R E S T R I C T E D. GENERAL HEADQUARTERS ARMED FORCES OF THE PHILIPPINES OFFICE OF THE CHIEF OF STAFF Camp General Emilio Aguinaldo, Quezon City

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2 GENERAL HEADQUARTERS ARMED FORCES OF THE PHILIPPINES OFFICE OF THE CHIEF OF STAFF Camp General Emilio Aguinaldo, Quezon City 15 May 2008 SUBJECT: Promulgation TO: All Concerned 1. The PA Civil Military Operations Manual (PAM 7-00) provides fundamental principles and guidance in the conduct of Civil Military Operations (CMO) in the three spectra of employment namely peacetime competition, conflict situation and wartime. 2. This manual was reviewed by the PA Capability Development Board and approved by the Commanding General, PA for use as reference and instructional guide on Civil Military Operations 3. This manual is hereby promulgated for the information and guidance of all concerned effective this date. ALEXANDER B YANO General AFP i

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4 COMMANDING GENERAL PHILIPPINE ARMY Fort Andres Bonifacio, Metro Manila FOREWORD The PHILIPPINE ARMY CIVIL MILITARY OPERATIONS MANUAL (PAM 7-00) is a comprehensive reference of all personnel of the Philippine Army that aims to provide guidance and principles for the conduct of Civil Military Operations (CMO) to a wide range of military operations whether on peacetime, conflict situation and wartime. The principles contained therein will result in the standardized planning and operational guidance to all commanders, staff officers and personnel for CMO activities in support to the Army s overall mission. The manual s provisions were tested and validated to ensure their effective implementation. This manual is hereby approved for use of the Philippine Army I urge our officers, personnel, soldiers and civilian employees to observe faithfully the underlying principles and guidelines set forth in this manual. I likewise encourage all Army personnel to send their inputs and insights to Doctrine Center, TRADOC, PA to further enhance this manual. ROMEO P TOLENTINO Lieutenant General, AFP iii

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6 AMENDMENT CERTIFICATE 1. Proposals for amendment or additions to the text of this manual should be made through the normal channels to the sponsor. A sample format of an amendment proposal is found in Annex P of PAM It is certified that the amendments promulgated in the under-mentioned amendment list have been made in this manual. Amendment List Number Date Amended by (Printed Name and Initials) Date of Amending v

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8 PREFACE 1. Scope This manual provides the thorough examination of the theory and practice governing Civil Military Operations (CMO) of the Armed Forces of the Philippines. It tackles the basic requisites for successful CMO in harnessing and integrating CMO programs and activities into a suitable strength, which complements Intelligence and Combat Operations. This CMO Doctrine incorporates judicious use of CMO pillars and their program components, with the fundamental issue of how best to employ them to achieve CMO goals. 2. Purpose This manual was formulated to provide basic Civil Military Operations Doctrine to the AFP. It provides the essential concepts in the planning and conduct of Civil Military Operations. It provides guidance to Unified Commanders, Major Service Commanders, and CMO planners and operators for the direction, execution and support to campaigns and operations in War and in Military Operations Other Than War (MOOTW). 3. Application This manual shall be used as the basic reference for all those who are responsible for Civil Military Operations. It shall be used as a ready reference for all concerned. The guidance in this manual is authoritative; as such, this shall be followed. If conflicts arise between the contents of this manual and other CMO-related manuals, this manual will take precedence for over-all activities related to basic AFP Civil Military Doctrine, unless specifically ordered otherwise. 4. Recession All publications, manuals and directives inconsistent with this manual are hereby rescinded. 5. Gender Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men. vii

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10 CONTENTS Letter of Promulgation Foreword Amendment Certificate Preface Contents i iii v vii ix Section Title Page CHAPTER 1- INTRODUCTION 1-1 Purpose and Scope Rationale 1-1 CHAPTER 2- CIVIL MILITARY OPERATIONS FUNDAMENTALS 2-1 Introduction Definition CMO Principles CMO Pillars and its Program Component CHAPTER 3- ORGANIZATIONAL STRUCTURE AND COMMAND AND STAFF RELATIONSHIPS 3-1 Introduction Civil Military Operation Units CMO Staff Officers Summary 3-8 CHAPTER 4- OPERATIONAL CONCEPTS 4-1 Introduction Intelligence in Support to CMO Summary 4-9 CHAPTER 5- Range of CMO 5-1 Introduction General CMO Functions CMO in Peacetime Competition CMO in Conflict and Crisis Situation CMO in Wartime Situation 5-9 CHAPTER 6- CMO MEDIA 6-1 Introduction Types of Media Summary 6-3 ix

11 ANNEXES A THE CMO AREA STUDY A-1 B THE CMO ESTIMATE B-1 C THE CMO PLAN C-1 D THE TARGET AUDIENCE AND ISSUES ANALYSIS D-1 E THE COMMUNICATIONS PLAN E-1 F THE PSYCHOLOGICAL OPERATIONS PLAN F-1 G THE CMO BATTALION G-1 H DESCRIPTION OF CMO SYMBOLS H-1 Glossary Abbreviation Record of Changes Recommendation for Changes x

12 CHAPTER 1 INTRODUCTION Section 1-1 Purpose and Scope The purpose of this manual is to provide the Philippine Army with fundamental principles and standard guidelines in the conduct of Civil Military Operations as shaped by the changing strategic environment. This manual covers the Philippine Army doctrine for the conduct of Civil Military Operations (CMO) in the three (3) spectra of employment: Peacetime, Conflict, and Wartime situations. It provides guidelines to commanders, CMO staff officers and personnel in the conduct of CMO. Section 1-2 Rationale This Manual has been written to provide the readers a clear and concise understanding of the Civil-Military Operations in any situation. The National Security condition recognizes that the army as part of the AFP can address threats and assist in nation building. This is not a new role for the army since traditionally it is a government institution that not only deters aggressors but also assists in nation building and development. It is in this light that this doctrine has been written to provide a clear and concise understanding of the army CMO and its general applications. 1-1

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14 CHAPTER 2 CIVIL MILITARY OPERATIONS FUNDAMENTALS Section 2-1 Introduction This chapter discusses the fundamentals of CMO operations. It explains the characteristics of CMO activities, programs, procedures, and other essential CMO-related concepts. These fundamentals provide commanders, CMO planners and operators the basics in their planning and implementation of CMO activities. Section 2-2 Definition CMO are planned activities in support to the accomplishment of the PA mission, undertaken independently or in coordination with civilian entities to gain popular support and weaken the enemy s will to fight. CMO, a vital component of the triad, is characterized by activities that influence the beliefs, emotions, behaviors, attitudes, and opinions of intended audiences to facilitate military operations. CMO establishes and maintains good relations among military forces, government and non-government civil authorities, and the populace. Section 2-3 CMO Principles The principles of army CMO follows what it is being outlined in FM and AFPM 2-7. The foundation of PA CMO operation is clear understanding of the Principles of War and its application. 1. Objective. Direct every CMO towards a clearly defined, decisive, and attainable objective. CMO must be integrated with other factors of operation to contribute to the accomplishment of the overall military mission. The objectives of CMO are to gain popular support and weaken the enemies will to resist. However, modifications may be done to suit the objectives of an operational mission. 2. Offensive Seize, retain, and exploit the CMO initiative. 2-1

15 CMO can be used to demoralize the enemy while the force is conducting an attack. A non-stop PsyOps offensive mixed with aggressive counter-propaganda efforts against the enemy will keep the momentum on the military s side. 3. Mass Mass the effect of CMO activities at significant place and time. The impact of CMO to a military activity can be significant if all available CMO components are used. 4. Economy of Force Employ all CMO activities available in the most effective way possible; allocate minimum essential CMO components to secondary efforts. The three CMO pillars are designed for specific objectives. These pillars must be employed appropriately based on the desired impact. If the objective is about abating the enemy s will to fight, apply extensive PsyOps. If the objective is to gain popular support, use Public Affairs or Civil Affairs depending on the specific objective of the activity. 5. Maneuver Place the enemy in a disadvantaged position through flexible application of CMO. CMO must be used to gain support from as many people and communities as possible. This is for the people to cease supporting the enemy. 6. Unity of Command Seek unity of command and unity of effort for every CMO objective. Unity of command requires carefully coordinated employment of CMO activities. To reduce conflicts and maximize efforts, each level of command must support the plans of higher and adjacent commands. The involvement of civilian agencies in military operations may require commanders to seek an atmosphere of cooperation rather than command authority to achieve objectives by unity of effort. 7. Security Forbid hostile actions to acquire an unexpected advantage. Security enhances freedom of action by reducing vulnerability to hostile acts, influence, or surprise. Commanders must protect their forces at all times. They should never be lured into believing that non-hostile activities that 2-2

16 support their mission, such as CMO activities, do not put their forces at risk. Proper planning and knowledge and understanding of the enemy strategy, doctrines, and tactics will lead to the integration of adequate security measures in the CMO plan or order. 8. Surprise Conduct CMO at a time or place wherein the enemy is unprepared. CMO also requires ingenuity. Since it is a non-traditional military operation, it must be conducted with creativity to prevent or delay the enemy from making counter actions. 9. Simplicity Prepare clear, concise, and uncomplicated CMO plans and orders to ensure thorough understanding. Simple plans and clear and concise orders minimize misunderstanding and confusion. CMO may require inter-agency coordination and cooperation. Proper understanding of the task to be performed by each participating unit or agency is imperative. 10. Population Support Seek popular support to win the war. CMO aims to gain popular support for the military. The AFP believes that he who has the support of the masses can win the war. In the outbreak of war or conflict, people support is very essential and must not be discounted. Citizen s welfare and human rights must be respected and upheld at all times. 11. Restraint Apply appropriate military capability prudently. The actions of soldiers and units are structured by the disciplined application of force, including specific Rules of Engagement (ROE). In CMO, the ROE will be more restrictive, detailed, and sensitive to political concerns. Restraints on weapons, tactics, and level of violence characterize the CMO environment. Diplomacy or the use of negotiation techniques averts the use of force. Excessive force could adversely affect efforts to gain popular support and impede attainment of both short and long term goals. 12. Legitimacy Sustain the acceptance by the people of the right of the government to govern or of a group or agency to make and carry out decisions. 2-3

17 Committed forces must sustain legitimacy of operation. Legitimacy comes from the perception that constituted authority is both genuine and effective, and employs appropriate means for reasonable purposes. If committed forces solve an immediate problem in an area but detract from the legitimacy of the government in doing so, they may have acted detrimentally against long-term strategic aims. 13. Perseverance Prepare for the measured, sustained application of military capability in support of government strategic aims. CMO requires long-term commitments that involve more than military effort alone. Underlying causes of confrontation and conflict rarely have a clear beginning or a decisive resolution. Commanders need to assess actions against their contribution to long- term government strategic objectives. Perseverance requires an information strategy that clearly explains the goals, objectives, and desired end- states and links them with the government s interests and concerns. (FM ) 14. CMO Imperatives In conducting CMO activities, it is necessary to be guided with procedures and other essential CMO-related concepts. CMO imperatives are vital in the success of military operations. a. Ensure unity and direction of effort. Leaders provide purpose, direction, and motivation to their soldiers. Every soldier must understand the purpose of their actions and the role he would play in to accomplish a mission. In like manner, all subordinate units CMO activities must support and be directed to the accomplishment of the strategic mission. Priorities must also be identified to avoid waste of resources. b. Plan properly and anticipate events and requirements of CMO activities. To maintain initiative, it is important that proper planning and anticipation be made. Appropriate planning facilitates systematic preparation and coordination of CMO activities with task units and agencies. Enemy actions and counter actions must be considered as measures to optimize the effect of CMO activities. Rehearsals of specific activities should be made if necessary. c. Provide protection and security measures. Force protection and security measures are paramount in every CMO activity. Ingress and egress to target areas must be reckoned ahead of 2-4

18 time. Route and area security must be established before the conduct of an activity. CMO objectives can be compromised by lapses in security. d. Maximize media utilization. The media is a potent CMO tool. Use the media to exploit issues and events to deny the enemy of people support, weaken the enemies will to fight, and gain psychological advantage over them. Foster more effective media relations in order to promptly and widely disseminate Command public information messages. e. Interface CMO efforts with LGUs, LGAs, NGOs, and other Pos. Coordination and cooperation with local government units and agencies, non-government organizations, and other peoples organizations must be created in order to muster resources for social mobilization. CMO specialists must have advocacy and networking skills in order to enhance the convergence of various organizations. f. Use CMO as an enabler, catalyzer, unifier, and force multiplier. Community/people must be motivated and influenced to take supportive actions to the military. Assistance must be provided to the people during crisis situations because they can be partners in the accomplishment of the military mission. g. Exercise discipline and respect for human rights. CMO specialists must act as ambassadors of goodwill and maintain a positive image of the Army or the AFP as a whole. Any misconduct committed, however minor, will be counter-productive to any CMO effort. The best CMO is a disciplined soldier serving the people. h. Use real-time intelligence. Intelligence information is essential to any CMO activity. Interactions with people are potential sources of intelligence information. Draw on the opportunity and disseminate obtained information properly. Always use real-time intelligence in planning CMO activities as much as possible. Section 2-4 CMO Pillars and Its Program Components 15. Public Affairs Pillar. Public Affairs (PA) is a CMO Pillar that conducts information-related activities directed to the external public to ensure clear, accurate, and timely dissemination of information to preserve security and privacy. It is likewise performed to establish and maintain constructive relations with the 2-5

