ajp-3.9.2 (2005) - land targeting

NATO/PfP UNCLASSIFIED AJP-3.9.2

ORIGINAL

NATO/PfP UNCLASSIFIED

AJP-3.9.2

LAND TARGETING

MAY 2005

RATIFICATION DRAFT


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AJP-3.9.2 RatDraft May 2005 ORIGINAL NATO/PfP UNCLASSIFIED

THIS PAGE IS INTENTIONALLY LEFT BLANK


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AJP-3.9.2RatDraft May 2005 ORIGINAL


NORTH ATLANTIC TREATY ORGANIZATION

NATO STANDARDIZATION AGENCY (NSA)

NATO LETTER OF PROMULGATION 1. AJP-3.9.2 – LAND TARGETING is a NATO/PfP UNCLASSIFIED publication. The agreement of nations to use this publication is recorded in STANAG 2285. 2. AJP-3.9.2 is effective on receipt.

J. MAJ Brigadier General, PLAR Director, NSA


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AJP-3.9.2RatDraft May 2005 ORIGINAL NATO/PfP UNCLASSIFIED

RECORD OF RESERVATIONS

CHAPTER RECORD OF RESERVATIONS BY NATIONS

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NATION RESERVATIONS


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TABLE OF CONTENTS

Page Chapter 1 - INTRODUCTION 1-1 Chapter 2 - JOINT TARGETING Introduction 2-1 Targeting and Targets 2-2 Principles of Targeting 2-3 Effects-based Targeting 2-3 Legal Considerations 2-4 Joint Targeting Cycle 2-5 Target Nominations 2-5 Coordination Elements 2-6 Chapter 3 - THE LAND TARGETING CYCLE Land Targeting and the Decision-Making Process 3-1 Effects-based Targeting 3-1 Targeting Methodology 3-1 Targets 3-2 Command, Control and Coordination 3-2 Chapter 4 - LAND TARGETING METHODOLOGY Introduction 4-1 The Decide Function 4-2 Target Nominations 4-3 Decide Function Products 4-3 The Detect Function 4-4 The Track Function 4-4 Target Reporting 4-5 The Deliver Function 4-5 The Assess Function 4-6


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CHAPTER 1

INTRODUCTION

0101. Foreword. Targeting is a staff planning function that supports the commander and the staff decision-making process. Each Component of a Joint organization will utilise a Targeting methodology that best suits its operational aims and capabilities. There is no contradiction in each Component using a different Targeting technique and there are fundamental differences between the Land Targeting Cycle and the Air Targeting process. NATO Targeting doctrine and terminology is currently focussed on the Air, and some Joint, elements thus leaving Targeting in the Land dimension less well represented. It is important that a Land Targeting doctrine is established quickly in order to support current and future NATO operations. 0102. Scope. The need for a NATO Land Targeting document was identified by the Allied Joint Operational Working Group in 2000. The task of production was subsequently, through the Army Board, passed to the Artillery Working Group that has staffed the document over a period of time and during a number of meetings. NATO Land Targeting doctrine has been developed from a combination of existing NL, UK and US methodologies in order to support NATO land operations throughout the spectrum of conflict. 0103. Applicability. While the general principles of Targeting can be applied at all levels, Land Targeting doctrine is directed at land operations and aims primarily to support headquarters at brigade level and above. The format has been kept generic in order to aid interoperability and make the methodology more universally acceptable within the alliance. The central theme of a Land Targeting Cycle, containing a number of supporting functions, is already practiced by a number of NATO land forces. 0104. Relation to Other Doctrine. The Land Targeting doctrine will, in places, appear to contradict existing NATO publications and use terminology that is not contained in AAP-6. These definitions are contained in AAP-38. This position is a reflection of the state of some supporting publications and the relatively new nature of some Land Targeting concepts and terminology. Links can be made with AJP-01, AJP-2.1, AJP-3, AJP-3-2, the future AJP-3.9 and the evolving intelligence, surveillance, target acquisition and reconnaissance documents


