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AJP-3.9.2
AJP-3.9.2
LAND TARGETING
May 2006
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RECORD OF RESERVATIONS
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NATION RESERVATIONS
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RECORD OF CHANGES
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TABLE OF CONTENTS
Page
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
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. 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 and AJP-3 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.
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.
J o in t T a r g e tin g
H ig h e r T a r g e tin g
A u th o r ity
J o i n t T a r g e t in g P r o c e s s /C y c l e
Land A ir
M a r itim e T a r g e tin g T a r g e ti n g S p e c ia l F o r c e s
T a r g e tin g P r o c e s s /C y c le P r o c e s s / C y c le T a r g e tin g
P ro c e s s /C y c le P r o c e s s /C y c le
F o r m a tio n
T a r g e tin g
P r o c e s s /C y c le
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’.
a. Strategic Targets. Targets that influence the overall war effort, or political
objectives, are classified as strategic.
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Principles of Targeting
0208. Principles of targeting will apply regardless of the component concerned or of the
prevailing operational environment:
Effects-based Targeting
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:
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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0215. A joint targeting process might look like the cycle of activities in Figure 2.2 below.
C om m ander’s
O bjectives
C om bat T arget
A ssessm ent D evelopm ent
C oordinate
E xecution C apability
A nalysis
F orce
A ssignm ent
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:
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)
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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
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.
Effects-based Targeting
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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DECIDE FUNCTION
TRACK FUNCTION
DELIVER FUNCTION
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.
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
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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.
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CHAPTER 4
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.
ASSESS FUNCTION
DETECT FUNCTION
10 - Perform Combat Assessment
7 - Execute Collection Plan
COORDINATE
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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.
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.
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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.
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.
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logistic planning. The AGM may also identify target tracking requirements.
An example of an AGM is at Annex B.
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.
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.
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.
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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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.
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:
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.
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ANNEX A TO
CHAPTER 4
5 C2 HQ 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
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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
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
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.
Notes: This is only an example of an AGM. Actual matrixes are developed based on
the situation.
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ANNEX C TO
CHAPTER 4
Priority HPT ISTAR ISTAR TSS Attack Strike Effect BDA ROE Remarks
Detect Track When Asset Required Asset (verified)
Asset Asset /Criteria
(a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k)
1.
2.
3.
4.
Notes:
1. TSS: 1 = Required TLE. 2 = Minimum Size of Unit. 3 = Static or Moving. 4 = Time of Acquisition. Completed in conjunction with
the delivery standard matrix appropriate to the target category.
3. Examples of possible effects: D = Destroy . N = Neutralise. E = Exploit. S = Suppress. H = Harass. Di = Disrupt. De = Delay
(hours).
4. ROE column indicates that the attack meets the ROE. It may be indicated by a simple check mark, individual’s (Legal Advisor’s)
initials or applicable paragraph number from the ROE.
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ANNEX D TO
CHAPTER 4
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Appendix:
1. Example Agenda for Targeting Group Meetings.
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APPENDIX 1 TO
ANNEX D TO
CHAPTER 4
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NATO/PfP UNCLASSIFIED
NATO/PfP UNCLASSIFIED
AJP-3.9.2
D-1-2
AJP-3.9.2RatDraft May 2005 ORIGINAL
NATO/PfP UNCLASSIFIED