Title of Instructional Event: Target Development

INSTRUCTOR NOTES LESSON SCRIPT

1. INTRODUCTION.

SLIDE 1 (Target Development) a. Lesson Tie-in: This `module of instruction is closely related to your previous block of instruction of IPB as IPB provides much of the targeting information necessary for intelligence staffs to perform their mission of Target Development (TARDEV).

SLIDE 2 (Objectives) b. Objectives: As a result of this block of instruction you will, in a classroom environment, IAW graduation criteria, be able to summarize the targeting process and explain the relationship between target development and IPB. You will be able to determine the key staff responsibilities in the TARDEV process and to list the Target Value Analysis (TVA) tools. Based upon the defensive scenario developed during IPB, you will be able to prioritize and recommend HVTs for inclusion in the HPT list. Finally, you will understand the correlation between NAIs, TAIs, HVTs, HPTs, DPs, PIR, and the R & S Plan.

NOTE: This class is an
extension of the scenario
developed in the CE I block
of instruction. The intent
of the class is to introduce
the student to the
fundamentals of targeting
This block of instruction
will be tested on the CE II
exam and applied during the
CE II PE and BASIX.

c. Safety Considerations:
There are no specific safety consideration for this block of instruction.

HANDOUT - QUIZ d. Targeting Quiz - 10 Questions, answers at end of class.

SLIDE 3 e. Agenda: We will begin with Principles and Philosophy followed by the targeting methodology. Targeting in a Joint environment, CORPS, Division, Brigade, and Battalion will include a discussion of target symbology, fire support coordination measures and the final fire support products: the target list, overlay and fire support execution matrix.

SLIDE 4 f. Purpose: Target development is one of the six intelligence tasks in the Army Operations doctrine. As intelligence officers it is necessary that you understand the targeting process and how you will interact with other key staff personnel to produce targets.

g. Procedure: This class
will consist of 3 hours of instructional conference and 2 hours of PE. Use your student handout (SH 04599) to follow along. Ask questions if you are not sure of what I am talking about. Periodically I will stop and ask you questions to make sure you are keeping up with me.

2. Principles and Philosophy

SLIDE 5 a. Target development is the process of providing timely and accurate locations of enemy movers, shooters, emitters, and sitters that may impact on current or future operations.

SLIDE 6 (1) The objective of
targeting is to identify resources that the enemy can least afford to lose. By denying these resources to the enemy we strip him of the initiative; forcing him to conform to friendly battle plans. A target is an enemy function, capabilities, formation, equipment, facility, or terrain planned for capture, destruction, neutralization, or degradation in order to divert, limit, disrupt, delay, or damage him. Thus, an efficient and organized targeting effort is critical to the success of the friendly commander's mission. Targeting must disrupt, delay, or limit those enemy capabilities which could interfere with the achievement of our objectives. Targeting is based on the friendly scheme of maneuver and tactical plan. It includes an assessment of the weather, terrain and enemy (ie, IPB). The assessment identifies those enemy formations, equipment, facilities, and terrain which must be attacked or controlled to ensure success of the friendly tactical plan. The targeting process is a continual effort which is a crucial portion of the synchronization of combat power. The collection and subsequent development of targets, their attack, and the following analysis of selected target attacks all join to give the commander vital feedback on the battle.
(2) Targeting must support the commander's battle plan and be a reflection of his intent. Targeting functions through the application of the tenets of Army Operations to the specific operation planned. Targeting has always been a complex effort. Large numbers of sensors under the control of different agencies must be closely coordinated to be efficient and must rapidly report fleeting or dangerous targets. The wide variety of attack means and munitions must be compared to the particular vulnerabilities of many different types of targets.

SLIDE 7 (Targeting is a b. Targeting is a
Multi-disciplined effort) multi-disciplined effort, requiring interaction between fire support, intelligence, and maneuver staffs, the Targeting Triad. These staffs form the core of the targeting cell and should be assisted by other staffs in the planning and execution of targeting.
(1) You can expect to see a "target rich environment" in any mid to high-intensity conflict.
When you consider that the
typical US Bde has only 1
Direct Support FA Bn consisting of 24 tubes, the need for a method of prioritizing targets is readily apparent.

Student Check: What other staff
Officers could be part of the
targeting team?
Answer: SWO, AVN Off,
NBC Off, EWO, Eng Off, ALO,
A@C@ Off.