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CHAPTER 2

JOINT TARGETING ’No study is possible on the battlefield; one does there simply what one can in order to apply what one knows. Therefore, in order to do even a little, one has already to know a great deal and to know it well’ Marshall Foch Introduction 0201. Joint targeting is a function within the military decision-making process that supports joint operations planning and execution. Individual components and staff functions will further tailor this process to meet their detailed and specialized needs. Targeting must be focused on creating specific effects in order to achieve the Joint Commander’s objectives or the subordinate component commander’s supporting objectives. Joint targeting matches Joint objectives, guidance and intent with inputs from each component and staff function to coordinate required forces and effects. The Joint commander will, with the advice of component commanders, set priorities, provide targeting guidance and determine the weight of effort to be provided to various operations. 0202. The purpose of targeting is to provide a logical progression, as an aid to decision-making, in the development of solutions to meet operational objectives. Principles of targeting span the full range of lethal and non-lethal application of effects, are applied to multinational operation and can be applied throughout the range of military operations. Effective targeting is characterized by the ability to generate the type and extent of effects necessary to fulfil the commander’s intent linking sensors, delivery systems and desired outcomes. A Joint targeting process is flexible, adaptable to a wide range of circumstances and will take account of collateral effects throughout the battlespace. 0203. The Joint Commander will establish a joint targeting process within an organizational framework. A consideration in organizing this framework will be the ability to coordinate, de-conflict, prioritize, synchronize, integrate and assess joint targeting operations. Component commanders employ forces in accordance with these priorities and guidance. The targeting process requires fluid staff activity across and between traditional functional and organizational boundaries. 0204. Targeting occurs at all levels of command within the joint force and is applied by component-level forces capable of attacking targets with both lethal and non-lethal means to achieve the desired effect. This linkage between component targeting is


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outlined in Figure 2.1 below. All components should establish procedures and mechanisms to manage targeting functions. The Land Targeting Cycle fulfils that function at the operational and tactical level for land forces. Maritime, Air and Special forces will have complementary targeting methodologies and collaboration is a critical element of the execution of targeting at all levels of joint forces.

Figure 2-1 Joint Targeting Targeting and Targets 0205. Targeting can be defined as ‘the process of selecting and prioritizing targets and matching the appropriate effect to them taking account of operational environment and capabilities’. 0206. A target can be defined as ‘an area, complex or installation, force, equipment, capability, function or behaviour identified for possible action to support the formation/manoeuvre commander’s objectives, guidance and intent’. 0207. Military targets match the levels of warfare: a. Strategic Targets. Targets that influence the overall war effort, or political

objectives, are classified as strategic. b. Operational Targets. Targets deemed critical to the enemy's capability to

conduct successful campaigns are classified as operational. The distinction between the Operational level and the Tactical level has become less well defined as technology has advanced.

J o in t T a rg e tin g

J o in t T a rg e t in g P ro c e s s /C y c le

M a r it im eT a rg e tin g

P ro c e s s /C y c le

L a n d T a rg e tin g


A irT a rg e tin g

P ro c e s s /C y c leS p e c ia l F o rc e s

T a rg e tin gP ro c e s s /C y c le

F o r m a tio nT a rg e tin g


H ig h e r T a rg e tin g A u th o r i ty


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c. Tactical Targets. Targets that produce immediate (or near immediate) effects on the battlefield, or to the outcome of current operations, are classified as tactical.

Principles of Targeting 0208. Principles of targeting will apply regardless of the component concerned or of the prevailing operational environment: a. Focused. The process is focused on achieving the commander’s

objectives. b. Effects-based. Targeting is concerned with producing specific effects.

Targeting analysis will consider all possible means and the art of targeting is to achieve desired effects with the least risk and expenditure of resources.

c. Interdisciplinary. The targeting effort relies on the coordinated contribution

of headquarters and staff functions. d. Systematic. Targeting is a rational and iterative process that seeks to

manage effects in a systematic manner. Effects-based Targeting 0209. Effective targeting is distinguished by the ability to identify targeting options, lethal and non-lethal, to achieve the desired effect. Targeting effects are designed to influence operational outcomes and are the cumulative results of operational actions taken. Targeting effects can be categorized in two forms: a. Direct Effects. The immediate consequence of military action. b. Indirect Effects. Delayed and/or displaced consequences of military

action. 0210. Effects tend to be both cumulative and cascading in nature. Effects tend to be compound and the end result is often greater than the sum of individual operational actions. Effects are likely to flow from higher to lower levels as a result of layers of targeting effort. Effects terms will be used to describe the commander’s targeting objectives. These higher level aims might include terms such as Capture, Degrade, Deceive, Limit, Disrupt, Delay, Divert, Exploit or Damage. These terms are not mutually exclusive and several terms may be applied to a given targeting objective. 0211. The terms above should not be confused with terms used to determine the degree of damage or duration of effects on a specific target. Such terms may include the traditional artillery effects of destroy, neutralize, suppress and harass.


