   P u b l i c   A f f a i r s
Primary POC for SOCC
RR (PAM Army)
Primary POC for CO SAS
SM (SCA North)
Primary POC for SOF Recruiting
DK (Marketing)
Strategic matters
Army PAM in conjunction with other DPA personnel as deemed
appropriate.
Unit level matters
SCA North in conjunction with Army PAM and other DPA personnel as
deemed appropriate.
Recruiting matters
DK copied in to PAM Army and SCA North including clearance of
recruiting images and collateral.
Clearance of proactive communications
PAM Army/SCA North in accordance with processes agreed with SOF.
SCA North and PAM Army with SCA North as the POC for the CO
Media requests re SOF
1NZSAS for unit level enquiries and PAM Army as the POC for SOCC for
enquiries at that level. Media responses then sent out by media team.
Media requests re EOD
Media team with responses copied in to PAM Army and SCA North.
Clearance of imagery
PAM Army/SCA North/DK in accordance with processes agreed with
SOF.
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Tasks – Preparedness
J05/PAC HQ JFNZ
•  Advise on and prepare PA plans for HQ JFNZ CONPLANS.
PAOs
•  Maintain an ability to deploy domestically or internationally on
activation of a HQ JFNZ CONPLAN.
Media & Comms
•  Maintain at least 3 staff capable of deploying domestically and
internationally at to respond on activation of a HQ JFNZ CONPLAN.
•  Maintain regional communications advisers able to provide support
to regional events.
Creative Services
•  Maintain a regionally based deployable photographer capability, and
assign a photographer to support DJIATF.
•  BPT deploy a video producer domestically por internationally at 24
hrs NTM on activation of a HQ JFNZ CONPLAN.
•  Confirm equipment requirements (photographic, videography and
personal equipment) for short notice deployment and have that
equipment suitably ready.
Digital and Marketing
•  Manage the DPA social channels monitoring duty roster.
Identified Staff
•  Maintain an ability to deploy domestically or regionally on activation
of any HQ JFNZ CONPLAN (refer to individual preparedness
requirements for military and civilian staff).
•  Advise their commander/manager should they not be available to
deploy or of any deficiencies in equipment.
Tasks – Individual Preparedness
Military Personnel
•  A current passport, with a minimum 6 months currency.
•  A medical and dental clearance including COVID-19 vaccination
certificate.
•  All equipment as allocated with position SOE.

Civilian Personnel
•  A current passport, with a minimum 6 months currency.
•  Advise of any reason they would be medically precluded from deploying
including if they do not possess a current COVID-19 vaccination
certificate.
• Clothing:
  –  DPA Polo shirt
  –  DPA Jacket
  –  Black boots
  –  Kiwi cap
  –  Draft MD1170 if appropriate
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Tasks – On Activation
J05/PAC HQ JFNZ
•  Lead the DPA response.
•  Facilitate seats/berths on NZDF aircraft/ships for deploying public
affairs team members if applicable.
•  Manage the clearance of content from the AO through the relevant
HQ and agencies.
PAOs
•  BPT be the public affairs team lead.
Media & Comms
•  BPT provide the public affairs team lead.
•  Provide a media adv to HQ elm on activation of any HQ JFNZ
CONPLAN.
•  Manage all media enquires, and release of information in accordance
with normal processes.
•  Provide reach-back support to deployed public affairs team.
Public Affairs Team Lead
•  Provide liaison with the local, regional, or national emergency
response group, and other OGA within the AO.
•  Establish a MS Teams group chat for all DPA staff involved in the
response (deployed and reachback).
•  Manage the clearance of content created by deployed PA teams
through relevant staff within the AO.
Creative Services
•  Deploy video producer and photographer and manage any
requirements for RIP for extended duration operations.
Digital and Marketing
•  Provide a digital adv to HQ elm.
•  Provide reach-back support to deployed public affairs team.
Planning and Monitoring
•  Arrange travel and accommodation for deploying pers.
•  Coord movement and logistics requirements of deployed pers.
Administration and logistics
For domestic deployments accommodation and travel via the most expedient means possible is to be raised through
eTravel during business hours or direct to APX after hours with the following considerations:
•  Two 4WD vehicles are to be rented for each deployed PA team. This should be supplemented with a compact car is
four staff are deployed.
•  Where the response is near an NZDF camp or base, barrack accommodation should be used if available. Alternatively,
twin share rooms are to be booked near the AO.
