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It is 12 hours after a brigade combat team's (BCT's) air assault to seize a flight landing strip (FLS), and the brigade commander is pondering what has turned into a frustrating experience. What seemed like a flawless operation has become a nightmare for the commander and his staff.

At first light, the engineers, who had begun clearing and repairing the FLS, received a heavy mortar attack and sustained numerous casualties and the loss of critical equipment. Other engineers had ventured out to treat the wounded and to continue clearing the FLS and they, too, came under mortar attack. The infantry battalion commander responsible for clearing and opening the FLS reported to the brigade commander that he would not be able to accomplish his mission. He reported that the enemy seemed to have eyes all around the FLS, that every time his clearing force attempted to move, mortars would hit it. He requested that the artillery shoot a smoke mission, and asked for a smoke platoon to lend a hand. The brigade commander wondered why his staff hadn't planned for this contingency.

Immediately following the infantry battalion commander's report, the battalion commander responsible for the outer ring security fight reported that the main supply routes had been mined during the night, thus completely stopping all movement in the brigade's area of operations. He reported numerous vehicles lost in minefields and mortar rounds landing on friendly convoys. As if this weren't enough, he also reported that civilians had shut down the landing zone designated to receive critical supplies. In response, the battalion commander requested civil affairs teams to assist with the civilians.

All the brigade commander could do was shake his head and ask himself why his combat power is so diffused. The brigade executive officer mumbles something about not having the time to properly complete the targeting process, which he feels is solely a fire support responsibility.

The vignette above is designed to highlight the importance of the targeting process in focusing and synchronizing combat operations. The maneuver commander uses the targeting process to focus all of his collection and delivery assets (battlefield operating systems, or BOS) to attack enemy targets which he decides are critical to the success of the operation. The targeting process also allows the commander to visualize the enemy's capabilities, functions, and intent 24, 48, and 72 hours in advance, thereby focusing his resources to attack key enemy functions and to set the conditions for success in subsequent fights. Extending the targeting process into the future allows maneuver commanders to anticipate future operations. In turn, this allows them to prepare orders, acquire additional resources, and position assets to accomplish upcoming missions, such as attacks on critical enemy functions. The maneuver commander's operations then become proactive, rather than reactive, allowing him to seize the initiative. In summary, the targeting process provides the commander the means to seize, exploit, and maintain the initiative by focusing combat power and all battlefield operating systems, in both time and space, on critical enemy functions, limiting the enemy commander's ability to act.

The targeting process has four phases: Decide, Detect, Deliver, and Assess (see Appendix A).

In the Decide phase, the maneuver commander determines which enemy functions and capabilities he must attack and specifies the effects (delay, divert, disrupt, limit, destroy, and damage) that must be achieved to ensure success. This is the most important phase of the process, because it serves to focus the brigade combat team's operations on attacking those critical enemy capabilities that will set the conditions to accomplish the mission.

In the Detect phase, the staff allocates resources to locate and track those critical targets selected by the commander in the Decide phase. Redundancy in detection assets is important. Also, the staff should task a given detection asset for a specific period of time. This time should be based on the brigade S2's analysis of when the target will arrive on the battlefield.

In the Deliver phase, the staff conducts analysis and determines which asset is best suited to attack a given target to achieve the results specified by the commander. It is important to remember that attack assets can be both lethal and non-lethal. For instance, if one were to target the local civilian population for the purpose of obtaining their cooperation, then it might be correct to assign a civil affairs team to "engage" the local mayor. The staff must ensure that it allocates redundant systems to attack the target and that at least one of these systems is not weather-dependent.

Assess is the fourth phase of the targeting process. For each critical target in which the commander must have damage assessment to make a future decision, the staff must allocate a resource to collect this information. These resources will assess either actual battle damage or the capacity of the enemy function to accomplish its mission. The staff must specifically task each resource as to when it must make an assessment and have systems in place to receive, process, and analyze this information. For example, if the brigade commander wants the enemy's ZSU-23/4 destroyed before authorizing an air assault, the staff would task the attack aviation battalion to assess after it has located and engaged this target. After the engagement, the attack aviation battalion would fly the gun camera tapes to the brigade TOC where the brigade commander can then use them to determine whether the conditions have been met for the air assault. The brigade staff must remember that not all targets need to be assessed after being attacked. Only those high-payoff targets (HPTs) the commander needs to make future decisions on are allocated resources for assessment. The commander should clearly identify which HPT he needs assessed in guidance to his staff.