19 communities in order to promote the organization s objectives. PA activities are designed to gain peoples trust, support, and confidence to the AFP. The conduct of PA ranges from Public Information and Community Relations activities and programs. It makes the soldiers aware of the importance of the information environment and community support which affects the conduct of military operations. 16. Public Information (PI) Public Information is a program component of PA that conducts information activities directed to the public to ensure a clear, accurate, and timely dissemination of information. PI provides information to the general public through the use of media. It intensifies public awareness about the PA/AFP. PI may include, but is not limited to the following activities, depending on the military objectives: a. Press releases Information released to the media pertaining to PA/AFP activities, ISO and nation building accomplishments, and positions on national and some international issues with relevance to national security. b. Media appearances Activities conducted by the PA/AFP through TV appearances and radio guestings of key PA/AFP personnel to advocate PA/AFP programs and activities and give details on PA/AFP positions on issues relevant to national security. c. Press conferences Press conferences are meetings of the media with key AFP personnel who discuss PA/AFP programs, activities, and positions on certain issues and other matters significant to the organization. d. PA/AFP information campaign Information campaigns are activities to promote PA/AFP objectives using various media. e. Public symposium Dialogues held with sectors of society regarding the relevance of the PA/AFP in national development and other issues in relation to peace and order. 2-6

20 f. Face-to-face dialogues Dialogues conducted by the PA/AFP with an individual or small group of individuals to deliver PA/AFP messages in a more personal basis. g. Audio-Visual presentations Activities conducted by the PA/AFP using photo and static displays and video-documentary presentations that highlight the PA/AFP as a valuable index of national history and development The active and timely release of complete and accurate information influences the perception of events, clarifies public understanding, and initiates public debate. It pre-empts attempts to misrepresent situations. When adversaries are making intentional misinformation or disinformation efforts, providing open access and independent media coverage is the most effective defense. It is a key tool for countering the impact of enemy information operations. 17. Community Relations (COMREL) Community Relations is a program component of Public Affairs that establishes and maintains constructive relationship with communities to promote the AFP objectives through information activities. COMREL involves organized participation of PA/AFP personnel in community-related information activities. This is to identify soldiers as part of communities while providing support in planning and implementation of community programs. COMREL may include, but is not limited to the following activities, depending on the military objectives: 1) Military participation in community assemblies and dialogues; 2) Community participation in military-initiated community activities, and 3) production of information materials to promote the organization s objectives. a. Civil Affairs Pillar Civil Affairs is a CMO pillar undertaken independent of or in coordination with civilian entities that promotes public trust through cooperation, collaboration, and conduct of sociological and developmental activities to gain popular support. Its activities are designed to win the hearts and minds of the people; gain their willing cooperation, support, and confidence; and induce their active participation in the attainment of military objectives and national goals. The conduct of Civil Affairs ranges from Civil Relations and Civic Action activities and programs. It makes the PA/AFP responsive to the needs 2-7

21 of the society which leads the public to respond in a favorable way towards the AFP. b. Civil Relations (CIVREL) Civil Relations (CIVREL) is a program component of Civil Affairs that promotes cooperation and collaboration between the military and the civilian authorities. It enhances the conduct of civilian-oriented activities to promote closer cooperation with the people and obtain a wide base of popular support for the AFP and the government. It may include, but is not limited to, the following activities, depending on the military objectives: Inter-agency coordination It may include, but is not limited to, the following activities, depending on the military objectives: 1) Inter-agency coordination - interface with other government agencies that will identify and facilitate the acquisition of local resources, facilities, and support. 2) Participation in cause-oriented initiatives - involvement in economic and psycho-political activities that include networking with agencies and institutions involved in development process, empowering civilians, and giving access to development programs of the government. 3) Participation in socio-cultural activities involvement in psycho-social activities that require participation in the protection and preservation of cultural assets, customs, traditions, and practices. 4) Participation in national/local historical events involvement in psycho-social activities that bring pride and honor on the national and local historical events. 5) Interface with other government agencies - that will identify and facilitate the acquisition of local resources, facilities, and support. 6) Participation in cause-oriented initiatives involvement in economic and psycho-political activities that include networking with agencies and institutions involved in development process, empowering civilians, and giving access to development programs of the government. 7) Participation in socio-cultural activities involvement in psycho-social activities that require participation in the protection and preservation of cultural assets, customs, traditions, and practices. c. Participation in national/local historical events involvement in psycho-social activities that bring pride and honor on the national and local historical event. 2-8

22 CIVREL involves the organized participation of PA/AFP personnel in civilian-initiated activities while supporting them in the planning and implementation of their programs. d. Civic Action (CIVAC). Civic Action is a component of Civil Affairs that conducts military initiated activities with developmental and sociological purposes in order to gain popular support. CIVAC is characterized by community activities that are development oriented. It can range from delivery of basic services to implementation of major engineering projects. CIVAC may include, but is not limited to, the following activities, depending on the military objectives: 1) Medical and dental service - activities that include treatment, consultation, and surgery. These are more often conducted in remote areas to address health problems in the communities 2) Engineer capability assistance - activities that involve construction and repair of infrastructures that directly benefits the community. 3) Humanitarian assistance - disaster preparedness, mitigation, and relief and response operations (DIMRO) activities that seize every opportunity to demonstrate PA/AFP dependability and readiness during disasters, and the willingness to mobilize people during emergencies. 4) Environmental protection - activities that support and ensure compliance to environmental laws, community environment protection programs, reforestation projects, and assistance in anti-illegal logging campaigns. e. Psychological Operations Pillar. Psychological Operation (PsyOps) is a CMO pillar that aims to influence the beliefs, emotions, attitudes, opinions, and behavior of enemy and its mass base and supporters to redirect unfavorable attitudes and behavior into favorable, and to transform neutral or passive attitude and behavior to favorable. PsyOps is the planned use of activities and other measures, whether they are military, political, economic, ethical or social, aimed at influencing the attitudes, opinions, emotions, and behaviors of a target group. The program components under the PsyOps are Words, Deeds, and Counter Propaganda. 2-9

23 f. Words Psychological Operations (Words PsyOps). Words PsyOps is a program component of PsyOps that involves the production and dissemination of information, concept, or idea through various media to influence the attitude and behavior of the target audience. Its medium may be face-to-face, printed, audio (radio and loud speaker), audiovisual (television, motion pictures, and skits/plays), objects or merchandises, and information technology (IT). Words PsyOps can also be called communication products. The Words PsyOps Worksheet is used in making Words PsyOps products. Words PsyOps delivers a theme or message to influence the mindset of the target audience in accordance to the way intended for them to do. It may include, but is not limited to the following activities, depending on the military objectives: 1) Production and distribution of printed materials such as leaflets, brochures, comics, posters, books, streamers, and billboards; and, 2) Production and presentation of audio, visual and audiovisual products such as documentaries, TV and radio plugs, conduct of radio programs, and puppet show, among others. g. Deeds Psychological Operations (Deeds PsyOps). Deeds PsyOps is a program component of PsyOps that involves the conduct of combat and non-combat activities, outside of pure communication activities, to influence the attitude and behavior of the target audience. Activities under Deeds PsyOps are combat and non-combat activities that aim to influence the attitude and behavior of the target audience and involve the participation of the target audience and the soldiers in an event or action. Deeds PsyOps can also be called actions. In conducting Deeds PsyOps, Words PsyOps is used to complement the objective of the activity. The Deeds PsyOps Worksheet is used in planning Deeds PsyOps activities. Examples of Deeds PsyOps are combat operations, guerilla theater operation, deception operations, conduct of checkpoints, and other CMO oriented activities such as livelihood projects, sports festival, medical and dental civic actions, and Army Literacy Patrol System (ALPS) h. Counter Propaganda. Counter Propaganda is a program component of PsyOps that involves the conduct of activities in response to enemy propaganda. 2-10

24 It is aimed at neutralizing the harmful effects of the enemy s propaganda efforts and redirecting the target audience to favor AFP objectives. Counter Propaganda themes capitalize on the weaknesses and inconsistencies of the enemy s propaganda. It may employ both Words PsyOps (communication products) and Deeds Psyops (actions). Counter-propaganda measures include preventive actions (proactive) and counter-actions (reactive). 1) Preventive Actions - awareness programs that inform and expose friendly troops and populations to the nature of enemy propaganda. The purpose is to help them understand their vulnerability to propaganda by informing them of enemy propaganda themes that may be employed against them. 2) Counter-actions - measures used to reduce or neutralize the effects of opponent s propaganda. Counter-action techniques include direct refutation, diversion, silence, restrictive measures, imitative deception, conditioning, forestalling, and minimization, among others. To easily understand the pillars and components, a CMO model was developed. Figure 1-CMO Triangle The entire triangle is an equilateral triangle that places the 3 CMO pillars, its relationship to the target audience and its activities, which connotes equality in importance to CMO as a whole. The 3 CMO pillars, namely PsyOps, Civil Affairs, and Public Affairs are also in a form of equilateral triangles, which are placed together with one 2-11

25 touching the other, and form a bigger triangle that constitutes the entire CMO Triangle. The inverted triangle in the middle of the CMO Triangle represents the interplay of the 3 pillars which compose the Civil Military Operations. The PsyOps is red which signifies intensity and strength in dealing with the enemy. It is placed at the topmost of the CMO Triangle which implies the urgency to defeat the enemy. The Civil Affairs triangle is blue which implies cooperation and loyalty with the civilian authorities. It is placed at the right side of the CMO Triangle which implies the immediate and strong partnership with the civilian authorities. The Public Affairs triangle is green which indicates relevance and responsiveness in dealing with the public or community. It is placed at the left side of the CMO Triangle which indicates sincere relationship with the community. The Civil Military Operations triangle being at the center is white which implies strength of character especially in dealing with the enemy, while it implies cooperation and relevance with both the civilian authorities and the public. The side perimeter nouns i.e. Action, Communication, and Relationships signify the primary nature of activities for every pillar. The three (3) target element at the edges of the triangle i.e. Enemy, Civilian Authority, and Public/Community indicates CMO s commitment and focus toward these audiences. The CMO triangle shows that the CMO pillars are complementing and interrelated with one another. The triangle represents the three CMO pillars, its program components, and target audiences. The perimeter specifies the emphasis of each pillar on the efforts each has to contend with in the conduct of its activities. Role of the Philippine Army at various CMO Levels CMO activities correspond with the three levels of warfare. CMO can either be strategic, operational, or tactical depending on the type and size of the target audience, the area of operations, the medium used, and the time span within which CMO is undertaken. The Philippine Army performs its role according to its tasks. 2-12

26 Figure 2 - CMO Level 18. Strategic CMO Strategic CMO is conducted to achieve long-term or broad objectives. It is related to the overall national strategy. CMO at this level includes the political actions of the national government. Its objective is to create appropriate CMO guidelines for the conduct of war in order to generate popular support at the national and international level. High-level policy makers from the AFP s major service commands, its General Headquarters, Department of National Defense, and other government agencies are responsible for the conduct of strategic CMO. At this level, the Philippine Army provides feedbacks through inputs and studies out of its experiences taken at different levels for the policy makers to craft up better policies and programs. The Philippine Army likewise participates in any national security policy-making involving CMO. The Army can also play a lead role in strategic CMO when tasked or given the mandate. 19. Operational CMO Operational CMO is conducted to achieve mid-level or medium-term objectives in support of major military operations. Operational CMO encompasses support to unified commands and division-level military campaigns. Operational CMO links strategic and tactical CMO. 2-13

27 However, in some doctrinal reference materials, division-level operations are considered tactical. CMO can consider division-level either operational or tactical depending on the objective of the mission. The Philippine Army provides forces and/or participates as part of joint operations under Unified Commands. It also develops and enhances CMO capabilities of its subordinate units. Unified Commands are responsible in the deployment and employment of Army units to attain its objectives. 20. Tactical CMO Tactical CMO is conducted to achieve low echelon or short-term objectives in support to tactical operations. It is intended for the people in the locality or a segment of the community located within the battle zone. This includes operations at the brigade, battalion, and company levels where troops are in direct contact with the enemy and the populace. This is called CMO activities on the ground where combat troops are actively involved. A successful CMO campaign addresses and integrates the three levels of CMO. Tactical CMO objectives must support operational and strategic CMO. In turn, operational and strategic CMO must pave the way for tactical CMO activities. Nonetheless, overlapping missions, objectives, and issues can sometimes blur the distinction between the three levels of CMO. At tactical level, the Philippine Army forces must understand its missions applying the principles of two-levels up and its adjacent units. This is to ensure that its effort is in support to higher unit s mission. 2-14