•  Rental vehicles and accommodation are to be booked for a minimum period of 7 days, and deployed PA teams are to be
self-sufficient for 24 hrs.
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P E O P L E   A N D   C U LT U R E
The following provides guidance on management of Professional Development
Reports (PDR) and professional development management for DPA.
This is complemented by articulating how NZDF values apply to DPA in terms of behaviour expectations and
initiatives that have been agreed by DPA leaders to enhance culture.
D P A   P D R   G U I D E L I N E S
The following guidelines are provided to promote consistency across DPA and to link objectives to both position
descriptions and team objectives.
Performance Section
All PDRs should have 3–5 performance objectives, comprised of:
2–3 position description-based objectives – these objectives should cover the 2–3 major areas of responsibility the
individual has so that as much of their PD as possible is covered by the PDR. For staff that have common position
descriptions (eg photographers, PAMs, PAOs, content editors) it is highly likely these objectives will be the same.
1–2 team objective-based objectives – these objectives should cover major focus areas for the team over the reporting
period to link individual achievement to team achievement. They need to not be so ‘high’ that they are outside the
control of the individual, and not so ‘low/small’ that they will be achieved in a short period of time with minimal effort.
These may be written in a way that incorporates a development objective for the staff member but that is not their
primary purpose.
Career Section
All staff are strongly encouraged (but not directed) to use this section of the PDR. In particular all staff are encouraged
to have a development objective. More than one development objective is fine but the first objective should be
considered the clear priority by the staff member and their manager.
Rating of performance objectives
For consistency across DPA, the rating ‘met objectives’ is to be aligned to expectations of someone that is fully effective
in their role, which for civilian staff equates to the expectations of someone whose pay step is at 100%. Based on this
benchmark, for civilian staff whose pay step is below 100%, we would expect them to be ‘sometimes meeting objectives’
and if they are rated as ‘met objectives’ then it is logical they should be recommended for an increase in paystep
towards or up to 100% (noting it is very unusual to increase by more than 2 steps in one year). For civilian staff whose
pay step is above 100%, we would expect them to be ‘sometimes exceeding expectations’ to remain at that pay step (or
increase). In this case an overall rating of ‘met expectations’ could logically result in a recommendation to decrease the
paystep to 100%.
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P R O F E S S I O N A L   D E V E L O P M E N T   G U I D E L I N E S
Individual professional development is to be planned on an annual basis between staff and their managers. Planning
should be coordinated with PDR discussions to link development to performance requirements. The annual cycle is
also to be linked to annual budgeting processes. This does not preclude professional development plans changing
throughout the year or short-notice opportunities being taken, but it is necessary to have a start point to ensure
opportunities can be provided equitably and within financial constraints.
Identified development opportunities ideally have a clear link to professional development needs and desires but
opportunities with only an indirect link may be satisfactory albeit of a lower priority if it is necessary to prioritise
between multiple proposals.
Annual plans are to be developed in Q4 of the FY for approval and implementation from Q1 of the following FY onwards.
This is to be facilitated by the designated Professional Development lead (RR).
Staff are highly encouraged to seek and take professional development opportunities. Managers are highly encouraged
to recommend and support professional development of their staff.
Collective professional development is encouraged both within teams/functional areas as well as for whole of DPA
activities. Proposals for ‘town halls’ and similar activities are welcome at any time.
H O W   T H E   N Z D F   VA L U E S   A P P LY   T O   D P A
Courage
Commitment
Comradeship
Integrity
• Be creative, innovate
• Live
professional
• Teamwork
•  Be honest
standards
•  Be brave
•  Be collaborative
•  Be trustworthy
•  Be committed to
•  Make hard calls
the NZDF
•  Be friendly
•  Do the right
thing when no
•  Challenge leadership
•  Be reliable
•  Be positive
one is watching
and the status quo
• Demonstrate
•  Be supportive
•  Be transparent
•  Champion new ideas
knowledge and
•  Be respectful –
to each
•  Embrace difficult
expertise
attack the game
other where
conversations
confidentiality
•  Do what needs to
not the player
permits
•  Display grit
be done
• Respect
confidentiality
•  Accept challenges
•  Pursue excellence
•  Be transparent
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D P A   C U LT U R E   I N I T I AT I V E S
Agreed Behaviours
•  Meetings – Include everyone in the meeting/one person at a time, especially for ‘Teams’
•  No negative emails
•  Assume the best, not the worst
•  Have the conversation directly
•  Propose solutions, not just problems
•  Listen and share ideas
•  Think about who needs to know
•  Be kind – treat others how you want to be treated
Routines
•  Weekly catch up with a different colleague
•  DPA virtual all hands
•  Tag along with someone for a day
‘Out of office’ Guidelines
Staff need to be confident that they can ‘switch-off’ from work outside of work hours and particularly when on leave.