How do you integrate the targeting process into the military decision-making process (MDMP)? (See Appendix B.) The targeting process begins when the brigade receives the first warning order from division. The brigade S2 and the brigade targeting officer meet to conduct initial mission analysis and to evaluate, identify, and list the enemy's high-value targets (HVTs) for the upcoming operation. HVTs are defined as capabilities or functions that provide the enemy commander a distinct advantage or which are key to his success. Once this initial list is complete, the brigade S2 and the targeting officer meet with the FSCOORD, brigade XO, brigade S3, and brigade FSO to review it. The S2 then begins working on his reconnaissance and surveillance (R&S) plan to detect these HVTs. The BDE XO and BDE S3 also begin to understand what the upcoming operation will have to accomplish with regard to attacking enemy capabilities. This informal targeting team meeting will help focus the staff and ensure that the targeting process is fully integrated with the MDMP.

The HVT list is continuously refined during subsequent warning orders and after the division order is received. During formal mission analysis, the HVT list is refined, and the brigade S2 and targeting officer nominate critical targets to become high-payoff targets for the commander's approval during the mission analysis brief. During or after this brief, the commander must give his guidance regarding the enemy functions (HVTs) on which he wants to focus his attack resources and the effects (delay, disrupt, limit, destroy, divert, damage) that he would like to achieve on each function. The commander's guidance for HVTs is the most critical input into the targeting process because it provides focus to the process and influences the development of courses of action (COAs). The HVTs that the commander selects then become high-payoff targets (HPTs). A target is considered an HPT if the commander deems that the particular enemy function or capability must be acquired and successfully attacked for the friendly mission to succeed.

The development of the HPT list (HPTL) provides focus and sets priorities. It assists the brigade S2 in the development of his intelligence collection plan. The S2 should develop recommended priority intelligence requirements (PIRs) to determine when and where on the battlefield the brigade combat team will see the HPTs. The targeting officer begins filling out the target synchronization matrix (TSM) (see Appendix C), the target selection standards (TSS) matrix, and the attack guidance matrix (AGM), and begins preparing for COA development.

Next, the brigade staff develops COAs to accomplish the mission and to attack the HPTs selected by the commander during the mission analysis brief. As each COA is developed, the battle staff must determine, by phase, which assets are the best to Detect and Deliver against the HPTs. The staff must be specific about what they want the reconnaissance elements to detect, so that the BDE S2 can complete their order and deploy them as soon as possible. As COA development progresses, the targeting officer and the BDE S2 ensure that the BDE S3 considers how each HPT will be detected and which delivery system will be used on it. This ensures that the COA is developed with the consideration of detecting and attacking the HPTs, thus linking the targeting process with the MDMP. The COA must also ensure that detection and delivery assets are in the area of operations, in position and ready to detect or deliver during the expected time that the HPT will appear on the battlefield. For instance, if the commander is concerned about enemy mortars interdicting an air assault, then the staff must develop a COA that puts a detection asset, such as a Q-36 radar, early on in the airflow.

Throughout COA development, the targeting officer continues to complete the target synchronization matrix (TSM), target selection standards (TSS) matrix, and attack guidance matrix (AGM). The BDE S2 continues to refine his reconnaissance and surveillance plan, and the BDE FSO starts to develop the scheme of fires. One technique to help keep the staff focused on the TSM and on targeting is to post an enlarged copy (4' x 3') of the targeting synchronization matrix so that it is plainly visible to everyone. The targeting officer fills in the enlarged TSM as COA development progresses, and keeps the BDE S3 and BDE XO focused on the HPT list.

COA analysis/war-gaming is a very important step in integrating the targeting process with the MDMP. A proper COA comparison will ensure that the targeting process is fully incorporated into the MDMP. As the brigade staff prepares for war-gaming, the targeting officer ensures that the enlarged TSM is posted in the front for everyone to see. Also, the targeting officer posts a chart with all detection and delivery assets available for the operation, with the times that each system is available (see Appendix D). As each critical event is wargamed, the FSCOORD and the BDE FSO ensure that the BDE S2 identifies approximate times and locations on the battlefield that the selected HPTs can be expected, allocating detection assets to each. The brigade staff must focus only on those HPTs that can influence the brigade's COA, otherwise it runs the risk of attempting to locate and attack too many HPTs. This dilutes the focus of the brigade's combat power.

