10. 2.1. Targeteers also perform normal administrative functions such as updating and posting changes to publications, classified document control and inventories, periodic aircrew or com-mander's briefings, and issue and control of classified training and mission target materials. The extent to which targeting personnel will be involved in these administrative functions depends on command policy for using targeting personnel, the desires and motivation of individuals, and the unit's mission and organizational responsibilities. Targeting functions at the unit level are critical to mission success, and unit targeting personnel are vital to mission planning and provide the link to the targeting branch at the air operations center. Targeting personnel must be mission- oriented, highly motivated, and involved in unit activities. In the course of performing their duties, they must:

10.3. Mission Planning. Targeting personnel at a unit are generally intimately involved in the mission planning process. It involves the selection of optimum routes and profiles under fixed criteria considering all related aspects of ingress, weapon delivery, escape, and egress; and delivering a weapon on target is 78

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10.3.1. Mission Components. A mission is typically divided into four parts: ingress, initial point (IP) to the target or weapon release point, escape, and egress.

10.3.1.1. Ingress can be planned for high or low level flight, with fuel consumption and enemy defenses primary planning considerations. At low altitudes, the aircraft may be less vulnerable to some types of enemy defenses, but fuel consumption is greater. At higher altitudes, the aircraft could be affected by radar guided and other defensive systems but requires less fuel. Aircrews make navigation and weapons systems checks during this portion of the mission, and in some cases weapon programming and pre- arming are also completed.

10.3.1.2. From the IP to the target, the aircrew acquires the IP, establishes run- in speed and head-ing, makes final determination of target area tactics, identifies reference points which will assist in target acquisition (final check points, offset aim points, etc.), and prepares or activates weapons or ordnance for release.

10.3.1.3. The escape phase of the mission begins immediately after weapon release and continues until a predetermined point, or adequate time or distance, from a target is reached.

10.3.1.4. Egress begins where the escape ends and continues until post strike base (PSB) recov-ery.

10.3.2. Route Planning Priorities. Three general route planning priorities guide mission planning: delivery of the weapons on target; survival of the aircrew; and recovery of the aircraft. A well- planned route will allow for a higher probability of success for all three. This planning must also consider how to avoid friendly weapon detonations, use acceptable reference points for navigational positioning, avoid enemy defenses, use reentry corridors, consider fuel minimums, and provide mutual defense support. These criteria are outlined in Air Force Instructions and supplemented by commands based on their specific requirements.

10.3.3. Profile Selection. There are two types of mission profile reference terms: high (H) and low (L). Weapon system capabilities and characteristics, reference point and target identification, and enemy defenses are primary considerations for deciding which profile or combination of profiles to use. For example, a profile could be divided into three sections, each represented by a single let-ter-- H- L- H. The first letter represents a high level ingress. The second letter indicates a low level entry point-- either an arbitrary point or the initial point-- and continues through the escape to the start climb point. The third letter represents egress at high level. Missions are usually planned for both instrument flight rules (IFR) and visual flight rules (VFR).

10.3.4. Standard Planning Data. In most units, standard mission planning guidelines are developed by the unit StanEval section from aircraft technical orders. Standardized data might include air-speeds, climb schedules, let- down schedules, acceleration data, tank jettison data, programmed turn information, reference point selection criteria, orbit point data, fuel flows under various conditions, etc. Standard planning data must be used so unit planning and mission folder programs are uniform.

10.3.5. Mission Planning and Delivery Tactics . Missions may be either preplanned or immediate. In any case, there must be some degree of planning at the unit level. Usually, this is the execution planning portion of operational plans, because each unit is the most knowledgeable of its own capabil-ities. 79

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10.3.5.2. Nuclear delivery techniques are divided into two categories: strategic and tactical. Stra-tegic delivery methods include "Short Look" and "Pop- up" (PUP) maneuvers. PUP is the normal planned delivery mode for bomber aircraft with operational terrain following equipment. The Short Look option is normally used only during IFR conditions or when terrain following naviga-tional ability is lost. Tactical delivery methods include the loft over- the- shoulder, level release, laydown, and low angle drogue delivery (LADD) maneuvers. In all cases, weapon release alti-tudes and airspeeds are dependent on the characteristics of the weapon involved.