There should be no expectation staff are checking work emails when on leave or outside of work hours, noting that that
some areas of NZDF external to DPA currently expect that of some of our staff. On occasion we do need to surge to
issues that arise outside of work hours, but this should be for exceptional circumstances, not routine, and the primary
method to ensure others are aware of an issue should be phone rather than email.
Before and when out of the office
•  Leave an email ‘out of office’ stating whether or not you can be contacted and if so how to contact you.
•  If you won’t be checking emails have the ‘out of office’ direct contacts to either another DPA staff member,
[email address], or another monitored group email.
•  Consider whether to redirect your work phone to your personal phone using call forwarding.
•  Tell others if there are issues you do wish to be contacted about.
If trying to get hold of someone on leave or outside of work hours
•  Firstly consider whether it is necessary to get hold of the person. Can you resolve the issue yourself or ask someone
else from their team? Or is it something they asked to be contacted to discuss?
•  Call (preferably) or text. Don’t rely on the person you’re trying to contact checking their email.
•  Leave a voicemail or text if you wish the call to be returned. Don’t rely on someone to return a missed call if you haven’t
left a message.
Sick leave
•  Staff that are on sick leave should only be contacted in exceptional circumstances.
•  Staff on sick leave should not feel any obligation to work/work from home.
Emails outside of work hours
•  Feel free to send emails at whatever time you’re working, but don’t expect replies or feel expected to reply as a norm.
After leave
•  Both the staff member returning from leave and their team/team manager are responsible for ensuring the staff
member that has been on leave catches up on issues that have arisen when they return from leave.
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P U B L I C   A F F A I R S   P O L I C Y   A N D   D O C T R I N E
The following policies are highlighted in this section of the directive:
•  Release of Publications into the Public Arena (SADFO 01/2015)
•  Imagery Capture Policy
•  Harmful Digital Communications Act 2015
•  DPA Imagery: Guidelines for Mask Wearing
•  DFI 7.2 – Official Information
The ADF Military Public Affairs doctrine is currently under review.
R E L E A S E   O F   P U B L I C AT I O N S   I N T O   T H E   P U B L I C   A R E N A
( S A D F O   0 1 / 2 0 1 5 )
DPA staff, in their capacity as advisers to NZDF personnel, are to be aware of SADFO 01/2015.
SADFO 01/2015 details the framework for approval that members of the NZDF must adhere to if they intend to contribute
to any publication which draws upon experiences or information gained, derived or ascertained through service or
employment with the NZDF.
Information, recordings and imagery captured while performing duties remains the intellectual property of the NZDF and
the release of such information is subject to SADFO 01/2015.
Members of the NZDF on exercise or operations are not to publish or transit information via social media relating to the
exercise or operation without verbal approval from the Exercise or Operation Commander.
Commanders and Managers are to verbally approve the release of minor or non-contentious information if that information
does not contradict the principles of SADFO 01/2015.
Commanders, Managers and members of the NZDF are to follow the framework for approval and provide the relevant
Service Chief or Branch Head with the drafts of any publication or transmission.
I M A G E R Y   C A P T U R E   P O L I C Y   ( D L S   E N D O R S E D )
DPA captures imagery for publicity and promotional purposes, and that collection must be in accordance with the Privacy
Act 2020. The Act applies where the NZDF holds personally identifiable information about both New Zealanders and non-
New Zealand citizens (i.e. members of the public in countries where the NZDF is operating or exercising).
While photography and videography in public is lawful, and there is no legal requirement to obtain consent from a person
before taking photos of them, there are reputational and moral standards for the NZDF which DPA staff must remain
mindful of. As such, the following is to be conducted:
•  Any DPA staff member capturing imagery is to be identifiable as such – through the use of unit patches, branded
clothing, and hi-vis vests – to put those present on notice of the purpose for which imagery is being captured, and to
allow people the opportunity to withdraw their implied consent if they do not wish to have their image captured.