28 CHAPTER 3 ORGANIZATIONAL STRUCTURE AND COMMAND AND STAFF RELATIONSHIPS Section 3-1 Introduction This chapter was created to assist the reader in understanding the CMO Units of the Philippine Army and what support they can give. It was also created to assist the CMO Officer/NCO in conducting his duties as a staff officer or planner. Section 3-2 Civil Military Operations Units At present, the Philippine Army has the following CMO units: the Civil Military Operations Group (formerly Civil Affairs Group (CAG)) and the eight Civil Affairs Units. In addition, all major units have a staff officer as CMO Officer assigned to it. 1. The Civil Military Operations Group The Civil Military Operations Group (CMOG) is a unit directly under the Philippine Army. It is one of the Philippine Army s combat support units. Its mission is to conduct CMO activities and training in support of the Philippine Army. It is composed of officers, enlisted personnel and civilian employees who are organized, equipped and trained to conduct effective CMO activities targeting different target audiences -- the enemy, own troops and the civilian populace. The Civil Military Operations Group has limited tactical mobility due to its limited organic vehicles. The Group has light vehicles only and relies on the units being supported for medium and heavy lift transportation. It has no logistical base for extended sustenance. The Group conducts CMO on an operational level and assists in the strategic level. The Civil Military Operations Group has a Headquarters and Headquarters Service Company and five (5) operating branches. The organizational structure of CMOG is shown in Figure 4-1 below. The HHSC contains the command and control and service support elements. The five (5) operating branches on the other hand concentrate on specific areas of operation for CMO. 3-1

29 Figure 1- The Civil Military Operations Group Organization a. Capabilities. The Civil Affairs Group is capable of the following: Develop, produce, disseminate and evaluate CMO products using the following forms of media: Face to face, Print, Audio, Audio visual, and Objects and merchandise. Plan, provide, conduct and evaluate PsyOps actions covering the following areas of concern: Security and Law Enforcement, Religious, Economic, Social, Political, Educational, Cultural, Health, and Media. Develop, produce conduct and evaluate counter - Propaganda activities. Conduct CMO, PsyOps, Tri-media, ACCORD and SOT courses and provide instructions for CMO/PsyOps modules. Conduct other CMO related activities as directed. The Group s organic media assets include light to heavy print production, audio production, Audio-visual production and dissemination, and loudspeaker dissemination. b. Concept of Operations. The Civil Military Operations Group (CMOG) may assign subunits designed for rapid deployment missions to support other units for purposes of conducting CMO. It can be deployed to any part of the country in response to any intensity levels of conflict. This sub-unit may be employed with minimal external support in a variety of scenarios. It is usually deployed independently or as part of a combat unit with the attendant logistical and service support from the unit being supported. It is normally employed to provide CMO support to units operating against enemy forces. However, it can also be employed during crisis and peacetime situations. The Group is effective in conducting CMO concentrating on three possible target audiences the enemy, own troops or the civilian populace. 3-2

30 2. The Civil Military Operations Units (formerly Civil Affairs Units (CAU s)) The Civil Military Operations Units are operational control of the Infantry Divisions. Its mission is to conduct CMO activities at the tactical level in support of the Infantry Divisions targeting different target audiences -- the enemy, the civil agencies and the civilian populace. The CMOU is organized as shown in Figure 4-2 below. The CMOUs are further organized into three (3) Civil Affairs Figure 2 The Civil Military Operations Unit (CMOU) Organization The Special Operations Team (SOT) Teams (CATs) to support the tactical CMO requirements of the Infantry Brigades. The CATs are normally placed OPCON by the Inf Div to their respective Inf Brigades. The CATs have the same capabilities as the CAG although it has limited organic product development capability and it can not conduct CMO courses. The Special Operations Team (SOT) Platoon is organic to the Infantry Battalions. The SOT Platoon is composed of one (1) CMO team. When deployed as a platoon, the CMO Team of the SOT Platoon operates as a homogenous CMO unit. However, when, the SOT is deployed as a squad, the CMO Team breaks up to deploy as CMO/PsyOps Analysts for the said SOT squad. The CMO/PsyOps Specialists are primarily responsible in the updating of and the collection and gathering of data and vital information needed in the Brgy Area Study (BAS). They determine and analyze issues to be avoided, issues to be exploited, and themes and symbols to be used and prepare, develop and distribute psyops products such as leaflets and posters during immersion, persuasion letters to identified CTM member/sympathizers within the identified enemy political structure in the target area, They prepare scripts or scenario and act as spokespersons of the SOT squad particularly in the conduct of face-to-face communication and dialogue. 3-3

31 The CMO/PsyOps Specialists identifies and provides timely recommendation to the SOT squad leader on possible development agenda projects as well as initiates and ensures the setting-up of the ITDS through community organizing. Section 3-3 CMO Staff Offices The Assistant Chief of Staff for CMO, G7, or equivalent in a unit or headquarters is in a unique position to contribute to the accomplishment of the unit s mission. The Assistant Chief Of Staff for CMO, G7 is responsible to his immediate commander in planning, coordinating, monitoring, supervising and evaluating all CMO activities of the unit. His function is to assist and advice his commander on all matters pertaining to CMO. Specifically, the G7 or equivalent is tasked to: a. Formulate, evaluate, review and analyze CMO plans, programs and procedures. When necessary, institute measures designed to correct deficiencies and problems encountered. Prepare and coordinate all plans, programs and policies for the management of disaster relief operations, rescue and rehabilitation, resettlement, military economic development activities, community relations and CMO activities. b. Exercise primary staff responsibility for the different program components of CMO. 3. Command Relationships The CMO unit commander and the supported unit commander have different responsibilities for CMO. The execution of these activities enhances the commander s mission accomplishments. 4. Staff Relationships To accomplish his duties, responsibilities and functions, the assistant chief of staff for CMO, G7, continuously coordinates with the other general, special, personal and technical staffs. General. In general, G7 interactions with the other staffs are governed by the following: a. Coordinates with G7 on the impact upon the civilian community of all proposed activities in their respective fields. Provides information and assistance in their respective fields for accomplishing CMO tasks. 3-4

32 b. Considers for incorporation into their respective portions of current and proposed operations the advice, assistance, and recommendations provided by G7. c. Provides G7 with information to prepare estimates and studies and, to conduct surveys in support of all CMO activities. d. Provides G7 with information required to assist him in preparing the CMO portion of all plans and orders. e. Advises G7 on present and anticipated requirements for CMO units, personnel and equipment. f. Coordinates with the G7 on the CMO activities of all elements over which they exercise staff supervision. g. Provides information on their respective fields of interest, upon request of G7, about issues and concerns that places the Philippine army in a negative light to the public especially those that were publicized in the trimedia. h. Specific. Specifically, relationships with the other staffs are as follows: 5. General Staffs a. AC of S for Personnel, G1 Coordinates with the G7 concerning CMO unit and individual replacements, and medical support for all CMO activities. 1) Receives from G7 applicable portions of orders and instructions affecting military personnel for dissemination and enforcement, and for impact on morale. 2) Coordinates use of public information media for military personnel aspects. 3) May recommend use of army recreation services, troops and bands in civic programs, parades and events. 4) Provides G7 with info about issues and concerns that places the PA in a negative light. b. AC of S for Intelligence, G2 1) Determines and acts on intelligence needs and requests of the G7 such as security requirements, reports with psyops interest, impact of CMO, security clearances, and special and area studies. 3-5

33 CMO. 2) Advises and assists the G7 on all intelligence phases of 3) Provides G7 with information concerning potential and actual tri-media issues and concerns. c. AC of S for Operations, G3 Coordinates with G7 on the following: 1) Requirements for CMO support of all current and proposed operations. 2) Ensuring that CMO plans and orders are fully integrated into all unit plans and orders Use of units other than CMO units in the performance of CMO missions Establishing the priorities for allocation of resources 3) Impact of CMO on the civilian populations data for combat research requirements Preparation of TOE Historical data and materials for CMO activities Preparation of AOP 4) Recommends priorities and allocation of supplies and equipment for civilian assistance when tactical operations are effected. 5) Receives from G7 recommendations for use of military forces for CMO missions; submits recommendation; and, when approved, provides military units. d. AC of S for Logistics, G4 1) Advises G7 on the availability of logistic support of the CMO portions of current and proposed operations and activities. 2) Receives support requirements from G7 and recommends allocation of support efforts for CMO activities 3) Provides G7 with info about issues and concerns that places the PA in a negative light e. AC of S for Plans and Programs, G5 1) G7, as requested, prepares position papers and reports as inputs concerning CMO in the formulation of PA development plans, war plans, programs and policies. 2) Coordination on off-base housing program of G7. 3) Provides G7 with info about issues and concerns that places the PA in a negative light. 3-6

34 f. AC of S for Comptroller, G6 1) Advises G7 on the availability of financial support for the CMO portions of current and proposed operations and activities. 2) Receives financial support requirements from G7 and recommends allocation of support efforts for CMO activities. 3) Receives financial reports and data from G7 g. AC of S for Training, G8 1) Receives from G7 the priorities for CMO training and recommends allocation for support efforts. 2) Advises G7 on the new developments in doctrines that affects CMO. 3) Advises G8 on CMO doctrines. h. AC of S for Retiree and Reservist Affairs, G10 1) Coordinates with G7 on retiree and reservist activities concerning CMO. 2) Provides information and assistance for accomplishing CMO tasks that concerns retiree and reservist affairs. i. AC OF S for Comm-El and Information System, G11 1) Provides information to G7 on communication-electronics and information system that will assist in accomplishing CMO tasks. 6. Personal Staffs a. Office of the Ethical Standard and Public Accountability. Ordination on the promotion of positive values in line with the military values education. b. Army Chief Public Affairs (formerly Public Information Office) 1) Provides information to G7 about issues and concerns that places the Philippine Army in a negative light to the public especially those that were publicized in the tri-media. 2) Releases information provided by G7 to the tri-media to clarify issues, to refute derogatory reports or to inform the public about the varied activities of the Philippine Army. 3-7

35 3) Coordinates on public information policies, programs, procedures and activities. 7. Technical And Special Staffs a. Army Adjutant General 1) Coordination on publication of orders for the accomplishment of CMO activities. and policies. 2) Coordination on the publication of CMO plans, programs b. Army Judge Advocate General 1) Provides legal advice to ensure that CMO plans, orders and programs affecting the civilian populace does not violate the laws of the land, e.g. Memorandum of agreement, memorandum of understanding. c. Army Provost Marshall 1) Conducts investigation on some of the derogatory reports monitored on the tri-media referred by G7. 2) Furnishes a copy of the investigation report to G7 especially those that were publicized in the media. 3) Army Chaplain.7 coordinates for spiritual services that may be provided in line with the military values education program. 4) AQM, ACOCS, ACE, CS, DS, NC, ACA & WAC. Provides G7, when necessary, with information concerning potential and actual trimedia issues and concerns. The interaction of the different general, personal, technical and special staffs is an important tool in the decision making process. What we have shown above is only a general overview of what we usually coordinate in the conduct of CMO. And, as can be gleamed, CMO coordinates with the general, personal, special and technical staffs. As one of the triad-staffs, CMO will always remain vital to the accomplishment of the mission of the Philippine Army. Section 3-4 Summary The Philippine Army employs the Civil Military Organization Group (formerly Civil Affairs Group (CAG)) and the eight (8) Division Public Affairs Offices (Division Civil Affairs Units (CAUs)) to undertake the Civil-Military 3-8

36 Operations tasks. In addition, all Philippine Army major units have a staff officer as CMO Officer assigned to it. On one hand, the Civil Affairs Group is a combat support unit directly under the supervision of the Philippine Army. Its mission is to conduct activities and training in support to the Philippine Army. On the other hand, the Civil Affairs Units are organic to the Infantry Division. Their mission is to undertake CMO activities at the tactical level in support to the Army Infantry Division. The CMO staff officers are responsible to their immediate commanders in planning, coordinating, monitoring, supervising and evaluating all CMO activities of the unit. They continuously coordinate with the other General, Special, Personal and Technical Staffs to enable them to accomplish their assigned CMO tasks or assist other staffs in their respective functional areas. 3-9

37 3-10

38 CHAPTER 4 OPERATIONAL CONCEPTS Section 4-1 Introduction In any given CMO mission, CMO operators use a framework as an established guide for the planning and execution of activities. Thorough analysis is made of the mission and detailed planning conducted to make sure that the operation becomes successful. This chapter outlines the basic steps that a CMO operator must follow in planning and conducting Civil-Military Operations. The Civil-Military Operations Process identifies the steps that a CMO officer should take in the planning and implementation of Civil-Military Operations activities. The seven-step process is: Figure 1 CMO Process 1. Receive and Analyze Mission. The CMO process begins with the receipt and analysis of the operational mission. The mission is normally received either through an order issued from a higher unit or developed from an ongoing mission. A warning order is issued as soon as a new mission is received, alerting all concerned units and personnel. 4-1