10.4. Mission Folder Construction. Prior to the fielding of AFMSS, many staff elements at the unit level helped prepare mission folders particularly with the target intelligence branch assembling the infor-mation and constructing the folder itself. The staff, frequently with aircrew participation, performed the actual "cut and paste" work with the charts, including informational overlays and data cards for rapid in- flight use, with necessary annotations. Typical annotations and overlays include Navigational Infor-mation Blocks or course arrow boxes that detail course, heading, airspeed, altitude, en route timing, etc; weapon data cards; route check point, turn point, target, and offset aim point (OAP) coordinates; and enemy defense information. This process is now performed by aircrews on an AFMSS machine with help from intelligence personnel. It is important that intelligence personnel remain involved since during an actual mission, with many different activities occurring simultaneously, aircrews need clear and concise information to achieve mission success. Refer to applicable Air Force Instructions and command supple-ments for detailed guidance on folder building procedures and quality control.

10.5. Aircrew Target Study and Certification. Combat mission folders with aircrew study materials are broken down into two sections: the Combat Mission Section (CMS), which the aircrew takes on the mission, and the Mission Planning Section (MPS), which provides expanded intelligence and operational data for crew study. The MPS can include information on weapon effects, limitations, and employment; route threat assessments; enemy air order of battle information; escape and evasion data; safe areas and overflown country briefings; target significance; and C2. Targeting personnel should be available to assist and support aircrews with additional information, materials, maps, charts, and graphics, as required.

10.6. Debriefing and Battle Damage Assessment. Targeting personnel generally do not debrief air-crews. They should, however, become involved with and support those who do.

10.6. 1. Targeting personnel can insure the debriefers have suitable visual aids (maps, charts, target imagery) and target information (identification data, descriptions, aim points, objectives, etc.). The debriefers must know the mission background and details of the missions of other units having similar objectives. Furthermore, targeteers should review essential elements of information (EEI) questions to be used by the debriefers. While EEIs are included in command- prepared documents and regula- 80

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10. 6. 2. Targeteers should ensure aircrews are informed of the results of their mission (munition effects or accuracy scoring) and should work with imagery interpreters and provide the same target materials, maps, charts, and intelligence given to the debriefers. Targeting personnel should be among the first to receive the results of imagery readouts.

10.6.3. Targeteers must work closely with aircrews and debriefers, as well as other intelligence spe-cialists and mission planners from the operations staff in order to prepare timely and credible assess-ments. These assessments provide decision makers with information on the need to restrike a target or change munitions or tactics to improve mission effectiveness.

10.7. Ensuring Mission Support. Although higher headquarters should pass on necessary intelligence and procedural information to subordinate units, unit targeting personnel must ensure they have the infor-mation necessary to support their mission. If there are deficiencies, they must be promptly identified to the headquarters staff. Unit targeting personnel must also identify and resolve problems, limitations and constraints affecting targeting functions, as soon as possible. Target intelligence personnel also deter-mine requirements, requisition procedures, stockpiling and control of maps, charts, graphics, and other materials needed to prepare target folders and support the unit mission. The branch usually acts as a source of supplies for unit target materials users, as well as librarian for Air Force and command direc-tives and publications used to requisition target materials.

10.8. Developments in Unit Level Targeting. Because of continual advances and modifications in weapons systems and expected accuracy's, targeting data also must be constantly updated for complete-ness and accuracy. Advances in imagery have made it possible to develop highly accurate and reliable targeting information. For example, the Analytical Photogrammetric Positioning System, though rela-tively old, is still in use at the air component and command level to locate both target coordinates and pre-cise reference point positioning. The new Digital Point Positioning Data Base (also imagery based) will provide even more up- to- date positioning capability down to the unit level.

10.9. Conclusion. The unit targeting function not only demands time and skill, but is challenging as well. With new concepts, programs, data, and equipment, new skills and techniques will have to be developed and adapted for unit use. Leadership, resource management, and coordination with other unit specialties are required to accomplish any unit mission. With continued improvements and changes in data collec-tion, dissemination, usage, and the advent of new plans, procedures, and equipment, the target intelli-gence function will become not only more important at the combat unit level, but also more challenging to targeting personnel. 81

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