•  Where practical in the circumstances, DPA will proactively seek the consent of members of the public or make those at
an activity aware of imagery collection by:
–  Including an advisory section within documents such as OPORD Annex F’s, invitations, and indemnity forms;
–  Communicating to staff via the chain of command; and
–  Placing signs at the entrances of locations where DPA will be operating.
–  If a member of the public requests that their image not be taken, or to have imagery they appear in deleted,
DPA staff are to comply with this request.
Where consent to capture imagery of civilians in public is not practical, it should be considered whether that person
has a reasonable expectation of privacy (typically in public, there will not be such an expectation of privacy). In some
circumstances however, even when a civilian is in public and would normally not have an expectation of privacy, there
may be additional factors that make the scenario sensitive and indicate that DPA staff should not be capturing imagery
(i.e. if someone is injured or in distress, or if there are children involved). These additional factors will depend on the
circumstances, and a commonsense approach should apply.
If in doubt, DPA staff should proactively obtain consent from members of the public before proceeding.
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H A R M F U L   D I G I TA L   C O M M U N I C AT I O N S   A C T   2 0 1 5   ( D L S   A D V I C E )
The NZ case of Murray v Wishart 2014 determined that an online content host (for example, a Facebook page owner) could
not be held liable for third-party comments unless they held actual knowledge that they were defamatory and failed to
take them down.
Since the Murray decision, NZ Parliament has introduced the Harmful Digital Communications Act 2015 (HDCA). Under s
24 of this Act, online content hosts have civil and criminal immunity in relation to statements posted on their platforms by
third-parties provided that:
•  If they receive a complaint, the statement’s author is informed within 48 hours and;
•  If they are unable to contact the author, or they receive no reply, they take down or disable the content as soon as
practicable but no later than 48 hours after receiving the complaint.
The Voller decision from Australia differs from the NZ approach and does not impact our social media management. The
Voller decision essentially found that media companies were liable for third-party Facebook user comments for the
purposes of defamation law. However, the Australian approach differs from the NZ approach. There is the potential for the
Voller decision to impact the NZ position in the future. However, as it stands it is likely that the NZDF would only be liable
where it could be demonstrated that we had knowledge that a site owned by the NZDF (e.g. an NZDF Facebook page) had
defamatory content (e.g. Facebook users posting defamatory comments under NZDF posts) and failed to take it down/
follow the action required under the HDCA.
Although the Voller decision does not apply, it is recommend that DPA staff consider exercising caution when it comes to
posts or content which may encourage third-parties to post potentially defamatory comments or content IOT to avoid the
NZDF appearing to facilitate this behaviour; and complying with s 24 of the HDCA (as above) should such comments or
content appear on NZDF owned sites (e.g. NZDF Facebook pages).
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D P A   I M A G E R Y :   G U I D E L I N E S   F O R   M A S K   W E A R I N G
REF: NZDF 1000/DCG/1 DDPA Minute 16/2021, Imagery: Guidelines for Mask Wearing dated 08 Nov 21
1.  These guidelines provides guidelines for the expected wearing of masks for images to be published by DPA, particularly
on social media. DPA communications leads for activities may use this minute to communicate expectations with
activity points of contact as part of activity planning, ahead of activities taking place and imagery being captured.
2.  These guidelines are not intended to dictate to NZDF organisations whether personnel involved in their activities need
have masks worn or not. Rather, these guidelines are to promote consistency in the images that are published. This
is to mitigate unnecessary negative commentary such as questions as to why some personnel in an image have an
mask, while others do not or why some images have personnel with masks while other images of similar activities have
personnel without masks.
3.  Images for social media should show masks worn or not worn consistently as follows, with variances only by exception:
a.  If masks are worn, they must cover the mouth and nose.
b.  Masks on in indoor settings except when both sitting and eating/drinking.
c.  Masks on in outdoor settings except where personnel are physically distanced.
d.  Masks off when personnel are engaged in physical activity (including hakas).
e.  For personnel at sea – masks on until COVID-19 test results are received to confirm all aboard are negative, at which
point masks off.
f.  For Op Protect: MIQ – no beards where masks are worn.
g.  Non-NZDF personnel are to be strongly encouraged to wear masks if NZDF personnel are doing so.
4.  If personnel involved in an activity are not conforming with the above guidelines, imagery may still be collected for use
for other mediums, where appropriate.