This is also the time for the staff to determine the priority of the individual HPTs on the high-payoff target list (HPTL). For example, if there are two suspected mortars operating within the area of the brigade's objective, the staff will determine which of them represents the higher threat and make that a higher priority on the HPTL. A primary and alternate detection asset must be assigned to each HPT. If possible, a specific time period should be assigned to the asset tasked to detect the HPT to ensure they are used to their maximum effect.

Once detection assets are assigned to detect HPTs, the BDE S3 assigns delivery assets based on staff input. Again, the BDE XO, S3, and FSCOORD/FSO must ensure that a primary and alternate delivery asset is assigned to attack each HPT. Also, the FSCOORD and BDE FSO must ensure that at least one of the delivery assets assigned to each HPT is an all-weather asset. Finally, the BDE S3 must ask if battle damage assessment of a particular HPT is critical for the commander to make a decision. If the answer is "yes," then assets must be tasked to make assessments on the HPT. Remember, not all HPTs need to be assessed. As mentioned earlier, in his guidance to the staff, the commander should specify HPTs requiring assessment.

This Detect-Deliver-Assess process is completed for each HPT during each critical event war-gamed. If an HPT is not addressed during the war game, the targeting officer and the BDE FSO must ensure that the battle staff addresses it before the end of the war game on the particular event. After the war game, the BDE FSO and the targeting officer should have a complete scheme of fires at the brigade level; a complete TSM, AGM, and TSS; and a target list to be published in both a fire support FRAGO and the brigade order.

TARGETING MEETINGS - THE POWER OF A NAME

The authors of this newsletter strongly believe that it is time to update the name of the brigade targeting meeting. Calling it a "targeting meeting" does not fully and accurately portray the function it serves. The word "targeting" also misleads many inexperienced staffs into believing that this is solely a fire support responsibility. Nothing could be further from the truth. The targeting meeting is the process by which the brigade staff revisits the MDMP each day (mission analysis, COA development, and war-gaming) to synchronize its combat power for the next 72 hours against enemy functions. Both the BDE S3 and the S2 produce event templates depicting how they think friendly and enemy forces will be arrayed 24, 48, and 72 hours into the future. This allows the staff to visualize the battlefield and to develop plans to set the conditions for future success. By using the event templates and the TSM to drive the targeting meeting, the staff focuses the plan and synchronizes future combat operations to eliminate the enemy's freedom of action by attacking his HVTs. The endstate of the daily targeting meeting is a fragmentary order (FRAGO) for future operations; thus, the targeting meeting accomplishes much more than a mere attack of targets by indirect systems.

In addition, when targeting is mentioned to most combat arms officers, they immediately think of field artillery. They conclude that a targeting meeting must be an artillery or fire support meeting. This parochialism prevents many maneuver commanders from taking ownership of this critical function, choosing instead to delegate it to the fire supporters.

Given the reasons stated above, the authors propose that the targeting meeting should be renamed "Combat Power Synchronization Meeting" (CPSM). This title better captures the scope and the important functions that this meeting achieves, and helps ensure that maneuver commanders and staffs take ownership of it.

Preparing for the Meeting

The BDE targeting officer, in coordination with the BDE S2, develops a suggested HPT list for 48-72 hours into the future. The HPT list is based on enemy capabilities and the staff's estimate of the enemy's intent. The targeting officer uses the suggested list to prepare the first column of the targeting synchronization matrix for this period (see Appendix G). After coordinating with the direct support battalion S3, the targeting officer updates, as needed, the AGM and TSS for each time period: 0-24 hours out, 24-48 hours out, and 48-72 hours out. The TSM time period should cover 0001-2400 Zulu, thus corresponding to the times used in the air tasking order (ATO). Next, the targeting officer annotates in the margin of the TSM the critical friendly maneuver events that will occur during the period. This keeps the staff focused on critical friendly maneuver events as they complete the TSM. The targeting officer updates the lists of which detection and delivery assets will be available for each time period covered, based on input from staff elements (see Appendix D). It is very important that these lists be enlarged so that all participants can read them during the meeting. Finally, the targeting officer produces copies of the TSM for the next 24 and 48 hours for the key leaders.

The BDE S2 updates the collection plan, provides the targeting officer with the status of collection assets and their availability over the next 72 hours, provides battle damage assessment, updates the enemy event template for the next 24 and 48 hours, and develops an enemy event template for 72 hours out. These enemy event templates are critical to the success of the combat power synchronization meeting because they will depict what the enemy is capable of doing, what he may attempt to do, and when and where his HVTs will appear on the battlefield. This event template helps the staff ensure it is focusing combat power against enemy functions, not just weapon systems, throughout the next 72 hours.