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Legal Considerations 0212. There must be due consideration of any collateral and/or additional effects as a result of the targeting process. Effects can spill over to create unintended consequences, usually in the form of damage unrelated to the military objective. Planning should consider the risk of unintended consequences alongside the routine consideration of Laws of Armed Conflict (LOAC) and Rules of Engagement (ROE). Therefore a legal advisor should be included as early as possible in the planning process in order to ensure that all relevant issues are taken into account. Attention should be brought to that fact that actions taken at the tactical level may have effects at the operational and strategic level. The global impact of a single unintended event is likely to be out of proportion with the actual incident. 0213. Targeting at all levels will always be governed by the parameters set by the LOAC and ROE. LOAC forms part of international law and are characterized as being either Hague or Geneva law. The former relates to the conduct of operations whilst the latter relates to the protection of persons and property. The basic concepts of LOAC are: a. Military Necessity. This means that belligerents are justified in applying

force to that extent which will ensure the submission of the enemy at the earliest possible moment, with the least possible cost and using methods and means of warfare that are not prescribed by international law in attacking a military objective.

b. Unnecessary Suffering. This relates to the means of warfare and methods

of combat whose foreseeable harm would be clearly excessive in relation to the military advantage to be gained. In relation to a civilian population, it means whether the risk of incidental injury to the civilian population caused is so indiscriminate as to constitute a direct attack on the civilian population.

c. Proportionality. The formation/manoeuvre commander should have an

expectation that a military action will make a relevant and proportional contribution to military objectives. In relation to civilians, this concept means that incidental civilian casualties and damage to civilian property cannot be excessive in relation to the military advantage to be gained.

d. Distinction. An emerging subsidiary concept means that there must be a

distinction between military and civilian objects as well as between civilians and combatants.

0214. ROE, which will usually be restrictive in nature, will define when, where and how force may be applied. All formation/manoeuvre commanders must instruct their forces carefully on the ROE. It is essential that a targeting group knows the ROE and is able to apply them correctly to the operations in hand.


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Joint Targeting Cycle 0215. A joint targeting process might look like the cycle of activities in Figure 2.2 below.

Figure 2.2 Joint Targeting Cycle

Target Nominations 0216. Various target lists may be developed by the joint targeting organization as a result of submissions from higher authorities or from component Target Nomination Lists (TNL). These can include:

a. Joint Target List. (No AAP-6 definition.) 1

b. Joint Integrated Prioritized Target List. (No AAP-6 definition.) 2

c. No-strike List. (No AAP-6 definition.) 3

1 joint target list. A consolidated list of selected targets considered to have military significance in the combatant commander’s area of responsibility. Also called JTL. (US, Joint Publication 1-02) 2 joint integrated prioritized target list. A prioritized list of targets and associated data approved by a joint force commander or designated representative and maintained by a joint force. Targets and priorities are derived from the recommendations of components in conjunction with their proposed operations supporting the joint force commander’s objectives and guidance. Also called JIPTL. (US, Joint Publication 1-02)

3 no-strike list. A list of geographic areas, complexes, or installations not planned for capture or destruction. Attacking these may violate the law of armed conflict or interfere with friendly relations with indigenous personnel or governments. Also called NSL. (US, Joint Publication 1-02)

Joint Targeting Cycle

C om m ander’sO bjectives

TargetD evelopm ent

C apabilityA nalysis

ForceA ssignm ent

Execution

C om batA ssessm ent

C oordinate


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d. Restricted Target List. (No AAP-6 definition.) 4

0217. An essential element of the joint targeting process is to take into account the needs of the full range of ’clients’ and to manage resources in order to deliver the commanders requirements. Coordination Elements 0218. It will be important at the joint level that a common understanding of component commander aspirations is developed and maintained. The deployment of coordination elements at appropriate levels of command will aid understanding and reduce organizational friction.