5.  In addition to images collected for social media, if external media are present and capturing imagery, the above
guidelines are strongly encouraged.
D F I   7. 2   –   O F F I C I A L   I N F O R M AT I O N
DFI 7.2 contains a range of information relevant to the work of DPA – most notably Part 2, Chapter 4 – Contact with the
Media and Communicating in Public. This includes policy on:
•  Contact with the news media
•  Speaking in public
•  Communicating online and through social media (including Annex 2-A Instructions for the Use of Social Media)
•  Contact with Members of Parliament
•  Request for comment from suppliers
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D E F E N C E P U B L I C A F F A I R S
ADMINISTRATION
AND LOGISTICS
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Administration and Logistics
This section of the directive details administrative and logistics arrangements
specific to DPA, but within the context of NZDF policy where applicable.
It covers:
•  Travel management
•  Device management
•  Vehicle usage
•  Equipment management
•  Dress requirements
Additional information on these topics can be found in the relevant NZDF policies.
A further useful resource for these topics is the NZDF Induction Booklet for Civilian Staff.
T R AV E L   M A N A G E M E N T
REF CDF DIRECTIVE 28/2020
Key points as follows:
•  The purpose for travel is to be stated in the booking (e.g activity at “A” and not the need to be in “A”).
•  Travel requests that are less that 21 days before the date of travel, must state why the 21 day lead time has not been
met and why the travel is required to meet work objectives. 1 up approval is required (annex A, para 1b).
•  Travel is only to be approved for the minimum number of people who are critical to the achievement of the engagement
and activity outcomes and for the necessary duration allocated (para 14).
•  Pers are not to use an NZDF or personal credit card to book travel other than in emergencies or where they have prior
approval. A late notice booking as a result of poor planning does not represent an emergency (para 21d).
•  Any type of flexi-fare is to be approved only where it offers the cheapest overall trip cost or where there is a likely
chance that travel plans will change and it is not possible/practical to defer booking. The reason for requiring flexi-
fares requires 1-Up approval and is to be recorded on the approval for accountability and audit purposes (annex A,
para 1c).
•  Members of the NZDF are not to request specific flights, routes, seats and/or class (annex A, para 1e).
•  Wherever possible, NZDF pers are to utilise NZDF base and camp accommodation, and hotels/motels/Airbnb should
only be used where there is no practical alternative (annex A, para 1h).
D E V I C E   M A N A G E M E N T
•  All iPhones, iPads and laptops with data cards incur a monthly leasing charge and a monthly data usage charge. Data
usage and calls are to be justifiable use of government equipment and funds.
•  Laptops without data cards do not incur a monthly charge.
•  All DPA pers that have NZDF issued devices are expected to exercise reasonable care and attention of the device to
minimise the risk of damage to the device.
•  Type of device – standard NZDF laptops are the default type of laptop for DPA staff. Staff who use Adobe Creative
Suite (Creative Team and Digital and Marketing Team) may be provided Macbooks rather than standard laptops.
•  Number of devices – staff will only be provided one device (iPad or laptop) additional to a NZDF provided phone. The
exception to this is if old devices that would otherwise be disposed are available, they may be provided to staff as a
second additional device.
•  SIM/mobile connectivity – laptops/iPads are only to be provided with mobile connectivity and have that connectivity
maintained if they regularly work in a location without wifi or if there is no cost savings to be made by disconnecting
the connection.
•  Device age – devices that have been in operation for greater than 3 years are to be prioritised for replacement.
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V E H I C L E   U S A G E
REF DFO Volume 2 Defence Force Orders for Movements: Land Transport DFO Volume 2
Drivers are responsible for any NZDF vehicle in their care and may be liable not only for damage they cause, but also for
any damage they wilfully or negligently permit to be done by another person.
When an NZDF driver is involved in a vehicle incident, the driver is to undertake action and reporting requirements
specified in the Drivers Orders at Annex C to chapter 11 of DFO Volume 2. These requirements include:
•  Advise by quickest means the driver’s 1-up or nearest HQ and request that information be passed to the NZDF MP and
NZ Police within 24 hours of the incident occurring.
•  Make no admission of liability and express no opinion that may be interpreted as an admission of blame on the part of
the NZDF, but provide the respective NZDF MP and NZ Police such facts and information as they require.
•  Complete as far as practical an MD1302 which is carried within the vehicle, ensuring that you obtain the name, address
and vehicle registration number of any third party.