39 From the supported unit s operational mission, the CMO operator then conducts mission analysis and derives a restated CMO mission. Taking into consideration the objectives and mission of the military force, the CMO unit then takes into account various factors in developing the CMO mission. Mission Analysis is critical in the CMO process. It allows the commander to visualize the tactical situation and thereafter develop his CMO mission. The result of the mission analysis is the identification and definition of the CMO mission. Sub-phases in this step are the following: a. Analysis of Higher Headquarters Tactical and CMO Missions (2- levels up) The CMO staffs analyze the higher headquarters orders in order to identify the higher commanders intent and concept of operation. b. Conduct initial intelligence preparation of the battlefield (IPB) The IPB is a systematic and continuous process of analyzing the threat and effects of the environment on the unit. IPB is conducted on the context of a CMO perspective. c. Determine specified CMO tasks Specified CMO tasks are those specifically assigned to the unit by its higher headquarters d. Determine implied CMO tasks Implied CMO tasks are those that must be performed to accomplish the specified CMO tasks. e. Review available assets Examine additions to and deletions from the current task organization, support relationships and capabilities/limitations of all units. f. Determine constraints Higher headquarters usually place some constraints on the unit that restricts their freedom of action. g. Identify critical facts and assumptions The CMO staffs categorize all gathered information into Facts or Assumptions. 4-2

40 h. Conduct risk assessment Risk hazards are identified and an initial assessment of the risk level for each hazard is made. i. Determine initial commander s critical information requirements The CCIR identifies information needed by the commander to support his battlefield visualization and to make critical decisions, especially to determine or validate courses of action. j. Plan use of available time Compare the time needed to accomplish essential tasks to the higher headquarters time line to ensure that mission accomplishment is possible in the allotted time. k. Write the restated CMO mission Prepare a restated CMO mission for the unit based on the mission analysis. The mission must include the 5Ws and 1H. l. Conduct mission analysis briefing If time permits, the staff briefs the commander on its mission analysis. The briefing focuses on relevant conclusions reached as a result of mission analysis. m. Commander approves the restated CMO mission The commander approves the restated CMO mission. This can be the staff s recommended restated mission, its modified version or one that the commander has developed himself. The identification of the Restated CMO mission is an important step. It is a clear, concise statement of the CMO task(s) to be done by the unit and the purpose(s) desired to be achieved. For clarity, it is stated in the format of who, what, when, where and why relative to the unit mission and the commander s intent. 2. Conduct Area Study. The CMO Area Study is accomplished to give the CMO operator a better understanding of the environment where they operate. It identifies the conditions in the area that could help identify probable target audiences and determine possible courses of action that can be used to influence these target audiences. It is prepared as a basic source document for further development of estimates, plans and annexes. Research on relevant factors is made to gather information and data that may be required in the conduct of the identified mission. Usually, intelligence is the basis of Civil-Military Operations or activities that will be 4-3

41 conducted. Thus, proper coordination with the intelligence units or staffs concerned is an important component in the gathering of information. The CMO Area Study is discussed in detail in Appendix B. The CMO Area study is a useful way of gathering and compiling data that may be used in identifying the themes, symbols and issues that will be addressed during the campaign. After gathering the necessary data through the CMO Area Study, a Target Audience and Issues Analysis is conducted. It should be noted that the CMO Area Study is made for use in analyzing a specific area, while a Target Audience and Issues analysis is made to get an in-depth profile of the target audiences within that area. For a methodical approach in the conduct of the Target Audience and Issues Analysis, a worksheet/framework is shown in Appendix E. 3. Make CMO Estimate. The CMO estimate is designed to provide a detailed presentation and analysis of the CMO aspect of the military operation. It gives the commander a view of the different areas of consideration and allows him to visualize the situation on a CMO perspective. The CMO staff develops several courses of action, compares them with one another and recommends what course of action to be adopted. Whenever possible, he presents the estimate to the commander. The CMO estimate is prepared for submission to the commander based on the CMO Area Study previously conducted. The format of the Estimate can be found in appendix C. The CMO estimate draws conclusions and makes recommendations concerning the feasibility of various courses of action from the G7/S7 perspective as well as the effects of each course of action of CMO. 4. Obtain Commander s Guidance. The CMO officer completes the estimate, and then gives the estimate to the commander. From the estimate, the commander issues his decision and/or his guidance that will form the basis for further planning. It should be emphasized that CMO is conducted to support the accomplishment of the unit mission. The planning guidance is provided by the commander to the CMO staff as often as required and is not limited to this step only. The commander, having decided on a course of action for the unit, informs his decision and concept to the CMO officer. 5. Make CMO Plan. After the guidance has been issued, the CMO staff then goes into the planning and development of CMO activities. The staff should be able to identify which pillars are applicable and what particular component/activities are to be used. It is best that particular scripts, write-ups or detailed outlines of the activities are presented as appendix of the CMO Plan. The CMO Plan follows the same format as that of the base plan but is written down on a CMO perspective. During planning, the CMO officer considers the different CMO pillars and components as discussed in Chapter 3. He should ensure that all the activities planned should support the accomplishment of the unit s operational mission. Failure to follow this will mean the dissipation of efforts of the unit. 4-4

42 The CMO Plan integrates all CMO activities to be undertaken during the campaign. The CMO plan also forms the CMO Annex of the Operations Plan (OPLAN). If needed, a Communications Plan (ComPlan) and/or a Psychological Operations Plan (Psyops Plan) may be attached as a tab of the Plan. The format of the CMO Plan is shown in Appendix D. Formats for Communication Plan and Psychological Operations Plan is shown in Appendix F and Appendix G respectively.] 6. Approval/Execution. After the plan has been written down in detail, the staff Officer then submits it for the approval of the commander. The commander then either approves the plan or gives out additional guidance/revisions. When approved, the plan is then put into action and executed. However, the commander reserves the right to make changes to the plan. In this case, the recommendation is first considered and incorporated into the plan before issuance of orders is given. Appropriate orders are then issued for the implementation/execution of the plan. 7. Supervise/Evaluate. The commander and his CMO staff carefully supervise the execution of the different CMO activities written in the detailed plan. He monitors the development of the campaign and evaluates its results in relation to how it is achieving the overall CMO mission. Evaluation of the CMO operation is then used to make modifications in succeeding campaigns. Supervision and evaluation of the execution of the civil-military operations plan/order is very important. The importance of proper supervision on its execution is exemplified by General Erich Von Ludendorff, one of the most notable German figures to emerge in World War I, when he wrote that Orders on paper were of themselves useless, they had to be pounded into the flesh and blood of officers and men. All the detailed planning will go to naught if this last phase is not implemented properly. The CMO personnel must supervise the different CMO activities outlined in the plan and monitor/evaluate the development of the campaign. During this phase, feedback is essential. After a decision is issued for execution, facts and situations that exist when the decision was made may have changed. Feedback is received through reports from implementers and personal observation by the commander, the CMO staff, or subordinate commanders and their CMO staff. Feedback is used to evaluate whether the mission is being accomplished. As the situation changes, additional decisions are required and the process is repeated. 4-5

43 Section 4-2 Intelligence in support to CMO An effective CMO is based on sound intelligence which a CMO practitioner has to rely on in order to achieve its military objective. In planning for Military Affairs, Civil Relations, and Psychological Operations, one should consider areas of concern such as demographics, organizational characteristics, discipline, law and order and morale, issues and opinions, all possible aspects that may have an impact on the execution of any military mission. In a Military Affairs endeavor, a CMO planner considers the organizational characteristics of a unit; the discipline, law and order, and morale of its troops; local, national and international issues affecting the unit and its troops; and the physical, social, cultural, economic, and political profile of each individual within the unit itself. In a Civil Relations endeavor, the CMO planner considers the characteristic of the area of operation; local, national and international issues and public opinion; the public physical and social environment; as well as the cultural, social, economic, and political environment of the area of operation. In planning for the conduct of Psychological Operations, the CMO planner considers the characteristics of the area of operation; its cultural, social, economic, and political environment; and the target group s and subgroup s identity, location, condition, vulnerability, susceptibility, culture, attitude, and behavior. All essential elements of information needed to satisfy the aforementioned intelligence focus may be obtained from various sources as may be available such as existing documents from local government offices and agencies, from the intelligence group of own forces, and from the CMO Area Study. CMO Effort Military Affairs Intelligence Focus Organizational characteristics Discipline, Law and Order, and Morale Local, National and International Issues Essential Element of Information Command and Organizational structure Power structure Key Communicators affecting the personnel Prevalent violations of provision of the articles of war Common security infractions Major National issues affecting military Effects of the National issues Personnel biases and pre-disposition 4-6

44 CMO Effort Physical and social, cultural, economic and political profile Intelligence Focus Organizational norm Political inclination, if any Social/cultural practices Essential Element of Information Civil Relations Characteristic s of AO Terrain, physical features, and climate. Transportation, power, and communication infrastructures. Amount and type of battle damage. Psychological Operations Local, national, and international public opinion. Public physical and social environment. Cultural, social, economic, and political environment of the AO Characteristics of the AO. Location, biases, predispositions, and agenda of local, national, and international media representatives in the AO. Trends reflected by the local, national and international media. Adversary misinformation capabilities, activities, targets, themes, and dissemination media. Popular radio/tv programs and periodicals and their audience demographics. Media personalities and political cartoons. Group attitude, belief, perception, alliance, and behavior. Public and decision-maker attitudes and perceptions. Population demographics. Civilian populace attitudes, alliances, and behavior. Availability of basic necessities (food, clothing, water, shelter, medical care) and ability of populace to care for itself. Location and potential routes, destinations, and assembly areas/sites of displaced persons. Local government status, character, organization and capabilities. Availability of local material and personnel to support military operation. NGOs/POs in the AO, their agenda, resources, and capabilities. Terrain, Physical features, and climate. 4-7

45 Cultural, social, economic, and political environment of the AO Target group and subgroup identity, location, condition, vulnerability, susceptibility culture, attitude, and behavior. Enemy mechanism for political control. Enemy communication system and media used to elicit support from the populace. Enemy propaganda, misinformation capabilities, activities, targets, themes, and dissemination means. Current and past enemy propaganda activities and their effectiveness. Popular radio/tv programs and periodicals and their audience demographics. Media personalities and political cartoons. Group attitude, belief, perception, alliance, and behavior. Impact of planned PSYOPS on individuals outside the targeted group, (i.e., local police force, neighboring populations). 8. Information Operation, an Emerging Concept A recent trend in modern warfare calls for a holistic management of the information environment which affects the result of every military operation.as defined, Information Operation (IO) are actions taken to affect enemy information and information system while defending their own information and information systems. It is the integrated use of electronic warfare (EW), physical destruction, psychological operations, civil relations, military deception, and operation security (OPSEC).An effective information operation coordinates the activities and capabilities of the command into a single, focused operation. As shown on the foregoing table, CMO plays a large part in the success of the Information Operation.In the conduct of Information Operation (IO), the same CMO process is followed in contributing to the IO requirements of the commander. Information Operation Key Concepts IO Element Possible IO Objective Possible IO Targets Operations Security Deny critical friendly information. Adversary reconnaissance, intelligence, surveillance, and target acquisition (RISTA) Military Deception Mislead enemy leaders into making decisions that are favorable to friendly objectives and operations. assets. Enemy leaders and decision makers. Psychological Induce or reinforce Enemy leaders and 4-8

46 operation Electronic Warfare Physical Destruction Civil Relations Civil Relations / Military Affairs attitudes and behavior favorable to friendly operations. Counter enemy propaganda. Degrade, disrupt, deny, and exploit adversary use of electromagnetic spectrum. Destroy enemy information infrastructure. Gain local acceptance and support for friendly presence and operations. Counter misinformation and keep people informed. decision makers, forces, and local populace. Enemy C2 assets and links. Enemy C2 nodes and links, and RISTA Civil authorities and organization. Public, friendly forces and decision makers. CMO efforts as military deception, psychological operations, civil relations and military affairs may be employed to either mislead enemy leaders into making decisions that are favorable to friendly objectives and operations, induce or reinforce attitudes and behavior of enemy leaders, decision makers, enemy forces, and local populace to favor friendly forces operations, counter enemy propaganda, gain local acceptance and support from civil authorities and organization for friendly forces presence and operations, and counter misinformation perpetrated by the enemy and keep the general public, decision makers and friendly forces well informed. Section 4-3 Summary The CMO Process is the basic framework used in the conduct of any Civil-Military Operations activity. Detailed analysis of the mission is paramount in order to properly plan the activities outlined in the operation. CMO operators must always look into the relevance of whatever CMO activity is set in relation to the overall operational mission and intent of the Commander. CMO Area Studies are accomplished to give the Commander a good picture of the operational situation and an analysis of possible target audiences within the area of operation (AO). The CMO Estimate on the one hand, puts down into writing an analysis of the information gathered from the both the Area Study and the Target Audience and Issues Analysis. It is in this report where possible target audiences are recommended and the different Courses of Actions (COA). Ultimately, the CMO staff recommends a COA for the approval of the Commander. 4-9