4 restricted target list. A list of restricted targets nominated by elements of the joint force and approved by the joint force commander. This list also includes restricted targets directed by higher authorities. Also called RTL. (US, Joint Publication 1-02)


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CHAPTER 3

THE LAND TARGETING CYCLE

Land Targeting and the Decision-Making Process 0301. Targeting aims to focus capability to create specific effects in order to achieve the formation/manoeuvre commander’s objectives. Effective targeting is the ability to create the necessary effects through the synergistic coordination of Joint and Component capabilities. Land Targeting is an integral part of a military decision-making process. 0302. Land targeting seeks to describe the activities conducted by the elements of the Land Component in support of both Joint and Land Component objectives. This activity is complementary to other component targeting processes and is conducted in all operations throughout the operational framework in both current and planned future operations. Targeting has utility throughout the operational spectrum, from high to low intensity operations and throughout the range of lethal and non-lethal systems. In addition, formation/manoeuvre commanders in rear areas may benefit from the application of targeting principles. The introduction into service in recent years of sophisticated systems able to accurately detect and track targets together with new effects systems has heightened the profile of targeting. 0303. The objectives of targeting for a particular campaign or operation should be stated simply, but authoritatively, and should be clearly understood across the combined and joint environment of operations. Targeting objectives must focus on aspects of the operational environment that could interfere with the achievement of friendly objectives. Targeting objectives are not mutually exclusive and actions associated with one objective may also support other objectives. Effects-based Targeting 0304. In achieving the formation/manoeuvre commander’s intent, targeting is concerned with producing specific effects in a systematic manner. Targeting methodology considers all targeting options, both lethal and non-lethal, to achieve desired effects with the least risk, time and expenditure of resources. Targeting Methodology 0305. The emphasis of targeting is on identifying resources (targets) that the adversary can least afford to lose or that provide him with the greatest advantage, then further identifying the subset of those targets which must be acquired and effected, to achieve friendly success. Denying these resources to the adversary makes him vulnerable to friendly plans. Successful targeting enables the formation/manoeuvre commander to synchronize detection systems and effects systems to attack the right target with the right system at the right time and place.


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0306. Targeting methodology is based on the formation/manoeuvre commander and his targeting staff performing a continuous but fully flexible cycle of the functions known as Decide, Detect/Track, Deliver and Assess. The methodology is outlined in Figure 3-1 below and details of each function are fully explained in Section 4. A continuous and systematic method of analyzing the enemy and the operational environment within a given geographical area (sometimes known as Intelligence Preparation of the Battlespace (IPB)) is a foundation of successful targeting.

Figure 3-1 The Land Targeting Cycle Targets 0307. Potential targets include a wide array of mobile and static forces, equipment, capabilities and functions that an enemy can use to conduct operations. The threat posed by a target may be lethal or non-lethal. A target must contribute to the attainment of a military objective before it can become a legitimate object of military attack. In this context, military objectives are those objectives that make an effective contribution to military action, or whose destruction, capture or neutralization offers a definite military advantage. The key is whether the target contributes to the adversary’s war fighting capabilities. However, a potential target does not become a target until military action is planned against it. Command, Control and Coordination 0308. Targeting is a command responsibility that requires the personal time, energy and attention of the formation/manoeuvre commander. It is therefore essential that the


DECIDE FUNCTION

DETECT FUNCTION

TRACK FUNCTIONDELIVER FUNCTION

ASSESS FUNCTIONCOORDINATE

COMMANDERSMISSION - DIRECTION - INTENT


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formation/manouevre commander understands, and becomes involved in, the targeting cycle. Following direction from higher levels of command the commander has to give clear direction for the aims, priorities and degree of effort to be accorded to targeting. The formation/manouevre commander may delegate the detailed control of targeting to a clearly identified individual or staff section (with the experience and authority appropriate to the level of command). 0309. The detailed composition of a targeting group (see Section 4 Annex D) will be subject to organizational/situational requirements and will vary with the level of command. Key members of a targeting group will be representatives from the intelligence, plans, operations (including fire support representatives) and other HQ staff cells, augmented as necessary by other specialist staff. 0310. Targeting and intelligence synchronization is best achieved by means of regular targeting group meetings. The format should be adapted as necessary to reflect the staff and time available for targeting meetings at all levels of command.