•  If required, arrange for recovery of the NZDF vehicle back to the owner unit.
•  On return to the unit, report to the VICRS submitter and assist in the completion of the report.
If it is a rental vehicle, then the same processes apply, as well as completing the vehicle incident documentation provided
by the rental company, with the addition that a copy of the rental agreement is so be attached to the NZDF documentation.

E Q U I P M E N T   M A N A G E M E N T
Photography Standing orders
•  Each photographer/videographer is responsible for maintaining the serviceability of their issued personal kit at all times.
•  In addition to personal kits a range of pool items are available for specialist use. To ensure that these items are always
available for use, pool equipment is to be cleaned on completion of task, prior to being returned to the camera store.
•  All breakages, defects, or losses are to be immediately reported to Photography/Video Manager for remedial action.
•  The Photography/Video Manager is responsible for giving direction on what action will be taken and, if necessary where
to send the damaged item.

D R E S S   R E Q U I R E M E N T S
For personal based at HQ NZDF:
REF DFI 0.2 HQ NZDF Standing Orders
•  Dress codes encourage people to dress in a manner that is appropriate to their responsibilities in the workplace and to
enhance the reputation of the organisation. HQ NZDF is the executive headquarters of the Defence Force and as such
a standard of dress and bearing is expected that is commensurate with this status (para 1.5.18a).
•  Uniform. Combat orders of dress such as MCU or solid blue working dress is not to be worn in HQ NZDF unless there
is an intent to undertake training or visit a camp/base/ship where this is appropriate (para 1.5.18a) An exception to this
has been granted for photographers based in HQ NZDF (ref 20200803 DPA Minute: Request for uniform exemption for
PHOTOSP posted or seconded to HQ NZDF).
•  The standard for civilian clothing is business attire. For males this is defined as business suit, or sports coat or jacket
and trousers, with long or short sleeved shirt or jersey. For females and equivalent standard of dress applies (para
1.5.18c).
•  Casual/dress down Friday. On Fridays the standard is civilian dress is relaxed to business casual unless programmed
engagements dictate otherwise. For males business casual includes the wearing the of chino style pants coupled
with a long or short sleeved shirt or a polo top. For females the equivalent applies. Jeans do not meet the standard of
business casual (para 1.5.18d).
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D E F E N C E P U B L I C A F F A I R S
COMMAND AND
COMMUNICATIONS
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Command and Communications
This section of the directive details command and communications
arrangements for DPA.
It covers:
•  Organisational Structure
•  Support Arrangements
•  DPA Snapshot
•  DPA internal communication and collaboration tool guidance
•  Commander’s Critical Information Requirements (CCIR)
D P A   O R G A N I S AT I O N A L   S T R U C T U R E
Director Defence
Public Affairs
Planning &
Monitoring
Media &
Creative
Digital &
Navy
Comms
Services
Marketing
Public Affairs
Army
Public Affairs
Content
Identity &
Digital
Media
Comms
Regionals
Photography
Editors
Design
Video
Marketing
Channels
Air Force
Public Affairs
Joint Forces
Public Affairs
S U P P O R T   A R R A N G E M E N T S

In addition to the management lines shown on the organisational structure, a number of DPA roles have enduring support
relationships with parts of the NZDF.
For the Service teams (PAM/PAO) and HQ JFNZ PAC the appropriate support arrangement using NZDF terminology is
direct support. Direct support in this context is defined as ‘the support provided by designated DPA staff not under the
command of the Service/HQ JFNZ, but required to give priority of support required by that Service/HQ JFNZ’.
For regional communications advisors and the HQ DJIATF PAO the appropriate support arrangement using NZDF
terminology is “in support of”. In support of in this context is defined as ‘the support provided to formations/camps/bases
while remaining within the existing organisational structure’.
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D E F E N C E P U B L I C A F F A I R S
ENCLOSURE:
TIPS AND TRICKS
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Enclosure: Tips and Tricks
This enclosure covers tips and tricks related to:
•  Short-notice deployments
•  Planned overseas events and situations
S H O R T - N O T I C E   D E P L O Y M E N T S
•  Collectively monitor potential events – share information across affected DPA staff.
•  Confirm which DPA staff are deploying and which are involved from home locations early.
•  Confirm C2 arrangements for deployed staff – who they will report to and who will look out for any administrative needs.
