8.2.1. Preparing Inputs for ATOs, Operations Orders, or Plans . The approved course of action is translated into information and tasking for those who will execute the plan. (( Refer to the JCS Joint Operational Planning System (JOPS), Volumes I and II, and AFM 28- 3, The USAF Operation Plan-ning Process, for formats and procedures used in preparing plans to support JCS tasking and USAF unilateral plans)).

8.2.1.1. The ATO may or may not be published in one message or at one time, depending upon command policy, directives, and the situation. The ATO must include the information required by subordinate units and be understandable. Targeting and operations personnel work together in preparing the ATO (filling in the required information into a fixed format text).

8.2.1. 2. Target information should include: the basic installation identification elements (BE number, functional classification codes, target name, target coordinates, and country code); graphic references (i. e., imagery references or prepared graphics); a textual description of the spe-cific aimpoint; recommended munitions and fuzing. When required for the weapon system; source, accuracy, or validity of the target coordinates should be included.

8.2.2. Support to Operational Units. A review and determination is made for what target materials and maps and charts are available for each unit to carry out command decisions. During target devel-opment the lack of adequate target materials should be documented and production requests submit-ted. During execution planning the requests should be reviewed and unit support functions notified of discrepancies. Potential requirements must be identified as early as possible so that target materials will be available at the wing and squadron level when it is time to execute an operation. Although there is the Shared Production Program to build and preposition target materials to cover most situa-tions, it is not possible or cost- effective to cover all contingencies. Good planning can help prevent 66

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8.2.3. Preparation for Combat Assessment. The time to begin thinking about assessment is before mission execution, not afterwards. This ensures the right people and resources have the tasking orders and other information required to support combat assessment. It involves determining assessment objectives and adjusting or establishing requirements. A full understanding of the sub- assessments of combat assessment presented in the next chapter are essential. Again this illustrates the targeting pro-cess is a conceptual construct and not always a step by step process.

8.2.3.1. Determining Assessment Requirements . Five questions to help determine require-ments.

8.2.3.2. Establish Requirements . Using answers derived from the above questions, the targe-teer can develop the requirements needed for combat assessment.

8.2.3.2.1. Information on target significance is critical, the target system, and how they impact the objectives and guidance are critical. Subsequently, the choice of source usually depends on how much time is available. If the decision to restrike must be made within minutes or hours, two primary sources of information are reports from the crew or forward air controller (FAC) and near real time sensor collection. If more time is available, other sources of infor-mation can be used, such as processed imagery. Only for very significant targets does the assessment of munitions effects require real time information. Of course, in accomplishing this task, collection and exploitation requirements set earlier during the target development and weaponeering phases will need to be adjusted.

8.2.3.2.2. A requirement must also be set up to designate the personnel, equipment, and facil-ities which will perform the combat assessment. In many cases, target analysts, imagery inter-preters, and intelligence analysts will all be needed in this process.

Foot Stomper Box
. When doing this phase of targeting the most overlooked task is to plan execution mon-itoring. Do not go straight from publishing the plan to monitoring its execution. Plan to react. Be situa-tionally aware. Check how the enemy is reacting to current operations. Make sure the weather and maintenance is up to expectations. Do some "what if" thinking. Once the ATO is being executed it is too late to step back, review what the commander wants to do, and how that particular ATO impacts the enemy and supports objective achievement 67

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8.2.3.2.4. Information on any executed action cannot be attained instantaneously. Sensor, processing, analysis, and dissemination times need to be factored into execution monitoring planning. To use limited resources as efficiently as possible the weaponeering planning fac-tors do not equal 1.0. Many attacks may not have the full physical damage expected or the tar-get may simply be missed. Enough time must be allowed to get enough information to make a decision for diverts, and retargeting.

8.3. Execution Planning at the Unit Level. Execution planning at the unit level consists primarily of mission planning functions and mission folder construction. See chapter 10 for more detailed informa-tion.

8.3.1. Mission Planning . At the unit level, it is typical for there to be a mission planning cell whose entire job is build the mission folders. Generally, this cell will include aircrew, targeteers, and intelli-gence analysts. Each person contributes to the mission planning in their area of specialty. Every unit performs this function slightly differently, however, to meet their own unique mission requirements. Targeteers need to be well aware of their own unit's uniqueness.

8.3.2. Mission Folder Construction . Routes are planned considering package timing, tankers, and threat This goes into the mission folder. This folder contains all of the key information needed by the aircrew to perform the mission. MCR 55- 125 outlines the specifics of what a mission folder should look like. In general, the folder will contain ingress & egress routes, radar predictions, weapons data, and target data, to include strike procedures. This is a vital document. Errors here may, at a mini-mum, mean mission failure, or, in the worst case, cause the loss of lives.

8.3.3. Reporting Preparation and Mission Support . Two other significant tasks unit level person-nel accomplish during execution planning are reporting preparation and mission support. Targeteers support BDA reporting by their knowledge of weapon effects. They can also support interpretation of cockpit videos if the videos capture weapon impact and detonation. The target materials prepared for each mission provide debriefers an invaluable reference in debriefing aircrews. Another important aspect of unit level support to execution planning is the determination of mission support require-ments. These requirements include all of those things which will be needed during combat operations and may be difficult to acquire (e. g., key maps and charts, imagery, target materials, basic supplies). It is imperative that targeting personnel ensure that they have an adequate stockpile of these. A good relationship with headquarters targeting personnel and the target material producer may yield great benefits. 68

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USAF INTELLIGENCE TARGETING GUIDE AIR FORCE PAMPHLET 14- 210 Intelligence 1 FEBRUARY 1998