SLIDE 8 (KEY TARGETING (2) The Commander is PERSONNEL - COMMANDER) responsible for the targeting effort. He directs the targeting effort by giving: the restated mission; the COA; and guidance for fire support (use of special weapons, tgt priorities, desired effects on tgts, and TDA required).
SLIDE 9 (KEY TARGETING (3) The S3 is the link PERSONNEL - S3) between the commander and the staff. He adds substance to the commander's guidance in the areas of: tgt priorities for HPT Matrix; attack guidance for AGM; How and When to attack; establishment of NAIs; desired effects on tgts; and TDS required.

SLIDE 10 (KEY TARGETING (4) The S2 identifies the PERSONNEL - S2) threat, his capabilities and likely COA. Determines High Value Targets and recommends them for the HPTL. Focuses collection assets on HPTs, refines PIR/IR into SIRs. Develops the collection/R&S Plans.

SLIDE 11 (KEY TARGETING (5) The FSO coordinates all PERSONNEL - FSO) attack means other than maneuver forces. Coordinates the generation of the HVT, HPT and Attack Guidance Matrices. Assists the S2 and S3 to identify NAIs, TAIs and DPs. Creates the Fire Support Plan including the Fire Support Execution matrix, tgt overlay and tgt list. At the TF level, requests approval for the plan from the TF Commander and the Bde FSO.

SLIDE 12 (PRINCIPLES) c. Targeting principles and philosophy. The commander uses the targeting process to focus BOS to achieve his intent. Coordination between staff elements is required for success. Targeting is essential to synchronize a joint mission. The targeting process continues throughout the operation.
SLIDE 13 3. The targeting process
(DECIDE-DETECT-DELIVER-ASSESS) is broken down into four steps: DECIDE-DETECT-DELIVER-ASSESS. Just as the five steps of IPB are inherently intertwined, so are the four steps of targeting.
SLIDE 14 (DECIDE-TITLE)
SLIDE 15 (DECIDE PLANNING FACTORS) a. DECIDE:

(1) The planning of a successful targeting effort requires close interaction between the commander and the intelligence, plans, operations and fire support cells. Decisions are made that drive the direction the other three functions will take. The staff must clearly understand -

of the operation and his intent.

planning guidance with respect to target priorities.

SLIDE 16 (QUESTIONS) (2) Armed with this information, the staff officers can prepare their respective estimates to answer key questions. From the standpoint of targeting, the fire support, intelligence, and operations estimates are interrelated and must be closely coordinated among the cells. The DECIDE function helps establish the priorities and guidelines that allow a unity of effort and efficiency that would otherwise not be achieved. The guidelines include:

STUDENT CHECK: What initiates the
targeting process?
ANSWER: Receipt of the mission.

SLIDE 17 (DECIDE PRODUCTS) (3) The DECIDE function results in the commander issuing his targeting guidance and PIR. He also approves the HPTL, the target selection standards, the commander's attack guidance, and any requirement for TDA. The target priorities developed in the DECIDE function are translated into the intelligence collection plan/R & S Plan and the TA taskings in the operation order (OPORD) and its annexes. Just as in IPB, graphics play a large role during the targeting process. Some of the visual aids developed during the Decide function include:

Most of these visual aids or products are briefed to the commander. When he approves them, the next step is toincorporate them into theOPORD with annexes and issue TA taskings.

SLIDE 18 (HIGH VALUE TARGETS) (4) High value targets are those assets that the enemy commander requires for the successful completion of his mission. Based on doctrinal templates alone, we determine initial high value targets. During IPB, in determining the enemy COAs, situation templates help us refine the list of high value targets by taking into consideration specific terrain, weather, and battlefield characteristics. At the same time, we will be determining probable enemy courses of action and threat responses to our plans and anticipated courses of action. The S2/G2 develops the list of HVTs and nominates certain HVTs to be HPTs. Target Spread Sheets and Target Sheets, keyed to event templates help the targeting team further identify critical enemy assets that may become HVTs.

GTA (Target Spread Sheets) (1) Target Spread sheets are a means of describing and identifying targets in specific tactical situations at various echelons of Soviet-type forces. They identify and prioritize target sets which lead to the assets needed by the enemy commander to be successful for a given mission (ie, HVTs). The Target Spread Sheets also lists the sequence in which target sets should be engaged to destroy targets with the least amount of effort. Collection managers and fire support personnel can use the information on Target Spread Sheets to plan acquisition coverage and likely target areas of interest, respectively. The information found on Target Spread Sheets should be used cautiously because terrain can have a great effect on actual deployment. Target Spread Sheets should only be used as a guide to predicting the deployment of opposing forces. Target Spread Sheets also describe failure or fallback options for a given size unit and mission, predicting alternate enemy courses of action, given a successful friendly effort to defeat the enemy in that particular situation. Target Spread Sheets are computer generated models. They are much like doctrinal templates in that they do not take into account the factors of terrain and weather, nor do they take into consideration the friendly mission, commander's guidance or specific threat units. They are a useful tool when used properly.