47 Prior to actual planning and issuance of orders, the Commander issues his guidance based on what has been previously presented to him in the CMO Estimate. Eventually, plans are made with the Commander s guidance as basis, subsequently followed by the approval and issuance of orders. Thereafter, the plan is executed, supervised and evaluated. It should be stressed at this point that the CMO Process serves only as a guide to CMO staff and operators. The steps may be followed in ideal situations but variations may be made depending on the peculiarities of the area of operation (AO) or time available from planning to actual implementation. An effective information operation coordinates the activities and capabilities of the command into a single, focused operation. In the conduct of information Operation (IO), CMO efforts as military deception, psychological operations, civil relations and military affairs are employed and the same CMO process is followed in contributing to the IO requirements of the commander. 4-10

48 CHAPTER 5 Range of CMO Section 5-1 Introduction The AFP Military Strategy defines three spectra of employment peacetime, conflict and wartime situations. In times of peace, the military objective is to deter hostile armed provocations and establish an atmosphere conducive to national prosperity. On conflict situation and crisis period, the aim is to assist in the immediate resolution of the conflict or crisis, in coordination with other concerned government agencies. During wartime, the military seeks to immediately defeat the enemy forces on the air, sea, and land. Further, in situations other than war, the AFP, to a certain extent, will be employed in internal security and anti-crime operations in support of the PNP, socio-economic projects, disaster relief operations, and environmental protection programs. Section 5-2 General CMO Functions The contemporary strategic environment is described as an operational continuum made up of three general state or condition. These states are peacetime, conflict and war. Within the scope of the operational continuum, the general CMO functions are as follows: 1. Identify and obtain local resources In total defense, it is envisioned that when a country goes to war in which the stake is national survival or territorial integrity, the entire nation and its resources, not just its armed forces and defense industries, are involved. CMO elements should begin identifying available resources, facilities and support prior to deployment. They should prepare an assessment and up-todate CMO study based on the intelligence area study. This study lists all pertinent facts relating to resources, facilities, and support available. Upon arrival in the area, the CMO personnel update and validate the area study. Keeping the area study updated provides necessary information. 2. Establish liaison with LGUs, LGAs, and private entities to facilitate support to AFP operations within areas of responsibility CMO elements provide support which includes meetings and establishment of liaisons between the Commander or his representative and the agencies that have agreed to provide specific resources or services. They identify and coordinate requirements for the acquisition of local resources, 5-1

49 facilities, and support within the supported unit s area of operations, and assist the command in the accomplishment of the unit mission. 3. Issue instructions governing relations between individual soldier, units, and members of the civilian population To assist the Commander, CMO personnel must be knowledgeable of all local and international agreements such as the May 14, 1954 Hague convention for the protection of Cultural Property in the Event of Armed Conflict and Geneva Conventions and status of forces agreements, international laws, Philippine laws, and executive directives that define the Commander s moral and legal responsibilities to civilian populations. In coordination with the Staff Judge Advocate, CMO personnel review current plans and future operations with respect to applicable laws and agreements and advise the Commander accordingly. During the planning phase, effective training programs in The Laws of Land Warfare must be conducted for all personnel. 4. Minimize civilian interference with AFP operations While the Commander should conduct operations away from the civilian population, the mission and battlefield situation will not always allow such a choice. The devastation of war or the fear of it causes the population to move from the battle area to safer locations. This movement of the populace within the battle area can disrupt combat and logistical operations. CMO personnel must advise the Commander on the effects of anticipated reaction of the civilian populace. If population centers can not be avoided, CMO element assists by planning on the effective management of dislocated civilians. Where civil authorities are viable, CMO personnel merely supervise and coordinate their actions with the Commander s plan. Where civil authorities are no longer viable, military police (MP) or tactical units assist CMO operators in controlling the movements of the population in accordance to the dislocated civilian plan; identifying, and when possible, avoiding areas where civilian interference with the military force is anticipated; establishing and maintaining control over the civilian populace in the operational area; and handling of displaced persons, refugees, and evacuees in an expeditious and efficient manner. 5. Assist Commander in meeting legal and moral obligations to the local populace CMO personnel assists the Commander in providing temporary support of goods and services to the local population through the LGUs, and in minimizing collateral damage consistent with military operations. In meeting the minimum essential needs of the population, civilian needs should be met with civilian resources. 5-2

50 6. Supplement intelligence effort at operational and tactical level In handling refugees, displaced persons, and evacuees, vital information are collected. CMO supplement the intelligence cycle by identifying local civilian sources of information about enemy order of battle and enemy activities in rear areas. 7. Act as the staff focal point for cultural considerations that impact on AFP operations CMO provides information to the Commander on protected cultural assets, such as monuments, architecture, history, archaeological sites, works of art, books, or any building, which contain cultural property. It also presents inputs to troop information programs on culturally appropriate behavior. 8. Identify specific activities that the AFP should perform to mobilize civilian support for the government and military operations The conduct of the ground defense strategy is based on the precept that the civilian support for the government and military operations will be continuous. Thus, it is necessary to develop and maintain this support in order to implement the Total Defense Strategy that envisions the involvement of the entire nation and its resources, not just its armed forces and defense industries, when the country goes to war. 9. Destroy morale of the enemy When effective CMO are used for sustained period of time, a cumulative destructive effect on enemy military and civilian morale is attained. 10. Reduce combat effectiveness of hostile forces When integrated with other military operations, consistent CMO attacks on morale can lower the combat effectiveness of enemy soldiers. CMO can induce enemy soldiers to malinger, desert, and tactically disengage. CMO can also have an adverse effect on enemy forces discipline, cohesion, and command and control. 11. Induce defection of the enemy Enemy personnel subjected to CMO over extended periods can be induced to rally to government side. 12. Support deception Through the use of various media, CMO can support all types of deception operations. CMO can portray a specific tactical situation to mislead enemy commanders. 5-3

51 13. Direct and encourage resistance elements CMO can sustain the morale of resistance elements within enemy held areas. In addition, CMO may be used to direct the activities of such elements against enemy effort. 14. Influence friendly population CMO can also be used to gain the confidence of friendly population under enemy control, sustain their morale, and direct passive or active measure against enemy effort. In addition, CMO can influence political ideology and religious beliefs through educational programs. 15. Promote goodwill Information and goodwill programs can be directed toward passive targets within an area of operations in order to win active support for our government. 16. Counter Enemy PsyOps Effective counter-propaganda campaigns negate or minimize the effects of enemy propaganda. Section 5-3 CMO in Peacetime Competition The primary focus of military activities during peacetime is to prepare for war through combat proficiency training of the individual soldier, units, joint and combined commands. The AFP also undertakes various activities to support other agencies of the government in. a. National development programs b. Environmental protection c. Humanitarian assistance and disaster response d. Support to law enforcement (i.e. anti-piracy, civil disturbance control and counter-drug operations) e. Border surveillance and patrols, and; f. Peacekeeping. The term peacetime competition includes political, economic, informational, and military measures used to achieve national objectives. 5-4

52 Competitions among neighboring and rival countries are inevitable in peace. Peaceful competition may create frictions that may also lead to conflict or war. In times of peace, armed forces are engaged mainly in trainings and capability building while maintaining a strong defense posture to pre-empt foreign incursions and foreign military adventurism. In the Philippine setting, however, the AFP has been playing an active part, as mandated by the series of Philippine Constitutions for the past five decades, in facilitating the economic as well as social well-being of the nation. CMO, then, is a tool that the AFP actively employs in its socioeconomic developmental missions. Our AFP s Corps of Engineers engage in Engineering Civic Action Programs (ENCAP) such as constructing roads, bridges, potable water system, school buildings, and irrigation facilities, while the AFP tactical units are in the forefront for search and rescue, relief, and rehabilitation operations in times of natural disasters. As in the other spectra of operations in the operational continuum, CMO activities are conducted before, during, and after these peacetime endeavors. 17. CMO prior to conduct of operations (Pre-Ops) Prior to an AFP developmental endeavor, CMO is utilized to effect inter-agency coordination. Development agenda and project identification will provide the AFP units deployed in the field the proper identification of priority areas and applicable development projects that can be easily accomplished. Tapping the AFP in project feasibility study could unburden other government agencies of this task especially in areas less accessible to land transport. This could pave the way for the immediate establishment of developmental corridors that will lead to a continuous flow of basic social services from the government. 18. Information campaign on government s socio-economic programs Knowing that there are difficulties in propagating government socioeconomic programs in remote areas of the country, the AFP could plan out and implement for massive information campaign prior to an infrastructure or engineering project. This will influence people s active participation to community development undertakings. Through this information campaign, oppositions from different groups can be detected and identified in the earliest possible time. Problems on right of ways, land conflicts, and the likes can also be addressed before any project starts. 19. Disaster preparedness and awareness campaign and exercises Preparedness and awareness enhance the ability of any person to cope with extreme situations such as disaster and calamities. Disaster preparedness exercises could be one of the most important CMO activities of 5-5

53 the AFP in peacetime situation. Increased awareness of basic emergency action during calamities and disaster could lessen the incidence of casualties. 20. Inter-agency coordination Also important during conflict or wartime situation, inter-agency coordination during peacetime situation should be a continuous CMO activity. AFP personnel can not do away with this interpersonal necessity as they accomplish their unit mission. Mobilizing other government agencies into a community undertaking is a difficult task for CMO operators. It is as difficult as making people in the community move and work for their own projects. 21. CMO during Operations (During-Ops) CMO effort during developmental operation is geared towards sustaining inter-agency coordination by working harmoniously with LGAs, LGUs, POs, and NGOs to obtain a healthy and productive environment conducive to peace and development. a. Labor assistance The AFP also provides labor assistance to projects. b. Extension of government s concern and sincere dedication CMO becomes an effective tool in showing the government s efforts in serving the people. 22. CMO during consolidation phase (Post-Ops) It should be emphasized that readiness and proficiency remain the highest priority during peacetime and compliance thereof should be ensured by commanders at all levels. a. Feedback mechanism This device involves the collection of information, impressions, or sentiments emanating from the conducted activity. b. Evaluation and documentation These methods measures the success of the activity by assessing its effectiveness in attaining the objectives. A factual account of the activity should be the basis for research and reporting of how the operation was conducted. c. Doctrine Formulation Effectiveness or ineffectiveness of programs conducted varies from time to time and depends on the location. A need to modify programs, policies, or the doctrine itself will enhance CMO to better attain its objectives. 5-6

54 Section 5-4 CMO in Conflict and Crisis Situation The term conflict is defined as a politico-military struggle short of prolonged conventional armed action between organized parties within a nation or between nations. It is often protracted and usually confined to a geographic region but may have regional or global implications. The parties in a conflict often use discriminate and highly selective military action to weaken or strengthen and counter or support subversion, insurgency, terrorism, and sabotage. For superpowers, they use military on a strategically indirect manner to support or counter insurgency. They can also use direct military action on a limited-objective short-duration contingency action. The Philippines, for more than three decades now, have been beset with internal conflict brought about by the continuous effort of political groups with armed followers determined to change the Philippine democratic set-up through violent means. The local communist movement, for one, has staged continuous and protracted guerilla warfare. The AFP has been in the forefront in the counter-insurgency campaign of the government and has employed CMO heavily in countering this threat to the country s internal security. Prior to armed hostilities during wartime situation, the objective of CMO is to support other government agencies in the overall effort to prevent war and assist in the resolution of conflict without resorting to military force. This may be done through exhaustive use of every diplomatic effort to prevent escalation of hostilities, as a result of would be flash point scenario. PsyOps is employed, however, to project the AFP s operational readiness as a possible deterrent to further enemy incursion and military adventurism. When war is imminent, however, CMO shifts emphasis to preparing the population for the introduction of AFP forces. These CMO campaigns are designed to gain acceptance of AFP goals and to explain policies to the people. The activities to be conducted may be ComRel directed to the policy makers to convince them to support the AFP s defense posture and, in some instances, limited counter-offensive operations within the homeland of the aggressor. As troops are deployed, the CMO objective is to encourage the population to accept and support AFP forces and to minimize civilian population interference with AFP deployment operations. a. CMO during Pre-Ops. Prior to the conduct of military operations, AFP Unified Commands through CRSAFP and PA Divisions, and its equivalent in PN and PAF, prepare the civilian populace for the deployment of its military forces. It identifies specific activities that the AFP should perform to fully mobilize civilian support for the government and military operations. As troops are 5-7

