In 1998, 1st Armored Division planners discovered that the process described in FM 6-20-10 Tactics Techniques, and Procedures for the Targeting Process could be used to integrate information operations (10) into tactical operations. (See the article "Integrating Targeting and Information Operations in Bosnia" by Lieutenant Colonel Steven Curtis, Captain Robert A. B. Curris and Major Romanych, July-August 1998.) With continuous refinement, the targeting process has progressed to another plateau three years later.
During operations in Kosovo, field support teams from the US Army Land Information Activity (LIWA) in conjunction with the fire support element (FSE) from the 1st Brigade, 1st Armored Division, refined the process. The team expanded targeting to merge 10 not only to synchronize lethal and 10 engagement assets, but also to focus all the command's nonlethal engagement assets into a single, integrated operation.
This article explains how Task Force (TF) Falcon (1st Armored Division) employed the targeting process during Operation Joint Guardian in Kosovo from April to December 2000 to plan and execute nonlethal maneuver, civil-military operations (CMO) and 10 engagements. These engagements shaped the environment for future TF operations.
Operational Framework. TF Falcon's primary mission was to maintain a safe, secure environment for the local populous, international community and TF Falcon soldiers. To do this, the TF planned and executed tactical operations within an operational framework of maneuver, CMO and IO. Within these three elements of "combat" power are various nonlethal operations, such as troop presence activities, FA illumination missions, humanitarian assistance, medical civilian assistance program (MEDCAP), psychological operations (PSYOP) and public affairs.
The major challenge of targeting for peace support operations is to shape the operational environment using nonlethal assets and means. In conventional conflict, enemy formations and functions are targeted and the battlefield is cleanly divided into deep, close and rear operations; in peace support operations, "adversary" target sets are the populace's societal institutions and the "battlefield" is a nonlinear maneuver space defined in terms of time and events rather than geographic locations.
To shape this ambiguous environment, TF Falcon employed PSYOP teams, a public affairs detachment, civil affairs tactical support teams, combat camera teams, medical treatment teams, unit commanders and unit patrols. These dissimilar nonlethal assets used equally disparate means, such as PSYOP loudspeaker operations and handbills, radio broadcasts, press releases and media events, medical assistance programs, reconstruction and short-term employment projects, face-to-face meetings and force presence.
The key to integrating nonlethal assets is a concept of "fires" (called "engagement") that focuses available means on those selected leaders and populace groups that influence the attitudes and behavior of the general populace. Procedurally, the development of a nonlethal concept of engagement is the same as traditional targeting methodology. The difference is in the desired targeting effects (e.g., influence, warn, co-opt rather than destroy, damage, etc.) and the types of targets, whose most important characteristic is their ability to influence the populace.
TF Falcon's analysis and control element (ACE) produced two products for nonlethal targeting: a 30-day intelligence estimate and a high-value target list (HVTL). These products were used to develop the concept of engagement and the high-payoff target list (HPTL).
The 30-day intelligence estimate described TF Falcon's future operating environment. The ACE accomplished this by identifying changes in the environment that could affect friendly operations and predicting courses of action (COAs), or at least the intentions, of individuals, organizations and populace groups that could negatively impact the TF's mission.
Threats to the mission included ethnic and political violence, obstructionist interference or insurgent and criminal activities. The HVTL listed those individuals and groups in the area of responsibility (AOR) that controlled or influenced the populace who had been identified as threats to the TF mission. Typical HVTs were political, civil and religious leaders and discrete populace groups, such as internally displaced persons, residents of specific villages or criminal groups.
The Targeting Cycle. The targeting cycle drove the decide, detect, deliver and assess ([D.sup.3]A) targeting functions (see Figure 1). TF Falcon adopted a three-week targeting cycle divided into one-week segments. In each week, a [D.sup.3]A function(s) was performed. Thus, the decide function was accomplished in the first week, detect in the second, and deliver and assess functions concurrently during the third week.
The decide function began each Wednesday with the development of a concept of engagement and culminated on Sunday with the publication of a targeting fragmentary order (FRAGO). The engagement concept consisted of TF-level nonlethal engagements, maneuver collection requirements, MEDCAPs, directed CMO and supporting battalion IO tasks. The concept of engagement was planned for a one-week targeting period, two weeks in advance of current operations. Planned activities and engagements were reviewed and adjusted the week before their execution to reflect changes in the AOR.
| 11. CYBER SAFETY PRODUCTS | ||
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