GTA (Target Sheets) (2) Target sheets support
spread sheets and list the critical elements of various target groups (ie, HVTs) which, when attacked, will restrict options or capabilities. The most useful portion of a Target Sheet to a collection manager is the listing of the signature of an HVT. This signature, whether electronic, visual, auditory or otherwise, makes the job of identifying the best target acquisition asset to use easier.

(a) Both the Target Spread
Sheet and Target Sheet, once completed projects are classified because of the nature of the information depicted. Currently, spread sheets have been prepared for use in Europe or against Soviet/Warsaw pact-type forces in any mid to high-intensity environment.

SLIDE 19 (HIGH PAYOFF TARGETS) (3) High value targets are extracted from the HVTL. The HVTs that, if engaged and defeated, will facilitate the accomplishment of the mission of the friendly commander become HPTs. They are developed during the wargaming process and must be approved by the commander.

SLIDE 20 (SENSOR/ATTACK MATRIX) (4) The S2/G2 as a collection manager, must evaluate the HVTs at different points in the battle. He must determine if collection assets can detect the HVTs and provide the target resolution (timeliness, accuracy) necessary for attack managers.
The FSO, S2 and S3 must further identify which attack assets can successfully engage each high value target. Once the targeting team determines that a HVT can be acquired and attacked, they determine if the HVT is important enough to the friendly commander's scheme of maneuver to become a HPT.

SLIDE 21 (HPTL - DESCRIPTION) (7) The HPTL shows in priority, the HPTs for a given point in the battle. Some of the factors considered are:

SLIDE 22 (HPTL) (8) Targets should be prioritized based on the factors mentioned above. The commander's guidance may require changes to the HPTL. These changes should be annotated on the HPTL. The target name or number and description are placed on the list for specific HPTs in each category. Once the commander approves or amends the HPTL, it goes back to the targeting team to help them develop the attack guidance matrix and collection plan.
STUDENT CHECK: During which tactical
decision making step are HPTs
developed?
ANSWER: Wargaming.

STUDENT CHECK: Who develops HPTs?
ANSWER: The S3, S2, and FSO.

SLIDE 23 (TSS) (9) The Target Selection
SLIDE 24 (TSS WORKSHEET) Standards matrix lists HPTs and timeliness and accuracy requirements for successful attack. This tool assists the targeting team to determine which asset can successfully acquire HPTs. The worksheet is designed to follow and validate proposed target information as it is reported for nomination astargets. TSS are applied to decidewhether or not we have a valid target. TSS break targets into two categories: targets and suspect targets. Targets meet attack manager's requirements, while suspect targets need more work.

(a) The TSS are applied by attack managers, not by intelligence analysts. Intelligence analysts apply accuracy and timeliness criteria to their target nominations before forwarding them to an FSE.

(b) An S2/G2 will
use a TSS matrix to speed up the processing of reports from sources available to him for a specific operation. The TSS matrix will list every source providing him with combat information. The S2/G2 will mark the appropriate column next to the source to indicate whether or not that source will give us a target or suspect target.

(c) The S2/G2 will consider
several factors to determine whether a source will provide a target or not:

SLIDE 25 (AG) (10) The commander
SLIDE 26 (AGM) provides the targeting team with initial attack guidance. Knowing the enemy's vulnerabilities and the effect an attack will have on him allows the targeting team to develop the most efficient available attack option. The commander's attack guidance will include whether to disrupt, limit or delay the enemy. Decision points from the DST help the commander make these decisions. The staff may recommend the attack guidance matrix, but it is the commander who must approve that guidance. The guidance should cover:

SLIDE 27 (INTEL/R&S PLAN) (11) Develop requirements and then the plan. Task collection assets and request from higher assets required. Disseminate the plan. Conduct continuous evaluation of the reports sent in and update the collection effort.

SLIDE 28 (TSM) (12) The TSM matches HPTs with the agency and asset that will detect, deliver and assess it.