55 deployed, the CMO objective is to encourage the population to accept and support AFP forces and to minimize civilian population interference with military operations. It identifies, facilitates, coordinates, and establishes liaison with LGUs, LGAs, and private agencies for AFP requirements and assistance in obtaining available local resources, facilities, and support for military operations within areas of responsibility. Before a conflict or crisis occurs, the AFP may be required to conduct CMO activities to deter enemy actions or compel troop compliance. Activities may include information campaign against enemy s possible activities, such as bombings and ambuscades, and facilitating the formation of speakers board or crisis committees on possible military accidents and environmental or natural disasters. Information campaign materials can be in the form of posters or handouts. Crisis committee can include sub-committees on fire accident, environmental disasters, and military training accidents. b. CMO During-Ops. As the AFP operations commence, CMO supports military operations to reduce the effectiveness of the enemy force and enhance the capability of the Commander to achieve his military objectives by destroying the morale of hostile forces; reducing its combat effectiveness; inducing defection of the enemy; supporting deception operations; discouraging resistance elements; influencing friendly population; and countering enemy propaganda. It also minimizes civilian population interference with military operations and facilitates orderly management of displaced civilians within the area of operation. These operations are conducted using all forms of available media. CMO is used to explain the nature of the incident and the AFP s actions in order to gain public support and awareness. c. CMO during Post-Ops. After the conduct of AFP operations against insurgent guerrilla forces, CMO facilitates the transition of power back to the LGUs within the area of operations. It also assists in the reorientation, education, and organization of the civilian populace; obtain maximum cooperation from area inhabitants; erase fears of the populace; prevent panic; and create a state of mind conducive to willing acceptance of imposed restrictions and controls. On a limited scale, CMO operators then facilitate the delivery of basic government services by the various government agencies and functionaries. CMO is used to improve the actions taken during the conflict or crisis. Activities here include massive ComRel and PsyOps. ComRel include interagency coordination and activities that will address the solution to the conflict or crisis. PsyOps include Words and Deeds PsyOps that project a stronger force after the crisis. 5-8

56 Section 5-5 CMO in Wartime Situation The term war, declared and undeclared, is defined as sustained armed conflict between nations or organized parties within a nation. It involves conventional, unconventional, or, in advanced countries, nuclear and chemical armed action, in a series of connected battles and campaigns. War may be general, involving national survival and the total resources of nations. More commonly, however, war is limited, with restraints on resources and objectives. The same war may be general for one party and limited for one party. For a wartime scenario, the AFP formulates a Defense Strategy in consonance with the national Defense Strategy and Concepts. The defensein-depth is the organization of layers of defense from the coastal areas to the hinterlands. This concept involves forward deployment, rapid deployment, resistance centers, and total force concepts. Forward deployment calls for the deployment of forces in strategic areas of the country along probable avenues of enemy external attack to contain operations until rapid deployment forces arrive. Rapid deployment, on the other hand, calls for the employment of mobile maneuver forces located in strategic containment areas, which are the main and decisive efforts to meet the enemy from any direction and reinforce engaged forward deployed forces. Resistance centers are pre-selected and prepared areas in the interiors where unconventional warfare can be waged. These are also areas where government or its agencies shall be situated to continue their functions, in case the regular seat of government is compromised due to enemy action. The total force concept calls for the integration of reservists into the regular AFP formations When conventional defensive operations become untenable, organized resistance warfare will be employed. Regular or reserve forces will shift to unconventional mode augmented by previously organized and trained citizens living in the battle areas. The AFP regular soldiers trained in unconventional warfare tactics, CMO, and intelligence operations shall develop these resistance centers. a. CMO in Conventional Warfare. In a conventional warfare, CMO is conducted by AFP forces during the three phases of military operations. b. CMO during Pre-Ops. Prior to hostilities, the objective of CMO is to support other government agencies in the overall effort to prevent war and assist in the resolution of crises without resorting to military force. When war is imminent, CMO shifts 5-9

57 emphasis to preparing the population for the introduction of AFP forces. These CMO campaigns are designed to gain acceptance of AFP goals, in particular, and the government s goals, in general, and explain policies to the people. As troops are deployed, the CMO objective is to encourage the population to accept and support AFP forces and to minimize civilian population interference with AFP deployment operations. c. CMO During-Ops. During combat, CMO campaigns are specifically designed to support the Commander's mission. The CMO campaign can enhance combat power by undermining morale and combat effectiveness of enemy forces using radio, TV, loudspeakers, audio-visual aids, and printed materials. The CMO objective now shifts to help minimize interference from the indigenous population. d. CMO during Post-Ops. Once operation ends, CMO will be structured to create a favorable environment for withdrawal of troops while creating positive perceptions of the AFP efforts. The post-ops during conventional warfare is similar to the post-ops during conflict and crisis situation. It is during this consolidation phase that the CMO assists in efforts to organize, reorient, and educate the civilian populace of liberated or occupied areas; calms the fears of the populace to prevent panic, and creates a state of mind conducive to willing acceptance of imposed restrictions and controls. CMO also assists in the evacuation of refugees; publicizing labor requirements and directing potential workers to local labor offices; obtains maximum cooperation from area inhabitants; and assists in Enemy Prisoner of War (EPW) operations. 23. CMO during unconventional warfare When the conventional defensive situation becomes untenable, the ground strategy shifts to unconventional warfare. The conduct of unconventional warfare is also resorted to when hostile forces occupy the areas within the established resistance centers or when higher headquarters deem it necessary to conduct unconventional warfare in enemy occupied areas. CMO functions during unconventional warfare are toward special operations forces. The success of the unconventional warfare depends on many factors. The most important is that the resistance forces develop and maintain the support of the local population. This support extends through the period in which the unconventional warfare effort has been successful and the reinstalled local government is attempting to maintain local stability. 5-10

58 a. CMO during Pre-Ops. Prior to the conduct of unconventional warfare, CMO operators assist the ground Commander in analyzing the enemy s psychological vulnerabilities and recommend how to best exploit it. CMO likewise assists Special Operations Commanders ascertain political, social, cultural, religious, and political considerations that must be understood prior to incorporation into unconventional warfare area. CMO operators may even be deployed in enemy held areas, when required, to conduct limited PsyOps. b. CMO during-ops. When unconventional warfare is employed in the pre-organized resistance areas, CMO units will deploy in enemy held areas when required. Their role will be to encourage resistance elements and assist in efforts to organize occupied areas as centers of resistance. They will evaluate effect of exploited vulnerabilities of the enemy and feed this valuable information to the Special Operations Commanders in the operational area. They will also identify, facilitate, coordinate, and establish liaison in obtaining local resources to support the resistance movement. c. CMO during Post-Ops. After the conduct of unconventional warfare, CMO facilitates the transition of power back to the LGUs and assists in demobilizing resistance forces. It also assists in the reorientation, education, and organization of the civilian populace in liberated or occupied areas to obtain maximum cooperation from area inhabitants; calm the fears of the populace and prevent panic; and create a state of mind conducive to willing acceptance of imposed restrictions and controls. 5-11

59 5-12

60 CHAPTER 6 CMO MEDIA Section 6-1 Introduction CMO in order to be effective utilizes media to convey messages, themes, and activities. This chapter is devoted to give the readers the best option to choose in utilizing the various types of media available in communicating its objectives for a successful accomplishment of a given CMO task or mission. Section 6-2 Types of Media A CMO operator could choose what method or form by which his message will be disseminated to his audience, depending on some factors like, the availability of resources, situations and conditions affecting his area of operation, time available and sensitivity of the problems and issues involved. There are six types of media available for selection of a CMO operator the face-to-face communication, the print, the audio, the audiovisual, the objects or merchandises, and with the advent of modern information technology (IT) the Cyber-Communication. 1. Face-to-face. This medium is popularly known as interpersonal communication where personal contact is involved between the CMO operator and his audience. Some examples of face-to-face communication include dialogues, teach-ins, seminars, conferences lectures, study groups, conversations, meetings, brainstorming and discussions. According to many communication experts, it is considered to be the most effective medium. Advantages of face-to-face communication includes: feedback is immediate; vague messages can be thoroughly explained; limited technical and logistical support as required; audience can be deliberately selected and the appeal directed and tailored for it; complex material can be presented in detail; promotes development of interpersonal relationship. Its disadvantages are security, time consuming, and relative limited audience. 2. Print. This medium comes in the form of printed materials. Among the examples of print media are leaflets, posters, pamphlets, banners, streamers, newspapers, books, magazines, comics, letters, graffiti, manuals, paintings, drawings and photo display. 6-1

61 Advantages of print as a medium are: messages are permanent and cannot be changed; complements other types of media; present complex materials; for better understanding of the message, it can make use of text and illustrations like photos, drawings and cartoons; can be easily stored and kept for future use; can be reread for reinforcement. Its disadvantages are the illiteracy of audience, expensive printing costs, it utilizes messenger, courier, other mechanisms and equipment when disseminating, and can be destroyed when exposed to severe conditions. 3. Audio. This type of medium uses the human voice to transmit messages of CMO operators to their audience. It comes in the form of loudspeakers (megaphone, public address system, man-pack and transportable loudspeakers), radio broadcast (drama, interview, news, appeal, commentaries, documentaries, plugs, radioketics, commercials) and telephone messages. It serves as an extension of face to face communication. Advantages of audio as a medium are: literacy level of the audience is not a factor to be considered; it has wide reach and can cover a relatively large audience; the dissemination of information is fast; no courier or messenger is needed; messages can be transmitted to the audience as the situation changes; the operators can be easily and readily trained; and it can operate anytime of the year and during inclement weather. Its disadvantages include an expensive airtime rate for the radio, the availability of equipment and facilities, it can be subjected to censorship, and it can be jammed. 4. Audio-Visual. This medium appeals to the aural and visual senses of the audience. It combines the sound and motion in its presentation. Examples are: Television, motion pictures, skits and plugs. Considered by many as the second most effective means of delivering messages to the audience, this medium is very appealing to the audience because of its entertainment value. Advantages of audio-visual medium are: it is entertaining; educating; it elicits a high degree on recall; it can reach large segments of the prospective audience; it appeals both to literate and illiterate audience; it appeals to two senses, each reinforcing the other; complicated events and complex ideas can be thoroughly explained; and scenes can be rehearsed prior to recording, filming or presentation. Its disadvantages include an extremely expensive production cost, the production for this medium requires skilled and qualified technician personnel, equipment requires electric power equipment can be very bulky and may not be suitable for mobile missions. 6-2

62 5. Objects and merchandises. These media are tangible objects that could serve as a gift, souvenir, memento, prize, or token from a CMO operator to his audience that deliver specified or implied messages. Examples of which are: t-shirts, ball pens, mugs, ash trays, paperweights, sculptures, effigies, statues, busts, flag lets, trophies, medals, etc. Advantages of this medium includes: it is appealing to both literate and illiterate audience; items are readily available; and objects have functional value to the recipient. Among its disadvantages are: messages may not be easily understood by the audience, and the recipient may not be interested with its message. 6. Information Technology (IT) Information Technology (IT) or cyber-communication is the use of computers and other communications electronics equipment as media in both inter-active communication (two-way) and unilateral effort of propagating information. There are various technologies being used in this type of media the Internet which is the publication of information through the world-wide web; the Intranet which is the publication of information within an exclusive information network of an entity or organization; the Inter-active Video Conferencing which is the use of internet and intranet technology in interacting and communicating with two or more individuals with the aid of audio-visual computer peripherals; and lately the use of SMS data transfer technology as in cellular phones to receive or disseminate information. With these technologies, a CMO operator can disseminate or collect information materials through electronic mail ( ) and cellular phones (text messaging), surf on or publish information through web page, and transmit or receive documents through facsimile machines (fax messaging). Section 6-3 Summary An effective CMO utilizes various media to convey messages, themes and activities. There are six types of media available to the CMO practitioner, the face-to-face communication; the print media; the audio; the audio-visual; objects or merchandises; and the information technology (IT). Among these six forms of media, the face-to-face communication is the most effective medium as it involves inter-personal contact between the CMO operator and the target audience. It comes in the form of dialogues, teach-ins, seminars, conferences, lectures, study groups, casual conversations, meetings, brain-storming, and discussions. 6-3

63 Print Media comes in the form of printed materials such as posters and leaflets, pamphlets, banners and streamers, newspapers, books, comics, and magazines, letters and manuals, paintings, graffiti and drawings, and even photo displays. The messages it conveys are permanent and can be reread by the target audience for better comprehension. The audio, as a CMO medium uses the human voice to convey themes and messages and may come in the form of loudspeaker announcements, radio broadcasts, and telephone messages. This medium serves as an extension of face-to-face communication. The audio-visual medium appeals to the auditory and optical senses of the target audience. It combines the sound and motion in its presentation which is very appealing to the audience because of its entertainment value. Examples of audio-visual medium are television, motion pictures, skits, and plugs. Objects and merchandises as a CMO medium are tangible objects that could serve as a gift, souvenir, memento, prize, or token from the CMO operator to the target audience that deliver specified or implied messages. With the advent of new technological breakthrough in electronics communication, CMO employs the latest in Information Technology (IT) to convey themes and messages. CMO operators use facsimile machines, electronic mail, the cellular phones, and the internet to either disseminate or gather information materials. 6-4