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CHAPTER 4

LAND TARGETING METHODOLOGY

Introduction 0401. The land formation/manoeuvre commander must determine which targets presented to him are of the most importance to the adversary and, of those, which he must effect to help him better achieve his own mission. The purpose of this chapter is to describe in detail the land targeting cycle methodology that has been developed to assist the formation/manoeuvre commander, and his staff, in making these decisions. The methodology has utility throughout the operational spectrum and can be used to manage lethal and non-lethal effects. 0402. The Land Targeting Cycle is based on a cycle of functions; Decide, Detect/Track, Deliver and Assess. This methodology provides a systematic approach to enable the right target to be effected with the appropriate system at the right time and place. The process is shown diagrammatically at Figure 4-1. The process provides an effective method for matching friendly capabilities against the most important targets in order to achieve the formation/manoeuvre commanders desired effects. It is a dynamic process that allows those involved in the targeting process to keep up with rapidly changing situations. The methodology, tools and products described in this chapter must be continually reviewed as the situation develops and updated on the basis of situation reports and combat assessments. The functions are not necessarily phased or sequenced and may frequently occur throughout operational planning and execution.

Figure 4-1 - The Land Targeting Cycle


1 - Identify Target Types2 - Identify Target Areas3 - Establish Target Location Standards4 - Establish ISTAR/BDA Requirements5 - Input to Collection Plan6 - Develop Attack Guidance Matrix

7 - Execute Collection Plan

8 - Manage Collection Plan

10 - Perform Combat Assessment

9 - Effect Target

DECIDE FUNCTION

DETECT FUNCTION

TRACK FUNCTIONDELIVER FUNCTION

ASSESS FUNCTION

COORDINATE

COMMANDERSMISSION - DIRECTION - INTENT


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The Decide Function 0403. The Decide function is the initial, most involved, part of the cycle and will take the most staff effort. The effectiveness of staff effort in the Decide phase will probably determine how effective the operational targeting effort will be. Targeting takes place at the same time and in parallel with, operations staff estimates and the intelligence collection effort. It may assist in setting priorities for intelligence collection and effects planning. 0404. This function is divided into 6 elements: a. 1 - Identify Target Types. Target types and categories will depend on the

nature of the operation and the range of effects available. Targets will be developed into target lists and further refined through intelligence collection and the need to manage the dynamic nature of the formation/manoeuvre commanders’ operational requirements.

b. 2 - Identify Target Areas. This stage will consider the Area of Operations

and identify areas of targeting interest. All dimensions of the battlespace environment should be considered and limitations such as protected areas taken into account.

c. 3 - Establish Target Accuracy. The capabilities of available detection

systems and effects systems will dictate technical and procedural limits that should be established. It is important to match appropriate ISTAR and effects systems in order to engage targets.

d. 4 - Input to Intelligence Collection Plan. Targeting input to the intelligence

collection mechanism aims to provide a focus for the management of detection systems. Input will identify priority targets, how they might be detected and whether target tracking is required.

e. 5 - Establish Battle Damage Assessment (BDA) Criteria. Decisions must

be made early in the process as to what can be defined as a successful (or unsuccessful) attack. There should also be decisions concerning the direction of systems to obtain BDA. Only effective BDA can assess that the effects desired by the formation/manouevre commander are being produced.

f. 6 - Develop Attack Guidance Matrix (AGM). The AGM provides a

consolidated, tabulated support tool for operational targeting decisions and is the culmination of the Decide phase of the cycle. The matrix is intended to act, as far as practical, as an executive document allowing rapid engagement decisions to be made during current operations. AGM should be developed for each phase of an operation and for different operations.


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Target Nominations 0405. Target Passed to Higher Formations. Targets and missions beyond the capability of the formation are passed to the next higher formation HQ for action. The staff must know when the requests must be submitted for consideration within the target planning cycle of the higher formation. The synchronisation of these missions with current operations may be critical to the success of the mission. A key to co-ordination for both planning and execution is the exchange of trained liaison staff between HQ’s. 0406. Targets Received from Higher Formations. Targets and missions may be included in orders or guidance from higher formations. The staff must include these targets in their own targeting decisions and assign the proper priority to them using the guidance provided by the commander. These targets may have a direct impact on detect, track and attack asset availability for the prosecution of their formation/manoeuvre commander’s targets. Decide Function Products 0407. The result of the Decide function should be a focused targeting effort and a series of supporting products. Some of the product possibilities are listed below: a. High Value Target (HVT) List (HVTL). The HVTL is derived from

consideration of the mission, enemy intentions and vulnerabilities, and direction provided by the formation/manoeuvre commander arising from the formation estimate process. The HVTL is normally generated by the intelligence staff. HVTs are those assets, the loss of which would significantly damage the enemy's capability to achieve his intentions. There will be several categories of warfighting target and, probably different non-warfighting targets. Some possible categories are listed in Annex A.