SLIDE 29, 30 (THE PLAN) (13) A plan is only as good as the effort you've put into it.
SLIDE 31 (DETECT TITLE)
SLIDE 32 (DETECT FACTS) b. DETECT: TA assets gather information, it must be processed to produce valid targets. Not all of the information reported will benefit target development but it may assist situation development. Target priorities determined during DECIDE will expedite the processing of targets. Once targets are developed, appropriate attack systems are tasked. This will take into account the commander's guidance and the requirements of the attack system managers.
This function is perhaps the most important area for future planning. The G2/S2 is the principal figure in directing the collection management effort to detect targets identified in the DECIDE phase. The G2/S2 must work closely with the FAIOs/FSOs to determine accurate, identifiable and timely requirements for collection systems. The intelligence section is responsible for insuring that the collection system asset managers understand these requirements. The detection of targets is accomplished using military intelligence and field artillery assets. The assets which provide input are the United States Air Force (USAF), maneuver elements, engineers, air defense artillery, the airspace management element and chemical units. Key to the DETECT function is a focus on the high payoff targets designated during the DECIDE phase of the targeting process. This is accomplished by the collection management section of the G2. Every targeting asset must be aware of what the commander has designated as HPTs. Some specific assets available for detecting targets include:

combat observation lasing teams/observation posts, patrols, Air Cavalry Troops.

IMINT and HUMINT sources. All IEW agencies are given missions through the collection plan prepared by the collection managers at a given echelon.

MTLR, WLR, and FAAO.

(1) The collection of combat information is integral to the entire DETECT process. It is essential that all target acquisition assets be used in the most effective and efficient manner possible. Duplication of effort among the various assets must be avoided unless such duplication is desired in order to confirm the location or nature of a target. At corps and division, the collection management and dissemination (CM&D) section will develop and actively manage the collection plan to avoid such duplication. At the same time, the CM&D section will ensure that no gaps in planned collection exist. This will allow timely combat information to be collected to answer the commander's intelligence and target acquisition requirements. This combat information will enable analysts to develop the enemy situation as well as conduct target development.

(3) In order to detect the
desired high payoff targets in a timely manner, clear and concise taskings must be given to those target acquisition systems capable of detecting a given target. Collection efforts can be focused on those named areas of interest/target areas of interest identified during the DECIDE phase. Knowledge of the target type and its associated signatures (electronics, visual, thermal, etc.) enables us to direct the most capable collection asset to be tasked for collection against a given target. The asset can be positioned in the most advantageous position based on our estimates of when and where the enemy target will belocated. For the intelligence and electronic warfare system the G2/S2 is the principal figure.

(4) Information needs to
support the detection of the target are expressed as PIR/IR. Their relative priority will be dependent on the importance of the target to the friendly scheme of maneuver coupled with the commander's guidance. The PIR and IR that will support detection of a target are incorporated into the unit's overall collection plan. The collection manager will translate the PIR and IR into specific information requirements. The collection manager will consider the availability and capabilities of all collection assets within the echelon as well as those assets available to subordinate, higher and adjacent units (to include joint or combined force assets).

SLIDE 33 (REPORT) (1) Use of a standard report format can help the collection effort. As the combat
information to support target development is collected by the various assets, it is forwarded through IEW systems to the intelligence analysts of the G2/S2 staff. The analysts will use this combat information to perform both situation and target development. When a target is detected by the analysts, the target is passed immediately to the targeting
cell. The targeting cell will
determine if the target is a high payoff target, its priority and if it meets the target selection standards. Close coordination among the intelligence staff (G2/S2) and fire support coordinator is essential to insure that these targets are passed to a firesupport system which will engage the target. To ensure that this occurs in a timely manner, the Field Artillery Intelligence Officer (FAIO) must have access to the All-Source Production Section (ASPS) and the Targeting Cell. Procedures for cueing the FAIO as the predesignated HPTs are identified must be established. The FAIOs can coordinate with their respective G2s and FSEs to pass the targets directly to the fire `control element at the DIVARTY TOC or, if approved by the maneuver commander, directly to a firing unit. This will result in the most efficient and timely engagement of those targets which have been designated in advance for engagement.

SLIDE 34 (DELIVER - TITLE) (3) DELIVER: Targets are SLIDE 35 (DELIVER DECISIONS) attacked during the DELIVER function of targeting.