64 ANNEX A THE CMO AREA STUDY 1. History a. Legend. The romanticized popular story of how the area and the people came about as handed down from generation to generation can later be useful in identifying themes and symbols. Note the prominent characters and events of the community legend. b. Actual. The actual and verified story of how the community came about up to the present day. This can be derived from official government records or from interviews with knowledgeable people. Note the prominent characters and events as these will perhaps lead to reasons why the community is as it is today. 2. Geography a. Topography. The physical features of the area to include: 1) Features location, shape, size, of area 2) Physical Layout residential, commercial, industrial areas 3) Relief s mountains lowlands, valley 4) Drainages - swamps, rivers, lakes 5) Vegetation forested area, barren and agriculture land 6) Coasts and beaches 7) Soil b. Weather. Seasons, temperature, ranges, rainfall, etc. 3. Security and Law Enforcement Situation a. Friendly Forces 1) Location and disposition of troops 2) Size of force 3) Profile of commanders, staff and troops 4) Type of unit (PA, PN, PAF, PNP) A-1

65 5) Areas of responsibility 6) Activities/mission of units 7) Discipline and Morale of troops 8) Weapons and equipments 9) Strength and weaknesses b. Enemy Forces 1) Location and disposition 2) Profile of commanders staff and troops 3) Areas of responsibility 4) Type of unit 5) Tactical and propaganda activities 6) Source of financial and material support 7) Discipline and morale of troops 8) Weapons and equipment 9) Strength and weaknesses c. Law Enforcement and Justice 1) Location and disposition of police units 2) Profile of police commanders, staff and policemen 3) Tanod-Bayan groups 4) Police activities/programs 5) Crime situation a) Illegal drugs/drug addiction b) Terrorism c) Kidnapping A-2

66 d) Other crimes e) Gang and groups 6) Profile of judicial personalities a) Judges b) Lawyers c) Prosecutors d) Clerks 7) Local courts 8) Prisons 9) Law enforcement strength and weaknesses 10) Problems concerning justice/judicial system 4. RELIGIOUS FACTORS a. Different religions on the area b. Religious organizations c. Profile of people in each religion/organization d. Beliefs and differences among religions e. Churches and houses of worship f. Religious leaders (pastor, parish priest, etc.) g. Schedule of worship/masses h. Political affiliation of religious groups i. Religious personalities (priest, nuns, lay people) j. Projects and activities of religious groups k. Religion related problem 5. ECONOMIC FACTOR a. Income level of the people A-3

67 b. Forms of livelihood in the area c. Factories and industrial plants 1) Management staff 2) Products and processes 3) Size of labor force/profile 4) Location d. Investment (local and foreign) e. Labor force (employment, unemployed) f. Effects of natural calamities g. Logging concessions h. Mining groups i. Department stores j. Labor unions k. Progressive taxation on people l. Government agencies m. Infrastructure (roads and bridges) n. Real estate o. Water sources p. Electricity q. Transportation (land, water, air) r. Economic problems s. Banks and sources of loans t. Cooperatives u. Land ownership (public, private, titled, mortgaged) v. Rice, corn, sugar, mills to include schedule and fees A-4

68 6. SOCIAL FACTORS a. Population b. Caste system or social stratification (according to origin of birth, economic status, family background, etc.) c. Family relations 1) Influential families 2) Relationship among family members 3) Family feuds/affiliation d. Household ownership and management (patriarchal or matriarchal) e. Places of origin and people f. Ethnic organizations and diversities g. Languages/dialects spoken h. Organizations (Parents-Teachers Association, Parents Homeroom, Samahan ng mga Magsasaka, Lupon ng mga Kababaihan, Kabataang Barangay and others) 1) Purpose/Objectives of the Organization 2) Leadership/Management staff and profile 3) Membership/Composition 4) Fees and dues 5) Projects/programs/activities 6) Sources of support (financial material) 7) Attitude towards government/afp 8) Relations between groups i. Places of gathering (public parks, sari-sari stores, beerhouses, nightclubs, restaurants, etc.) j. Hotels and inns A-5

69 k. Forms of entertainment (drinking, gambling, and cockfighting) 7. POLITICAL FACTORS a. Profile of local leaders 1) Personal data (names, family, educational background, occupation, etc.) 2) Political affiliation 3) Projects/activities 4) Membership in political and non-political organization b. Profile of political parties 1) Leadership 2) Membership 3) Dues and fees 4) Political ideology/beliefs 5) Plans and programs/activities c. Number of voters and voter s profile (number of youth, male or female voters, etc.) d. Attitude/Opinion of the populace towards the political parties and local leaders. e. Government and non-government agencies 1) Leadership/staff profile 2) Past, ongoing and future projects 3) Sources of support f. Land reform and related programs 8. EDUCATIONAL FACTORS a. School in the area. 1) Levels of educations A-6

70 2) Ownership and management 3) Campus location 4) Educational standard 5) Facilities b. Organizations in the school (Student Council, Student Catholic Action, Science Club, etc.) 1) Leadership and management profile 2) Membership Profile 3) Sources of Support 4) Plans programs 5) Political affiliation c. Teachers and school personnel 1) Personal data 2) Political affiliation 3) Educational attainment d. Educational Facilities (Community Library, reading rooms) 9. CULTURE/LIFESTYLE FACTORS a. Daily routine in various occupations 1) Waking, working and sleeping hours 2) Mel/cooking times 3) Recreation 4) Washing clothes 5) House cleaning b. Customs and traditions c. Cuisine d. Fiestas and celebrations A-7

71 e. Peculiar gesture/practices f. Etiquette (forms of address, table manners, hospitality, salutations) g. Marriage practices h. Courtship i. Sexual mores j. Local heroes k. Arts l. Music m. Death and mourning rites 10. HEALTH AND SANITATION a. Prevalent diseases b. Sanitation facilities (toilets, canals, bathing, area, water, pumps) c. Health center/hospital 1) Location 2) Services rendered 3) Ownership and management d. Doctors/nurses/midwives 1) Profile 2) Qualifications e. Birth rate/death rate f. Availability of medicines g. Pregnancy and childbirth h. Local health practices i. Family planning A-8

72 j. Health and sanitation problems k. Media and communication factors 11. Information regarding mass communication facilities and materials in the area to include the following: a. Printed materials (newspaper, comics, magazines, etc.) 1) Number of circulation 2) Publisher/owner/editorial staff 3) Languages/dialect used 4) Prices/subscription 5) Readers profile 6) Location of selling areas b. Television and radio 1) Network, frequency, channel, power 2) Area serviced or broadcast reach affiliation) 3) Ownership/management profile (including political 4) Format of programs 5) Operating hours 6) Language/dialect used 7) Location studio and transmitters 8) Listeners or viewers 9) Market share of broadcast 10) Broadcast personalities (newscasters and commentators) 11) Commercial and rates for advertising c. Movie houses d. Telephone e. Telegraph A-9

73 f. Postal system g. Fax facilities h. Video and photo services i. Printing presses j. OTHERS Other important information needed to understand the peculiar nature of target audience and issues in the area. They can however be incorporated under one of the previous 11 headings. A-10

74 ANNEX B THE CMO ESTIMATE (Security Classification) Originating Headquarters Place of Issue Date Time Group CMO ESTIMATE FOR (OPORD NR / Codename of Operation) Reference: a. Unit Operations Order b. Maps and charts c. Relevant documents (PAS, INTSUM, TAIW, etc.) d. Verbal Orders e. Others 1. Mission a. Unit Mission. Taken from the existing OPORD, the commander's guidance or intent and other document/statement. b. CMO Mission. Who conducts what action, when, where and why. (See Step 1 of the CMO Process) 2. Areas of Consideration a. Terrain, Weather and People. Information obtained from the intelligence Officer. Describes the characteristics of the terrain, weather and the populace that can affect CMO activities. b. Tactical Situation. Information obtained from the operations officer, contained in the OPORD or derived from the commander s planning guidance. Describes the disposition of friendly and enemy forces. 1) Friendly Forces. Disposition of major combat and combat support units. Possible courses of action by tactical units to achieve the unit mission based on the OPORD or commander s guidance. Projected actions and other planning factors that can affect CMO activities. 2) Enemy Forces. Disposition, strength and capability of the armed group (combat and combat support units that can affect CMO activities and the mass base, the sympathizers and supporters (personalities and organizations that can affect CMO activities). c. Organization and personnel situation. Information obtained from the personnel/admin Officer. Includes disposition of personnel and admin B-1

75 units that have an effect on CMO activities. Also includes the present task organization of the unit (include organic, OPCON, Direct Support and General Support units) d. Service Support Situation. Information obtained from the Logistics and Finance Officer. Disposition and capability of the unit and supporting logistics and finance units to provide material support (include breakdown of expenses in annex). Projected developments in the area likely to influence CMO activities. e. CMO Situation. Disposition and capabilities of CMO units. Ongoing CMO activities in the area of operation and those conducted by adjacent units. Disposition and Capabilities of Printing Presses and Media Outlets. Operational peculiarities that might affect CMO like planned deception operation, building of infrastructure. Also includes the disposition, capabilities, programs and projected actions of government agencies and non-government agencies that can assist CMO activities. 3. Assumptions. Indicate all assumptions required as a basis for planning and preparing the estimate. These assumptions can be modified later when additional information is obtained regarding the situation or when specific planning guidance is issued. 4. Courses of Action. Each course of action should indicate the following: a. How CMO units will be deployed b. Target audiences to be targeted c. Issues and attitudes to be exploited d. What CMO activities to be undertaken: 1) MA 2) CR 3) PSYOPS Each course of action undergoes a war-game as to how it may unfold once executed. Consider friendly and enemy capabilities. Describe how the enemy might react to friendly actions and how you may counter them. 5. Comparison of Course of Action. Compare each course of action as to its feasibility, advantages and disadvantages. Compare them as to which offers the best chance of success given the terrain/weather, organization/personnel, service support requirements, PSOPS situation and the tactical situation B-2

76 6. Conclusion and Recommendation. State the relevant factors considered and what course of action should be undertaken by the unit. (signed) Official Designation Annexes (as required) a. Maps/Overlays b. Breakdown of Expenses c. Others B-3

77 B-4

78 ANNEX C THE CMO PLAN (CLASSIFICATION) (Change from oral orders, if any) Copy no. of copies Issuing headquarters Place of issue (may be in code) Date-time group of signature Message reference number ANNEX (CIVIL-MILITARY OPERATIONS) TO OPERATION NO. Reference: Maps, charts, and other relevant documents. Time Zone Used Throughout This Order: PSYOP Tasks Organization: 1. SITUATION. a. Summary. Summary of the psychological situation in the AO, ongoing CMO efforts, targets outside the AO. b. Opponent Forces. 1) Military forces (a) (b) (c) Accessibility. Susceptibility. Effectiveness 2) Nonmilitary organizations. (a) (b) (c) Accessibility. Susceptibility. Effectiveness 3) Capability (ability to conduct CMO) c. Competitors. 1) Military forces (a) Accessibility. C-1

79 (b) (c) Susceptibility. Effectiveness 2) Nonmilitary organizations. (a) (b) (c) Accessibility. Susceptibility. Effectiveness 3) Capabilities d. Nonbelligerent Third Parties (for example, foreign workers). 1) Military forces (a) (b) (c) Accessibility. Susceptibility. Effectiveness 2) Nonmilitary audiences. (a) (b) (c) Accessibility. Susceptibility. Effectiveness 3) Capabilities e. Friends. 4) Military forces (a) (b) (c) Accessibility. Susceptibility. Effectiveness 5) Nonmilitary audiences. (a) (b) Accessibility. Susceptibility. C-2

80 (c) Effectiveness 6) Capabilities f. Attachments and Detachments (CMO-named assets: attached, detached, leased, or lent). 2. MISSION. 3. EXECUTION. Commander s intent Target accessible, susceptible audiences based on a coordinated program of products and actions to facilitate my operations. a. Concept of the Operation: GS). 1) Phased operations (unit missions tactical control, DS, (a) Redeployed. (b) (c) (d) Deployment Tactical/sustainment operations. Consolidation b. Coordinating Instructions. 1) Rules of engagement. 2) Summary work sheet 3) Liaison officers 4) Approval of programs 5) Handoff prototype and products to SOP. 6) Disseminating agencies, as prescribed in support unit s 7) Targets out of range. 4. SERVICE SUPPORT. 5. COMMAND AND SIGNAL. Acknowledgement instructions Last name of commander C-3

