The Targeting Process: Combat Training Center (CTC) Quarterly Bulletin 2QTR FY97 NO.

THE TARGETING PROCESS

PART 1
HOW TO CONDUCT TARGETING MEETINGS

The following article is the script for a recently produced JRTC videotape, "How to Conduct Targeting Meetings." The script has been revised slightly to provide continuity. Reference to Appendices and Figures refers to examples which appear in the video production. They are not duplicated in the text. "How to Conduct Targeting Meetings" appears on Tape No. 7.

Targeting meetings are not field artillery conferences. They are synchronization meetings. Properly conducted targeting meetings are the most effective method of focusing and synchronizing the task force's combat power to determine and attack targets essential to the success of the unit's mission. The most successful units use them routinely.

Targeting is a combined arms process requiring full integration and participation of all battlefield operating systems to ensure that:

the right target is attacked
by the right asset
at the right time.

Since the targeting process is designed to integrate, synchronize and focus the combat power of the unit, it must be effectively integrated into the brigade battle rhythm.

The targeting process organizes the efforts of the staff to determine

what enemy targets to attack
how to find targets
how to attack them
the results of the attack.

Targeting is an intricate process. The staff must conduct detailed analysis to select the targets and determine the best mix of sensor and attack systems essential to the success of the mission. Like training, the targeting process requires the personal time, energy, and attention of the commander.

For that reason, it is imperative for the commander to understand the targeting process and become involved in it. Command emphasis makes a difference. The difference is articulating a clear vision of what needs to be accomplished throughout the targeting process. This vision combines and synchronizes the art and science of each battlefield operating system and brings a focused winning effort to the daily fight.

This article discusses the targeting process; targeting meeting preparation and execution; the products that will come out of the targeting meeting; and how the timing of the targeting meeting and the issuing of the subsequent fragmentary order is critical to the smooth battle rhythm of the task force.

Successful targeting requires that commanders and their staffs possess:

An understanding of the functions associated with the targeting process.
Knowledge of the capabilities and limitations of organic and supporting target acquisition and attack systems.
The ability to integrate and synchronize BOSs.
- horizontally (within their own command posts)
- vertically (with higher and lower echelons)

TARGETING METHODOLOGY

Targeting is a dynamic process; it must keep up with the changing face of the battlefield. The decide, detect, deliver, and assess methodology is designed to keep pace with the battle. It translates the commander's intent into a plan. It helps the commander to decide what targets to attack, how to acquire those targets, and, when those targets are found, how to attack them in a way that meets his intent. It also provides the feedback necessary to ascertain whether his guidance has been met.

Step 1. Decide. The staff develops the recommended High Payoff Target List (HPTL). The HPTL is a prioritized list of targets which must be acquired and attacked for the mission to succeed. It provides the overall focus and sets priorities for intelligence collection and attack planning. The decide function produces answers to the following questions:

What targets should be acquired and attacked?
In what priority should targets be attacked?
When and where are the targets likely to be found?

Caution: The number of target priorities should not be excessive. Too many priorities dilute the intelligence collection, acquisition and attack efforts.

Step 2. Detect. The S-2 leads the effort to detect the HPTs identified in Step 1. This process determines accurate, identifiable, and timely requirements for collection systems. The intelligence collection plan or reconnaissance and surveillance (R&S) plan and the target selection standards (TSS) result from the detect phase. The detect phase analysis:

Identifies target locations.
Determines assets needed to locate the targets.
Specifies accuracy of target location required to attack the target.
Estimates duration of target once acquired.

Step 3. Deliver. Generates the attack guidance and the selection of an attack system (or combination of systems). The staff produces attack guidance matrix, schemes of maneuver and fire plans. These products answer the following tactical and technical questions:

Tactical Questions:
- When should the target be attacked?
- What is the desired effect degree of damage, or both?
- What attack system (lethal or nonlethal) should be used?
Technical Questions:
- What unit will conduct the attack?
- Number and type of munitions to be employed.
- What is the response time of the attacking unit?

The staff presents its recommended attack guidance to the commander for approval. It should contain the following details:

prioritized list of HPTs (from the decide function)
time, method and desired effects of attack
- consider the capabilities of all attack assets in determining the optimum attack system for each target.
- quantify desired effects; e.g., percentage of casualties or destroyed elements, time, and allocation or application of assets.
list of HPTs that require battle damage assessment (BDA)
special instructions
- accuracy/time constraints (from the TSS).
- required coordination
- limitations on amount or types of ammunition
- BDA requirements.

Step 4. Assess. Battle damage assessment (BDA) is the timely and accurate estimate of damage resulting from the application of military force, either lethal or nonlethal, against a target. It is an appraisal of the effects of attacks on targets designated by the commander. BDA serves the following purposes:

provides commanders with timely and accurate snapshots of their effectiveness on the enemy
provides an estimate of the enemy's combat effectiveness, capabilities and intentions.
helps determine if re-attack is necessary.