(a) Technical and tactical
decisions are made that determine which combination of attack systems to use. Some examples of those tactical/technical decisions to be made include:

munition
attack
target attack guidance and supports the commander's battle plan once the high payoff targets have been located. The attack of the targets must satisfy the attack guidance that was developed in the DECIDE portion of the targeting process. The actions in the attack of targets are the actual physical attack of the targets by lethal or non-lethal means.In order to
ensure proper use of assets, all available attack assets must be considered. The assets for consideration include all fire support means such as field artillery, naval gunfire, attack helicopters, air support(both close air support and battlefield interdiction), offensive electronic warfare and maneuver forces. This process supports the commander's decision on which broad attack option will be used to engage the targets: maneuver, electronic warfare, fire support, or a combination thereof, and the determination of the echelon(s) that will engage the target. An assessment of the attack is then conducted to determine the effectiveness of the targeting process. Deliver means must be weighed against the desired effects on the target, the payoff of the target and the degree of risk in the use of the asset against the target. In some instances, the attack of a target must be coordinated between two or more attack systems. Engagement of a target by destructive means along with jamming or monitoring may be of greater benefit than simply firing at the target. The desired effects on the target must be determined. This decision is made based on the payoff of the target and the constraints on availability of attack systems and munitions. The determination of the desired effects is required before an attack system can be properly tasked.

SLIDE 36 (DSM) b.

SLIDE 37 (ATTACK ASSETS - FA) c.

SLIDE 38 (ATTACK ASSETS - MORTARS) d.

SLIDE 39 (ATTACK ASSETS e.
- HELICOPTERS)

SLIDE 40 (ASSESS -TITLE) 5. Assessment of effects of an
SLIDE 41 (ASSESS FACTS) attack is always desirable and may SLIDE 42 (ASSESS FACTS) be required for certain important targets.
a. The same assets that acquire targets can also provide data on the effectiveness of the attack. The decision on which targets will require assessment must be made in the DECIDE portion of the process. Assessment may take many forms besides the determination of the number of casualties or equipment destroyed. Other information of use to the targeting cell includes whether the targets are moving or hardening in response to the attack, changes in deception efforts and techniques, increased communications efforts as the result of jamming and/or whether the damage achieved is having the expected effect on the enemy's combat effectiveness. Assessments may also be made passively through the compilation of information regarding a particular target or area. An example is the cessation of fires from an area. If an assessment is to be made of an attack, the targeting cell must ensure that the intelligence/acquisition systems receive adequate warning so the necessary sensor(s) can be directed at the target at the appropriate time. The assessment results may cause battle plans and earlier decisions to be changed. If necessary, the targeting cell must go back and re-examine the decisions made during the DECIDE portion of the process. IPB products, the high payoff target matrix, the target selection standards, the attack guidance matrix or the entire battle plan may have to be updated. If target damage assessment reveals that the commander's guidance has not been met, the whole targeting process continues with emphasis on that particular target. Assessment allows us to fine tune our efforts to achieve the greatest result with the least amount of expenditure or risk.

6.
SLIDE 43 (JOINT TARGETING) a.

SLIDE 44 (JOINT COORDINATION) b.
SLIDE 45 (JOINT TERMINOLOGY) c.
7.
SLIDE 46 (CORPS & DIVISION) a.

8.
SLIDE 47 (BRIGADE AND TF) a.

SLIDE 48 (BDE FS EX MATRIX) b.
SLIDE 49 (TF FS EX MATRIX)

SLIDE 50 (NUMBERING) c.

SLIDE 51 (TGT LIST) d.

SLIDE 52 (TGTS) e.

SLIDE 53 (FS COORD MEASURES) f.

HAND OUT QUIZ ANSWERS

Begin Targeting PE 9. Directions to Students: At this time I want the class to go back into the same groups you were in during the friendly COA PE.

a. Conduct of PE: Identify initial HVTs based on templates developed in CEI. Remember, HVTs are assets essential to the success of the enemy commander's mission. Also keep in mind that at brigade level, the brigade commander will support the task forces fighting the close battle but he will want to know a great deal about 2d echelon regiments as well. Recommend a HPTL and an EWTL given the information you have on the current situation and one friendly COA. Create an Attack Guidance Matrix. You will have 2 Hrs to complete this requirement. At that time I will select a group to brief their HVTL, EWTL and AGM. Use the briefing format in the PE guide. The checklist will be used to determine the thouroughness of your brief. Are there any questions? You may begin.

SLIDE 53 (CONCLUSION) 10. CONCLUSION. During the last 5 hours we have discussed the key elements of the targeting process and major staff responsibilities for targeting and the four step targeting process. Additionally, we have discussed the relationship between IPB and target development, and have completed a practical exercise in target development.

Tie-in: During the "DST Wargaming" block of instruction, we will require you to apply what you have learned today. Additionally will be required to apply the targeting concepts throughout future exercises.