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82 ANNEX D THE TARGET AUDIENCE AND ISSUES ANALYSIS Target Audience and Issues Analysis (TAIA) - is the foundation of a successful CMO campaign. From TAIA, courses of action to be conducted are determined in order to achieve the CMO mission, whether Military Affairs, Civil Affairs, or Psychological Operations. Proper TAIA is the heart of developing CMO products and planning for CMO. The CMO Area Study (CMOAS), which contains the list of probable target audiences, outlines the condition affecting them and identifies probable weaknesses and issues that can be exploited, is the basis for TAIA. The TARGET AUDIENCE AND ISSUES WORKSHEET is used in conducting TAIA. The top portion of the worksheet is the HEADING and contains the information which serves as a general guide to the planner to keep him focused to the unit mission. This Heading includes the following: UNIT MISSION CMO MISSION TARGET AUDIENCE 1. Unit Mission. The unit mission is taken from the Operations Order (OPORD). Includes the: who, what action, when, where and why. If CMO is conducted independent of a tactical operation (i.e. no OPORD is available), the unit mission will generally be prescribed by the unit commander. 2. CMO Mission. The CMO mission is derived from the unit mission and the commander s intent contained in the OPORD. Outlines what action, where, when and why. The commander can be consulted for his specific guidance. 3. Target Audience (TA). The target audience to be analyzed is taken from the list of the probable target audiences found in the CMO Area Study (CMOAS). Selection must be based on the CMO mission, initial perceived weaknesses and issues, and other situational factors. The target audience may be a single person or a group of persons to whom the CMO campaign is directed to. D-1

83 The best target audiences are those that share a certain similarity in terms of needs, wants, objectives and desires. Target audiences can also be specific groups based on: a. livelihood, b. income c. level d. political affiliation e. economic interests f. ethnic group g. religion h. Social class & etc. 4. The 3 General Types of TA Based on Groupings a. Group - Target audience whose members are bound together by common activities and goals. Group is the most preferred target audience because the members identify with one another and cohesiveness is strong. b. Category - Target audience characterized by certain demographic similarities such as age, income level, ethnic origin or occupation. With these similarities, one can infer that the members of the category generally possess similar attitudes (based on their needs, desires and motivations) and exhibit similar behavior. c. Aggregate - Target audience identified by a common geographic location. Aggregates are a very heterogeneous lot. The members have different, sometimes conflicting attitudes and have very little in common except for a common living space which may or may not be permanent. PSYOPS operators can use the aggregate to spot categories and groups. Aggregates are the least preferred target audiences. 5. The 2 Specific Types of Target Audience. They are members of the groupings (aggregate, category and group) which when used to deliver themes and messages to the groupings can enhance the effectiveness of the campaign. a. Key Communicators - are individuals or groups to whom the members of the target audience turn to for information, opinion or advice. They are sometimes called opinion leaders because they serve as catalysts for the formation of public opinion. D-2

84 Key communicators are known, respected, trusted and listened to by the people because of their credibility and accessibility. There are two types of key communicators, the formal communicators and the informal communicators. 1) Formal key communicators - have position and title. These include the political leaders. Ex. (governor, mayor, congressman, barangay captain, etc. 2) Informal key communicators - are those without position or title but do exert considerable influence on the target audience by virtue of credibility and charisma. Examples: (the owner of the sari-sari store or village thresher, the wife and children of the political leaders, etc.) b. Intermediaries - are bridges to the real target audience. Intermediaries can either be individuals or groups who are capable of relaying the PSYOPS message to the target audience and even influence their attitude and actions. The bottom portion of the worksheet which contains five columns is the BODY. These columns form the analysis of the target audience. 6. Psychological Objectives Column. Psychological objective is the expected response from the target audience. It is derived from a keen analysis of what is needed to achieve the CMO mission. There are two types of psychological objectives, the cohesive psychological objectives and the divisive psychological objectives. a. Cohesive psychological objectives seek to unite the members of the target audience toward the accomplishment of the PSYOPS mission by encouraging them to place the good of the group above their individual good. b. Divisive psychological objectives aims to separate or divide the members of the target audience, pitting individuals or groups against each other, by encouraging them to place their personal interest over the common good. In COIN operations, divisive objectives are usually directed towards the enemy armed group. Examples of cohesive psychological objectives are: 1) GOODWILL 2) ENCOURAGEMENT 3) COMPLIANCE 4) COOPERATION D-3

85 Examples of divisive psychological objectives are: 1) DISCOURAGEMENT, DEFEATISM, APATHY 2) HOSTILITY AND NON-COOPERATION 3) DISCORD 4) PANIC 5) RESISTANCE 6) DEFECTION, DESERTION and SURRENDER 7. Conditions and Attitudes Column a. Conditions refer to the prevailing situation that the target audience find themselves in. As a whole, conditions describe the situation in which the CMO campaign will be conducted. These are basically derived from the information contained in the CMO Area Study (CMOAS). b. Attitude is the mood of an individual for or against a person, organization, issue or object. It refers to the predisposition of an individual or group to evaluate controversial questions or topics in a favorable, unfavorable or indifferent manner. People s values and motives are reflected in their attitudes and attitudes are affected by physical, emotional and mental influences (good or bad health, family, religion, anxieties, customs and traditions). 8. Weaknesses and Issues Column a. Weaknesses refer to exploitable conditions which create a need in the target audience to create attitudes or change behavior favorable to the accomplishment of the psychological objectives. These are factors that render them vulnerable to persuasive appeals. Weaknesses refer to needs, desires, values or ideals which the target audience has an intense need or desire for. Weaknesses can also be fears, insecurities and anxieties. 9. Issues Column a. Issues are topics, oftentimes controversial, which can be used to influence the target audience in order to achieve the psychological objectives. =They can be events, conditions confronting the target audience, government program or actions of personalities. Weaknesses and issues are related in the sense that weaknesses can be issues. D-4

86 10. Susceptibility Column a. Susceptibility refers to the degree with which the target audience will respond or react to the weaknesses/issues being exploited in relation to the psychological objective and the CMO mission. 11. Priority Column. The CMO operator then sets the priority on which issue to exploit depending on the degree of susceptibility for each of the issues and corresponding attitudes indicated. Each issue should be marked as H1, H2, H3 or M1, M2 etc depending on the degree of susceptibility for these issues. 12. Courses of Action Column. Courses of Action (COA) - are the CMO activities: (i.e. MCA, PI, or COMREL for Civil Relations effort; Deeds-Psyops, Words-Psyops or Counter-Propaganda for PSYOPS effort; MILE, MILVED, or CI for Military Affairs effort.) The courses of action to be employed depends on the assessment of the CMO operator as to what appropriate activities could best influence the target audience in order to achieve the psychological objectives contributory to the accomplishment of the CMO mission and hence, the unit s mission. TARGET AUDIENCE AND ISSUES ANALYSIS WORKSHEET (TAIAW) FORMAT UNIT MISSION: TARGET AUDIENCE PSYOPS OBJECTIVES CONDITIONS ISSUES ATTITUDES SUSCEPTIBILITY/ PRIORITY COURSES OF ACTION D-5

87 WORDS PSYOPS WORKSHEET UNIT MISSION: TARGET AUDIENCE ATTITUDES THEMES & SYMBOLS MEDIA DELIVERY FREQUENCY NUMBER DATE/TIME REQUIREMENTS DEEDS PSYOPS WORKSHEET UNIT MISSION: TARGET AUDIENCE ATTITUDES ACTIONS MESSAGE WORDSPSYOPS SUPPORT REQUIREMENTS D-6

88 TARGET AUDIENCE AND ISSUES ANALYSIS WORKSHEET (TAIAW) \\\\\ SOUTHCOM, AFP, counter attack on 24 Nov 01 to seize and regain control of Davao City from enemy forces in order to prevent international recognition of a New Islamic State. UNIT MISSION: JPT conducts PSYOPS on H Nov 01 in support of the AFP Southern Command counter attack operations in Davao City in order to deceive the enemy of the main attack, weaken their capabilities and will to fight and strengthen the civilian sympathy and support to the government TARGET AUDIENCE Enemy: (BIAF-MILF & MRGU- NPA) PSYOPS OBJECTIVES CONDITIONS ISSUES ATTITUDES SUSCEPTIBILI TY/ PRIORITY COURSES OF ACTIONS 1. To en (MILF & NPA) to give up the fight and surrender to the govt. 2. To create confusion & divisivene ss among and between the ranks of the enemy. = After the fall of Camp Abu Bakre in Oct 00, the BIAF-MILF has forged an alliance w/ Medardo Arce Command of the NPA operating in Central Mindanao area. = Under a joint command of Hashim Salamat and Ka Luis Mercado, the group was able to mass up three (3) Field Divisions of the BIAF and 2 MRGU forming an estimated number of 5,000 Armed Group and 2,000 unmanned/noncombatants. = Source of financial and material support: AIC, OIC & CPP. = Equipment, Armaments, Ammos: (Lists all) = The combined enemy groups are 1. Declaration of Islamic State 2. Massive counter attack by the govt 3. Tactical Alliance of NPA & MILF. 4. Int l support of the alliance of - Provide a sense of authority - Increase morale of the followers - Desire for freedom and independence - Fear of a full scale war - Fear of international condemnation - Need of international recognition - Need for security - Feels anxious - Fear for loss of life - Fear for sustenance for a prolonged war - Fear for loss of followers & civilian supporters. - Increase morale - M4 - L1 - L2 - M2 - M3 - H8 - H4 - H5 - H1 - H3 - H3 - M1 - H2 - H6 -W/D/C PSYOPS -W/D/C PSYOPS -W/D/C PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D PSYOPS -W/D/C PSYOPS -W/D/C PSYOPS -W/D/C PSYOPS -W/D/C PSYOPS -W/D PSYOPS -W/D PSYOPS D-7

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90 ANNEX E THE COMMUNICATIONS PLAN H E A D Q U A R T E R S P H I L I P P I N E A R M Y Fort Bonifacio, Makati City G7PA SUBJECT: (Date) Communication Plan (Name of COMPLAN)) to Oplan TO: See Distribution 1. References: 2. PURPOSE: 3. SITUATION: a. General. E-1

91 b. Specific. 1) Military Dimensions a. (Target Audience 1). b. (Target Audience 2 if there a re more than one TA). 2) Non Military Dimensions. 4. MISSION a. Primary Objectives b. Secondary Objectives E-2

92 5. EXECUTION a. Commanders Intent b. Concept of Operations/Implementation 1) Thematic Relevance, continuity and progress a) Themes to be stressed: b) Themes to be avoided: 2) Communicating Through third party Spokesperson 3) Counter-Organization through coalition 4) Periodic evaluation 6. TASKS 1) PA Major Subordinate Units 2) CAG, PA 3) OACPA Coordinating Instructions 1) 2) 3) 4) 5) BY ORDER OF (Name of commander) (Name, Rank, Designation below Signature of Officer) E-3

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94 ANNEX F THE PSYCHOLOGICAL OPERATIONS PLAN H E A D Q U A R T E R S P H I L I P P I N E A R M Y Fort Bonifacio, Makati City G7PA (Date) SUBJECT: PSYOPS PLAN to Oplan TO: All Unit Commanders 1. SITUATION:. 2. PURPOSE:. F-1

95 3. IMPLEMENTATION: a. Concept of Implementation. b. Categorization of Issues and Events To ensure that there is no duplication or gaps in the psychological operations effort, issues and events that could be subject to exploitation shall be categorized into four (4) levels: 1) LEVEL 1 2) LEVEL 2 3) LEVEL 3 F-2

96 4) LEVEL 4 c. Enemy Orientation. For (target audience) (ex For CPP/NDF/NPA) 1) LEVEL 1. 2) LEVEL 2. 3) LEVEL 3. 4) LEVEL 4 F-3

97 . For (target audience) 1) LEVEL 1 2) LEVEL 2. 3) LEVEL 3. 4) LEVEL 4. d. Unit Responsibilities 1) LEVEL ) LEVEL ) LEVEL 3 -. F-4

98 4) LEVEL ) Operational Concept a) b) c) d) 2) CMO Operational Tools a) b) c) d) e. Target Audience. f. WORDS-PSYOPS. g. DEEDS PSYOPS. F-5

99 h. COUNTER PROPAGANDA. i. Expected Results. j. Coordinating Instructions 1) 2) 3) 4) 5) 6) 7) BY ORDER OF (Name of Commander) (Name and Signature of Officer) F-6

100 RECOMMENDATION FOR CHANGES (Originating Agency) (Date) Subject: Recommendation for Changes To: The Chairman, AFP Doctrines Board General Headquarters, Armed forces of the Philippines Camp General Emilio Aguinaldo, Quezon City The following recommendation is submitted for improvement of (short title) (long title) page Article Para No. Line Sentence Figure No. Comment: Recommendation; (Signature of CO) F-7

101 Section 1.01 RECORD OF CHANGES Identification of Change or Correction and Reg. No. (if any) (a) Date Entered By Whom entered (Signature, Rank, Grade Name or Rate; Name of Command) F-8

102 ANNEX G CMO BATTALION THE CMO BATTALION 1. Operational Concept a. Organic to the Infantry Division b. One CMO Coy is OPCON to an Infantry Brigade c. One COM-IN team is dedicated to one Infantry Battalion d. CMO Support Coy (former CMOU) integrates and translates CMO activities from geographical and sectoral deployments to shape the operational environment; and addresses special CMO concerns of the Division e. Public and Command Information Section (former DPAO) address the Public Affairs requirement of the Division 2. ISO Mission (for CTM areas): Conduct CMO to neutralize CTM s Ideological-Political-Organizational (IPO) works and Agitation-Organizing-Mobilization (AOM) efforts in order to deny the CTM s mass base support and alliance-building. G-1