INTEGRATION OF THE TARGETING PROCESS INTO THE DECISIONMAKING PROCESS

The initial targeting should be integrated into the unit's tactical decisionmaking process. As the staff is developing its plan for future operations, it should use the decide, detect, deliver, assess methodology to ensure the synchronization of the plan.

Mission Analysis. After a thorough IPB, the S-2 lists the high value targets (HVTs) for the enemy's most probable course of action. It should detail the capabilities and limitations of each target. Staff members should review their available assets to acquire (detect), attack (deliver), or assess each HVT.

Commander's Guidance. Following approval of the restated mission, the commander issues guidance to the staff. The guidance establishes the initial planing focus. It identifies the enemy COA, and associated HVTs which the commander considers most probable or most dangerous. The commander should concurrently issue guidance on the scheme of maneuver, his initial HPTs and the desired effect on those targets.

Course of Action Development. During the development of each course of action, the staff should refine the HPT list. Units deploy to acquire and attack these HPTs to meet the commander's guidance.

Course of Action Analysis and Comparison. The staff analyzes the courses of action by wargaming, risk assessment and a comparison of the wargaming results. The effort results in development of the initial target synchronization matrix which indicates:

prioritized HPTs
known, suspected, or templated locations
assets tasked to acquire or detect each target
assets or delivery means tasked to attack
desired effects
requirements for assessment and the assets tasked to conduct BDA

PART 2
PREPARATION FOR TARGETING MEETING

The targeting meeting is the critical event in the targeting process. It focuses and synchronizes the unit's combat power and resources toward finding, attacking and assessing high payoff targets. The meeting:

verifies and updates the HPTL
verifies, updates and retasks available collection assets for each HPT
allocates delivery systems to engage each target
confirms the assets tasked to verify the effects on target after it has been attacked.

Mandatory Attendance. To be effective, the following personnel should attend the targeting meeting:

Battalion level: XO, S-3, S-2, FSO.
Brigade level: FSCOORD, targeting officer, direct support field artillery battalion S-2, ALO, ADA LO, ANGLICO (Air and Naval Gun Fire Liaison Officer), ENG LO, S-4, S-3, AIR, AVN LO, MICO CDR, PSYOP, CIVIL AFFAIRS, Chemical Officer, Staff Judge Advocate.

RULES OF ENGAGEMENT (ROE)

Be Prepared. Key to the conduct of the targeting meeting is preparation. Each representative must come to the meeting prepared to discuss available assets and the capabilities and limitations of his particular Battlefield Operating System. This means participants must conduct detailed prior coordination, come prepared and bring appropriate products as described below.

Who's in charge? The executive officer or S-3 chairs the meeting.

What's the time focus? Brigade-level address operations 24-36 hours out; battalion level 12-24 hours out.

Products:

The S-3

changes to the commander's intent
changes to the task organization
requirements from higher headquarters (including recent FRAGOs and taskings)
current combat power
current situation of subordinate units
planned operations
maneuver assets available.

The S-2

prepares an overview of the current enemy situation,
current situational and event templates
current high value targets with locations
the commander's priority intelligence requirements
named areas of interest
overview of the reconnaissance and surveillance plan.
predictive analysis (Most importantly, the S-2 prepares a predictive analysis of future enemy courses of action based on continuous IPB. Tailor the products to the designated time period to be discussed at the meeting.)

The FSO

provides the current high payoff target list
prepares the proposed high payoff target list for the designated period. Grid coordinates previously coordinated with the S-2.
fire support assets available

Grid coordinates must be as accurate as possible. This requires detailed and extensive analysis and coordination with the S-2 and other staff members. He prepares to brief fire support assets available.

Other staff sections: The specific situation dictates the extent of remaining staff members' participation. They must be prepared to discuss in detail their own available assets and their capabilities, the integration of their assets into the targeting process and the capabilities and limitations of enemy assets within their BOS.

Alibis. Staff officers who find it impossible to attend the meeting must provide their products and information to the primary staff officer having supervisory responsibility for their particular area.

Tool Kit. The following tools should be available to facilitate the conduct of the targeting meeting:

Target Synchronization Matrix
List of Potential Detection Assets
List of Potential Delivery Assets

The Target Synchronization Matrix visually illustrates the High Payoff Targets. It lists specific targets and their locations for each category. The matrix serves as a checklist to ensure that:

Each target is covered by a Named Area of Interest (NAI).
Specific detect, deliver, and assess assets have been designated for each target.
Detailed attack guidance is provided for each target.

The completed target synchronization matrix becomes the basis for updating the R&S plan and issuing a FRAGO at the conclusion of the meeting. It also facilitates the distribution of the results of the target meeting.

A list of all potential assets available to the unit is helpful. It lists the assets available for detection and delivery purposes. Staff members must be prepared to discuss the potential contribution of particular assets within their BOS.