b. High Payoff Target List (HPTL). The HPTL identifies those HVTs; the loss

of which would significantly contribute to the success of the commander’s mission and which can be effected, given the systems available. The HPTL should change according to the phase and nature of operations and may be used to focus the intelligence collection effort. The HPTL is a Command decision and should be disseminated accordingly. An example of an HPTL is at Annex A.

c. Target Selection Standards (TSS). TSS are criteria that are applied to

possible future targets to determine what degree of accuracy and timeliness is required from detection systems, to enable the selected attack weapon system to achieve a successful attack. An example of a TSS matrix is at Annex B.

d. Attack Guidance Matrix (AGM). The AGM provides detail on specific

HPT's, when and how they should be attacked and any attack restrictions. It allocates assets to targets and, in so doing, facilitates future tactical and


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logistic planning. The AGM may also identify target tracking requirements. An example of an AGM is at Annex B.

e. Battle Damage Assessment (BDA) requirements. Those targets on which

BDA is required are identified and passed to the intelligence staff/section. BDA is further discussed in the Assess function.

f. Combined HPT/TSS/AGM. It may be useful to combine decision products

and an example is at Annex C. Individual products should still be developed and maintained to provide a decision audit function.

0408. These products should be briefed to and approved by the formation/manoeuvre commander or, if time and circumstances do not permit, to the person nominated by the formation/manoeuvre commander to control and co-ordinate the targeting effort. The Detect Function 0409. During detection the intelligence staff supervises and co-ordinate the efforts of assets to execute the intelligence collection plan. Appropriate systems are tasked to acquire information and report their findings back to their controlling HQ that, in turn, reports the information to the tasking agency. Some systems produce actual targets, while others must have their information processed to produce targets. The targeting priorities developed during the Decide function are used to expedite the processing of target information. The information collected and processed is used to update and amend the HPTL and AGM as necessary. 0410. The practical application of this function is the execution of the intelligence collection plan. Targeting staff should be active in this process in order to maintain the dynamic nature of the targeting cycle. 0411. It is essential that all available, allocated systems (and, where appropriate, those with superior, subordinate and flanking units and formations and joint systems) be used efficiently and effectively. Clear and concise information requirements must be given to the systems chosen to detect given targets. Duplication of effort should be avoided unless it is required to confirm target information. At the same time, there should be no gaps in the intelligence collection effort. In particular, HPT’s must be detected in a timely, accurate manner. The Track Function 0412. Target tracking supplements the detect function but is distinct from it since target tracking requires specific asset management decisions. Many of these tracking decisions will have been agreed during the Decide phase and will be articulated in the AGM. Once detected, HPT’s that cannot be immediately attacked, which are planned to be attacked during a later phase, or which require validation, must be tracked to ensure that they are not lost and to maintain a current target location. Targeting staff must bear in mind that systems used for tracking will generally be unavailable for further target detection.


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0413. Management, by the Targeting staff of the collection plan seeks to exploit the intelligence collection process in order to ensure that targets are not lost prior to engagement. 0414. There should be a requirement to manage sensor handoff in order to track targets. As more sensors become available to the intelligence co-ordination responsibility, so the challenges of managing accurate and reliable sensor handoff increase. Target Reporting 0415. As the intelligence collection effort is executed and target information is received, it is forwarded to the targeting function and, where appropriate, to target analysts for evaluation. It is important that full target reports are given. The Deliver Function 0416. General. The primary activity during the deliver phase of the targeting process is the application of the desired effect to targets in accordance with the AGM. 0417. This stage in the Cycle is intended to ensure the efficient delivery of the most appropriate effect. Matching lethal effects to conventional targets may be relatively simple while the application of non-lethal effects to CRO targets will prove more difficult to manage. 0418. Important targets may appear outside the decisions made during the Decide function. These opportunity targets are processed in the same manner as planned HPT’s. Opportunity targets, not on the HPTL, are first evaluated to determine when, and if, they should be attacked. The decision to attack opportunity targets is based on a number of factors such as the activity of the target and the potential target pay-off compared to other targets being processed for attack. 0419. The final tactical decision is to confirm the selection of an appropriate effects system for each target in line with the AGM. For planned targets, this decision will have been made during the Decide function of the targeting process. Nevertheless, a check has to be made to ensure that the selected effects system is available and can conduct the attack as planned. If not, the targeting group must determine the best available system for the attack. In some cases more than one system, or type of system, may be used to attack the same target. 0420. Once all tactical decisions have been made the appropriate staff issue orders for the designated system(s). The attack system formation/manoeuvre commander determines whether or not his system can meet the requirements and, if so, carries out the attack. If, for any reason, his system cannot meet the requirements he should notify the staff so that further analysis and checks can be carried out and/or another system can be ordered to carry out the attack.