•  Aim to have imagery (potentially photo and video), PAO and writing functions in the deployed team – characterise as
gold/silver/bronze options or similar.
•  Consider taking the opportunity to lean in vs not being a burden on the deployed force element and also having
capacity to gather information/imagery and process it for distribution.
•  For NZ responses – arrange vehicles as the earliest opportunity.
•  Establish good working relationships with those deployed and those supporting the deployment.
•  Connect deploying DPA staff to unit PDT if applicable.
•  Establish a ‘chat’ channel for those involved.
•  Connect with deploying forces early and have key staff join their comms chats if possible.
•  Establish a routine for team catch-ups e.g. twice daily. Consider both those intimately involved and a wider group
around them.
•  Determine objectives/priority aspects of ‘the story and develop a shot-list to match.
•  Consider a routine for issuing public information – e.g. daily brief.
•  Determine rest plan within the routine early then monitor.
•  Determine plan to ‘check-in’ on deployed staff.
•  Confirm information and approval flows with other government agencies and relevant Minister’s offices.
•  Deployed staff connect with other organisation public affairs staff early.
•  Maintain balance with media releases, owned external channels (especially website/social media coverage) and internal
communications.
•  Use existing clearance and approval processes as much as possible. Only diverge with good reasons to do so. Confirm
imagery clearance authorities specific to the activity early.
•  Staff that are around the activity but not in the centre – lean in, but be comfortable with being told that those involved
are happy to manage it.
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P L A N N E D   O V E R S E A S   E V E N T S   A N D   S I T U AT I O N S   ( E . G .
C O M M E M O R AT I O N S ,   E X E R C I S E S ,   I N V I C T U S   G A M E S )
Planning
•  Plan everything ahead of time.
•  Discuss with social media and media teams the opportunities and themes for posts prior to departing. Before you leave
NZ write an agreed schedule in the PA plan of when content is required and when it will be delivered. This will need to
be flexible and things can change and what may have looked like a good idea isn’t one in the cold light of day.
•  Engage with the media who are attending before you leave. Pitch angles prior to departure.
•  Pre-write posts, media advisories and releases etc before you leave home. You can add colour and additional detail to
them when the event happens.
•  You do not want to be starting from scratch writing PRs when overseas. There will be times when you are sitting in a
bus, or under a tree in a cemetery on the Gallipoli Peninsula at 3am trying to send content back to NZ. Don’t rely on
connectivity. It can take hours to download images in remote locations and send to NZ.
•  Don’t be afraid to turn things off if they are not going to work. Constantly look for story and photo opportunities to fill
gaps.
•  Do your hometown interviews on the aircraft, at the airport and in the down times before deploying. You have hours on
an aircraft, write the stories then to get ahead of the game.
Relationships and team work
•  Use any pre deployment gatherings to build relationships with the contingent and seek out interesting back stories.
You are an important part of the team and need to know what is going on. Inject yourself into the process, help with
veterans, catafalque guard needs, intel etc.
•  Work closely with your photographer. You need to be on the same page and thinking as one unit. Have adjoining rooms
if necessary as you will need to work into the night sometimes. Talk through the next day’s tasks and expectations. Be
creative with ideas. Take photos with your phone too. Sometimes you will be in different places and see different things.
The photographer has specific things they need to capture, you have more leeway. Capture authentic moments with
your phone – impromptu haka, waiata, songs on the bus, and interactions with the public/children. These are all gold
and show the human side.
•  It’s long days and when the other people in the contingent have stopped that is normally when you are working. Eat
when you can.
•  Gears before beers. The more you do before you go the better prepared you are and the more opportunities you have
to enjoy the environment and the event.
•  Make sure your photographer/videographer/social team is fed and watered. They are precious to you to get the content
out. You need to be a strong, cohesive team.
Public Affairs Kit essentials
•  Laptop, iPad, mobile phone, multiple chargers, power pack. Multi box to plug everything in to.
•  Multi adapter plugs, and USB plugs.
•  Thermal travel mug, ear plugs, beanie, cap, gloves that you can use your phone with.
•  Anything merino and everything to wear if going to cold places.
•  Headscarf (for women). This will come in handy more times than you think.
•  First aid kit basic inc anti histamines and broad spectrum antibiotics. Personal items inc meds. Hair defrizz oil works on
squeaky doors btw.
•  Passport for anything leaving NZ, even it is via ship.
•  Safety equipment e.g. hearing protection (especially for helo ops).
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