PART 3
THE TARGETING MEETING

The XO is responsible for keeping the meeting focused. He opens the targeting meeting by conducting a roll call, followed by a brief explanation of the purpose. He describes the agenda and specifies the time period to be addressed. He is the arbitrator for disagreements which arise while filling out the Target Synchronization Matrix.

Maximum staff participation is absolutely essential. Staff members and BOS representatives must share their expertise and knowledge of the capabilities and limitations of both friendly and enemy systems. They must consider providing redundant means to detect, deliver and assess targets.

1. The S-2 provides an intelligence update:

A. Briefs the current enemy situation.

B. Reviews the current collection or R&S plans.

C. Provides a battle damage assessment of targets previously engaged since the last targeting meeting and the impact on the enemy course of action.

D. Provides an analysis of the enemy's most probable courses of actions and locations for the next 24-36 hours using the event template and a list of HVTs.

E. Briefs changes to the commander's PIR for review by the battle staff.

2. The S-3.

A. Briefs any particular guidance from the commander and changes to his intent.

B. Briefs any requirements from higher headquarters since the last targeting meeting and a review of current operations.

C. Informs the staff of the status of available assets.

3. The FSCOORD or FSO:

A. Reviews the status of the current target synchronization matrix.

B. Provides the new target synchronization matrix with the proposed list of HPTs and locations for the staff's concurrence and refinement.

After changes to the HPTL have been made and locations updated or refined, the XO facilitates a crosswalk to complete the rest of the matrix by identifying a detector, determining an attack means and assigning an asset to assess each HPT.

Step 1. Determine and prioritize detection assets responsible for confirming or denying the location of each suspected target. Post the information to the detect column of the Target Synchronization Matrix (Figure 1). Be specific; state what unit or asset must detect, confirm, or deny the location of each specific target. Clear and concise taskings must be given to the acquisition assets. Mobile HPTs must be detected and tracked to maintain current target location. Assets should be placed in the best position according to estimates of when and where the enemy targets will be located. Consider assigning an NAI to the target and enter the number on the Target Synchronization Matrix.

Step 2. Use the list of available delivery assets to select the delivery means used to attack each target once detected or confirmed. Post this information into the deliver column of the Target Synchronization Matrix. Consider redundant means to attack each target. At this time, the attack guidance is selected. Specify whether to attack the target immediately, as acquired or planned, and the effects to be achieved on the target for each delivery system. The effects can be to destroy, neutralize, suppress or harass the target.

Destroy - physically renders the target permanently combat ineffective or so damaged that it cannot function unless restored, reconstituted, or rebuilt.
Neutralize - renders the target ineffective or unusable for a temporary period.
Suppress - degrades a weapon system's performance below the level needed to fulfill its mission. Lasts only as long as fires continue.
Harass - designed to disturb the rest of enemy troops, curtail movement and lower enemy morale.

Step 3. Determine and prioritize which assets will assess whether desired effects were achieved on targets after the attack. Enter this information in the assess column of the Target Synchronization Matrix.

PART 4
PRODUCTS OF THE TARGETING PROCESS

Targeting meeting products include an updated target synchronization matrix (TSM) and a FRAGO. The FRAGO contains taskings to subordinate units, updated intelligence collection plan or R&S plan and an updated target list.

l. The updated TSM specifies:

What high payoff targets the commander has decided to attack
How the target will be detected
What lethal or nonlethal system will deliver on the target
The attack guidance for each target
How to assess the damage from the attack

It may be used to disseminate the results of the targeting meeting.

2. Taskings to subordinate elements are the most important products resulting from a targeting meeting. The S-3 should prepare and issue a FRAGO to subordinate elements to execute the planned attack and assessment of targets developed in the targeting meeting.

3. The S-2 reorients his acquisition assets and updates and disseminates the collection or R&S plan. This is included with the FRAGO.

4. An updated target list is included with the FRAGO.

The XO, S-3, S-2 and FSO brief the commander on the results of the targeting meeting. After the results are approved, the products listed above are updated as required to conform to the commander's guidance. Reproduction and distribution must be accomplished quickly to allow subordinate units sufficient time to react, plan, rehearse, and execute. Each staff member should confirm that subordinate elements receive taskings and that they are executed.

Timing of the targeting meeting is critical. It must be effectively integrated into the brigade's battle rhythm to ensure that the results of the targeting process focus, rather than disrupt, operations. A successful technique is to conduct the brigade targeting meeting immediately following the commander's A.M. update. This practically ensures that battalion task forces will receive all the requisite products, including the FRAGO by midday. This allows ample time for battalion task forces to incorporate guidance and taskings from brigade into their targeting meeting conducted mid to late afternoon. Battalions can issue orders to their companies, conduct rehearsals, pre-combat checks and execute within the designated time period.

CONCLUSION

Integrated, synchronized and focused combat power relies heavily on the targeting process. To be effective, the process requires command emphasis and the complete integration of all battlefield operating systems. It must be effectively integrated into the unit's battle rhythm. The members of the targeting team must be familiar with their roles and the roles of other team members. That familiarity can only be acquired through staff training.