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The Assess Function 0421. Assessment is the concluding function of the targeting process and is the determination of the effectiveness of attacks on selected targets. Assessment will be a dynamic process and will be a constant feature of the staff effort. 0422. One method of assessment, known as Combat Assessment comprises BDA, Munitions Effectiveness Analysis (MEA) and re-attack recommendations. 0423. BDA is the timely and accurate assessment of damage resulting from the application of lethal or non-lethal effects against a target. The need for BDA for specific HPT’s is determined during the decide function of the targeting process and the requirements for it are recorded on the AGM and in the intelligence collection process. The production of BDA is generally an Intelligence staff responsibility. Formation/manoeuvre commanders and their staffs should always be aware that resources committed to BDA are not available for further target acquisition and development. As such, priorities for the use of each type of detection system may have to be established and promulgated. BDA results are received and processed to determine whether or not the desired effects have been achieved for a given target and the results are disseminated to the targeting group. Effective BDA accomplishes the following purposes: a. At the tactical level, BDA allows formation/manoeuvre commanders to get

a series of snapshots of the effects current operations are having against the enemy. It provides formation/manouevre commanders with an estimate of the enemy’s combat effectiveness and residual capabilities.

b. As part of the targeting process, BDA helps to determine if further strikes

on selected targets are necessary. Formation/manoeuvre commanders use this information to allocate, or redirect, attack systems to make best use of available combat power.

0424. MEA is an assessment of the effectiveness of the selected strike system and is generally an operations staff function. 0425. The combination of BDA and MEA will provide staff with the information required to make recommendations to the formation/manoeuvre commander. The effectiveness, or not, of a particular attack may require different attack options to be considered or for the formation/manoeuvre commander to alter aspects of the plan in order to meet the prevailing situation. Annexes: A. Example Target Category table and HPTL. B. Examples TSS table and AGM. C. Example Combined HPTL, TSS and AGM Matrix. D. Targeting Group and Targeting Meetings


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ANNEX A TO CHAPTER 4

EXAMPLE - HIGH PAY-OFF TARGET LIST (HPTL)

Priority (Note 1)

Target Category (Note 2)

Target Classification (Note 2)

Remarks

(a) (b) (d) 1 2 3 4 5

ISTAR

Fire Support

Manoeuvre

AD

C2

Weapon Locating Radar

MRL

Tank Unit

Surface to Air

Missile Systems

HQ

By type

Large calibre first

Mobile systems

Trunk communications

Notes. 1. This column is used to denote the priority given to a target. The assessment will be based principally on the relative importance of effecting each type of target in order to achieve the mission. 2. Target categories will vary according to the target sets and the operational environment. Each target category can be subdivided to allow the targeting group to focus in on a more detailed classification of targets. The tables below give some suggestions for target categories. Warfighting Target Category Sub-Category C3 HQ Locations Communication sites Fire Support Rocket artillery Fire Support Centres Ammunition Manoeuvre Main Battle Tanks Infantry Fighting Vehicles Air Defence Mobile missiles Static missile sites Engineer Bridging equipment Mobility equipment ISTAR UAV control stations Weapon locating radar


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EW Communication Nodes Ground Control Radar Sites Air/Aviation Forward Arming sites Aviation fuel Weapons of Mass Destruction Long Range Rockets Storage facilities Combat Service Support Lift Ammunition POL Lines of Communication Bridges Tunnels Crossroads

Non-Lethal Targets

Target Category Sub-Category Popular Support Politicians Teachers/Students Military/Police Prevent Violence Factions Politicians Supporters

3. Target categories will not be exclusive. For example, a UAV associated with an artillery system may be considered under the Fire Support, ISTAR or Air/Aviation categories. The importance of the UAV to each of those systems and the relative importance of each system to the targeting effort will determine which category is most appropriate.