The BDE S3 updates the friendly forces' concept of operations overlays for the next 24, 48, and 72 hours. These overlays help to ensure that the brigade's combat power is synchronized and focused to support maneuver operations into the future. For the 48-72 hour time period, the S3 may have to use a verbal briefing to explain the concept of operations.

Executing the Meeting

The brigade XO, with the FSCOORD serving as an advisor, chairs the combat power synchronization meeting. The targeting officer opens the meeting by taking attendance (see Appendix H for the agenda). Key players that must attend are the BDE XO; FSCOORD; BDE FSO; BDE S3; BDE S2; air liaison officer (ALO); attack aviation liaison officer; air, naval, ground, integration and coordination officer (ANGLICO); psychological operations and civil affairs officer (PSYOPS/CA); and the military intelligence company commander (MICO). The BDE XO begins by covering the purpose of the meeting, reviewing the posted agenda, and outlining time periods or events to be discussed. Next, the commander provides the staff with his view on what the enemy will do in the next 24, 48, and 72 hours and, most importantly, provides his guidance and intent for future operations and which HPTs to target. The commander's guidance provides a focus for synchronizing the brigade's combat power.

Review of the Targeting Synchronization Matrix: 0-24 hours

Next, the BDE S3 provides an operations update by reviewing guidance from higher, the commander's intent (if the commander is not present), the combat assets available for delivery during each period, the current friendly situation, and any additional operations for the next 24 hours. The BDE S2 provides the intelligence update by covering the current enemy situation, reviewing the current collection and R&S plans, reviewing BDA on HPTs since the last meeting, outlining the enemy's most probable COA for the remainder of the next 24-hour period using the event template, and addressing proposed changes to the PIR. Next, the targeting officer reviews the TSM for the next 24 hours and highlights any BDA from HPTs that have been engaged (see Appendix E). In the example TSM enclosed in Appendix E, combat operations have destroyed the RBS-70, one SA-18, and a heavy machine gun (DshK). The targeting officer has crossed them off the TSM. Now the BDE XO adjusts the priorities for the HPTs, and the targeting officer facilitates the staff's review of the remainder of the TSM that is being executed to determine necessary refinements. It is very important to note that the BDE XO must consider unit reaction time of the detection and delivery assets when approving refinements to the current TSM being executed. Otherwise, units or elements may not have reaction time to plan for, rehearse, or execute operations.

Review and Refinement of the Targeting Synchronization Matrix: 24-48 hours

The BDE S3 places the friendly operations overlay for this time period on the map and briefs the friendly scheme of maneuver. The BDE S2 places the enemy's event template on the map and updates the enemy commander's intent and capabilities, and the time and location that HPTs will appear on the battlefield. The targeting officer reviews the HPTs and their priority to determine if changes are needed. Once the BDE XO approves the HPTs and their priorities, the targeting officer facilitates a BOS crosswalk of the TSM to verify the detection, delivery, and assessment assets (if needed) for each HPT (see Appendix F). The purpose of this review is to refine the focus of the detection and delivery assets based on the successful or unsuccessful execution of the current TSM. This early review and refinement allows time for the BDE S3 to transmit FRAGOs. This, in turn, gives units time for planning and for troop-leading procedures prior to executing detection, delivery, or assessment taskings.

Developing the Targeting Synchronization Matrix: 48-72 hours

After the review of the 24-48 hour TSM, the BDE S3 briefs projected friendly concept of operations for the 48-72 hour time period. The BDE S2 outlines the enemy commander's intent and likely concept of operations from his event template for this period. The targeting officer then reviews the proposed HPTs for the BDE XO's approval. Once the HPTs have been approved, the targeting officer facilitates the BOS crosswalk to determine the best detection, delivery, and assessment assets for each HPT (see Appendix G). In the example TSM enclosed in Appendix G, the targeting officer proposes a list of HPTs and priorities for the time period. First, the combat power synchronization group determines the validity of the HPTs, their priorities based on the commander's guidance, and the influence each target can have on friendly operations. Once the BDE XO approves the HPTs and their priorities, the Decide phase of the targeting process has ended for this time period. After prioritizing the HPTs, the targeting officer leads the staff through a crosswalk of the TSM, identifying redundant detection, delivery and, if necessary, assessment assets for each HPT on the targeting synchronization matrix.