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ANNEX B TO CHAPTER 4

EXAMPLE - TARGET SELECTION STANDARDS (TSS)

Serial High Payoff Target Delivery System Accuracy Acquisition Time (a) (b) (c) (d) (e) 1 MRL Battery Rocket artillery 300m CEP* 10 minutes* 2 HQ site Rocket artillery 300m CEP* 45 minutes* 3 AD missile site Artillery 100m CEP* 2 hours* 4 Fuel site Artillery 100m CEP* 12 hours*

* All data is for example only and does not portray realistic values. Notes. 1. TLE = Target Location Error. The accuracy with which the target location must be established to permit the nominated strike system to engage successfully. This has implications for the choice of the most suitable systems. 2. Acquisition Time. The maximum length of time from acquisition to attack that the target information is valid. It is based on an estimated doctrinal dwell time of the target. 3. Selection standards for non-lethal effects may also be developed.

EXAMPLE ATTACK GUIDANCE MATRIX (AGM)

Serial HPT When Effect Delivery

System Remarks

(a) (b) (c) (d) (e) (f) 1 Mobile ADA I S Cannons SEAD 2 MRL A D MLRS Counterfire 3 Regt CP P N GS Arty Plan in Preperation 4 Reserve Bn P N Atk Helo Prevent Movement

Legend: When(I) = Immediate Effect(S) = Suppress When(A) = As Acquired Effect(N) = Neutralize When(P) = Planned Effect(D) = Destroy Notes: This is only an example of an AGM. Actual matrixes are developed based on the situation. Lethal and Non-lethal effects may be considered.


B - 4 - 2




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D - 4 - 1



ANNEX D TO CHAPTER 4

TARGETING GROUP MEETINGS 1. General. Targeting group meetings accomplish the Decide function of the targeting cycle by providing a forum and format for discussion and detailed co-ordination. The meetings are chaired by the individual responsible for targeting whose primary role is to keep the agenda focused on the mission, the formation/manoeuvre commander’s intent, and targeting objectives. The frequency of the meetings is dictated by the operational situation. 2. Tasks. Tasks of the targeting group may include: a. To assist intelligence staff to identify HVT’s. b. To produce and update the HPTL. c. To produce and update other Targeting products. d. To co-ordinate ISTAR and attack systems. e. To continually monitor the current tactical situation. f. To identify targets to higher formation (e.g. target nominations or requests

not to engage certain targets). 3. Participation. Representative staffs from the plans, operations, intelligence and the various staff cells are key members of the targeting group and must attend. They are supported and advised as necessary by representatives from specialist staff cells.

Staff Branch Outline Responsibilities Formation/manouevre commander Provides direction/intent

Senior Artillery Staff Officer Principle staff officer Targeting Manages the meeting/agenda

Intelligence Intelligence input Operations Current and planned friendly

operational picture Artillery and Air Defence Asset updates

Air/Aviation Asset updates Engineer Current and planned activity

Electronic Warfare Current and planned activity Information Operations Current and planned activity


D - 4 - 2



4. Agenda. A possible agenda for targeting group meetings at divisional level is shown at Appendix 1. Appendix: 1. Example Agenda for Targeting Group Meetings.


D - 1 - 4 - 1



APPENDIX 1 TO ANNEX D TO CHAPTER 4

SAMPLE AGENDA FOR TARGETING GROUP MEETINGS

Serial Event Responsibility (a) (b) (c) 1 Roll call (vital to avoid constant repetition) 2 Focus of meeting and changes to the

formation/manouevre commander’s intent.

3 Current enemy situation including any BDA received, influence of weather, development of HVT and HPT.

4 Intelligence assessment including likely enemy actions over the next 24/48/72 hrs and changes to HVT’s and HPT’s.

5 Review of the mission and concept of operations concentrating on any changes.

6 Overview of the targeting battle and any changes to responsibilities between LCC/Corps /Division/ Brigade.

7 Update by ISTAR and staff branches concentrating on: Significant activity since last meeting. Summary of targets engaged and results. Current deployment and availability of assets. Future intentions.

8 Review of targeting priorities. Review HPTL/AGM.

9 Review intelligence collection plan. 10 Confirm attack systems available during the next

period and confirm HPT’s to be attacked.

11 Confirm areas of synchronisation that need to be resolved.

12 Summary and time for next meeting.


D - 1 - 4 - 2




ajp-3.9.2 (2005) - land targeting

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