Next, the combat power synchronization group selects the optimal assets from the posted assets status chart (both primary and alternate) (see Appendix D) based on the availability to detect the HPT. The BDE S2 provides his best estimate of when and where he thinks the HPT will appear on the battlefield. This allows detection assets to be tasked for specific time periods and provides a focused location (named area of interest [NAI]) to search. After the group has assigned a primary and alternate detection asset to locate each HPT, the Detect phase of the targeting process has been completed for this time period.

The combat power synchronization group next considers and selects the best delivery asset to achieve the effects the commander has specified in his guidance and to meet any rules of engagement constraints. The effects desired must be specific regarding percentage of damage and/or time. For instance, the commander may want and need the SA-18, which can influence the last leg of his unit's air assault flight route, to be suppressed for the six minutes it takes the aircraft to move outside of the weapon's effective range (see Appendix G). Thus, the TSM would task the delivery system (artillery battalion) to suppress the SA-18 templated at NAI 12 from H-6 to H-Hour.

Furthermore, if the combat power synchronization group tasks a delivery asset to destroy an HPT, then the desired effects must be expressed in percentage of destruction. For artillery, destruction effects mean 30 percent casualties or physical damage; for maneuver assets it means 70 percent. Specifying effects and time periods for delivery assets reduces confusion and provides focus and efficiency. Again, redundant assets are identified to attack each target based on BOS representative input. It is imperative that at least one delivery system be all-weather for the engagement of each HPT. Once every target has been assigned a primary and alternate delivery asset, then the Deliver phase of the targeting process has been completed for the time period.

Finally, for those HPTs on which the commander wants an assessment, the combat power synchronization group allocates assets (primary and alternate) to conduct the assessment after an attack. The combat power synchronization group must specify the type of battle damage assessment it needs on selected HPTs. Physical damage assessment reports the extent of actual damage to the target; functional damage assessment estimates the ability of the target to perform its mission or function after attack. The combat power synchronization group must ensure that the tasked assessment asset can get the information to the commander in time for him to make his decision(s). Once assets have been tasked to assess against HPTs identified by the commander, then the last phase of the targeting process -- Assess -- is complete.

It is important that the BOS crosswalk be a dynamic process in which all resources of the brigade combat team are considered and used in a synergistic means to locate and deliver against enemy HPTs. Each BOS representative must proactively present how his specific BOS can contribute to attacking the HPT. On the other hand, each member must let the group know when his elements are getting overtasked. The BDE XO and the FSCOORD must pay particular attention to the attack aviation assets, because these assets tend to get overtasked for detection and delivery on HPTs, distracting them from other missions. The BOS crosswalk continues for each HPT until the matrix is complete.

The combat power synchronization group must learn to get comfortable planning when limited information is available, such as when completing the targeting synchronization matrix 72 hours out. The brigade can set conditions (i.e., position assets, get ammunition, issue FRAGOs) now for the future successful engagement of enemy HPTs. The group must remember that it will refine this TSM at the 48- and 24-hour review. Also, it is critical that the combat power synchronization group identify Air Force assets needed 72 hours out so that the request can be included in the ATO cycle in a timely manner.

Actions After the Meeting

After the combat power synchronization meeting, the BDE XO, FSCOORD, BDE S3, and BDE S2 brief the results to the BDE CDR for his approval. After the TSMs have been approved, the BDE S3 immediately issues a FRAGO. If the BDE S3 does not transmit a FRAGO to all units, then the CPSM was for naught. The quick issuing of a FRAGO addressing changes to the next day's taskings (24-48 hours) and new taskings for the 48-72 hour period provides units time to plan and rehearse for these upcoming missions. The BDE FSO immediately updates the target list and commander's guidance in the AFATDS (Advanced Field Artillery Tactical Data System), sends the TSM to the DS FA battalion S3, and ensures that the BDE S3-Air submits the close air support nominations to division. The BDE S2 updates the collection and R&S plan and sends changes to the brigade reconnaissance company commander.

In summary, the combat power synchronization meeting is critical for the focusing and synchronization of all of the brigade's combat power against the enemy's critical functions. This meeting allows the staff to seize the initiative by setting the conditions for the next day's engagements and limiting the enemy commander's options.

SUMMARY

The RAKKASAN combat power synchronization procedures outlined above, and the tools enclosed in the appendices that follow, will help units efficiently focus and synchronize their combat power. RAKKASAN, TIME ON TARGET!