Ch. 3 Integrating the Intel WFF PDF

Summary

This document discusses the integration of intelligence into military operations. It also describes the role of commanders and staffs in the warfighting function, outlining the importance of understanding the operational environment to ensure mission success. It includes discussions of the operations process and the importance of collaboration.

Full Transcript

Chapter 3 Integrating the Intelligence Warfighting Function SECTION I – INTEGRATING AND SYNCHRONIZING INTELLIGENCE 3-1. Leadership is the most essential dynamic of combat power, and it is the commander who provides purpose, direction, and motivation to accomplish the mission and impr...

Chapter 3 Integrating the Intelligence Warfighting Function SECTION I – INTEGRATING AND SYNCHRONIZING INTELLIGENCE 3-1. Leadership is the most essential dynamic of combat power, and it is the commander who provides purpose, direction, and motivation to accomplish the mission and improve the unit or organization. Leaders must be able to thoroughly understand the given mission, current situation, and how the OE may impact the mission. Therefore, leaders must integrate and synchronize intelligence into operations. This facilitates understanding an OE and assists in determining when and where to employ capabilities against adversaries and enemies. 3-2. Leaders must provide their formations, including the intelligence warfighting function, direction, guidance, and a sense of purpose. To do this, leaders must be knowledgeable of intelligence fundamentals, the intelligence process, the intelligence warfighting function, intelligence capabilities, the intelligence architecture, and how they can be leveraged to support the operations process. 3-3. Commanders and staffs at all levels synchronize intelligence with the other warfighting functions to maximize their ability to simultaneously visualize the OE and accomplish the required tasks and activities. The effective use of intelligence capabilities enhances the capability of the combined arms team to create and concentrate combat power and minimize risk. 3-4. The integration and synchronization of the warfighting functions, including the intelligence warfighting function, are important for mission success. While the intelligence warfighting function is somewhat complex, its integration is doctrinally no different than the integration of the other warfighting functions and no less important. Figure 3-1 illustrates the integration of the intelligence warfighting function, accomplished through planning methodologies, integrating processes, and a unit’s battle rhythm. Figure 3-1. Integrating and synchronizing the intelligence warfighting function 01 October 2023 FM 2-0 3-1 Chapter 3 SECTION II – THE ROLE OF THE COMMANDER AND STAFF 3-5. Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission (JP 1, Volume 2). C2 is fundamental to the art and science of warfare. (See FM 6-0.) No single specialized military function, either by itself or combined with others, has a purpose without it. Commanders are responsible for C2. Through C2, commanders provide purpose and direction to integrate all military activities toward a common goal— mission accomplishment. Staffs support commanders in making and implementing decisions and in integrating and synchronizing combat power. Competent staffs multiply a unit’s effectiveness. (See figure 3-2.) Figure 3-2. Exercising command and control to accomplish the mission THE COMMANDER 3-6. The commander drives intelligence, intelligence drives operations, and operations must support information collection; this relationship is continuous. Due to the fog and friction of war, including the efforts of determined and adaptive threat forces, commanders must fight for intelligence and then share it across echelons and with adjacent units. The commander, based on recommendations from the intelligence staff, tailors intelligence capabilities and intelligence operations to support the mission. The force-tailoring and specific task organization establish an ordered command and support structure with technical channels for intelligence operations. 3-7. Similar to the relationship with subordinate units and the rest of the staff, commanders provide the intelligence staff guidance and continuous feedback throughout operations (see also figure 3-2) by— ⚫ Providing direction. ⚫ Providing their understanding, visualization, and description of the problem. ⚫ Directing through clearly stated intelligence requirements and priorities. ⚫ Leading and making decisions. ⚫ Continuously assessing the operation through collaboration with the G-2/S-2 during the execution of operations. ⚫ Emphasizing the importance or close cross-staff collaboration, especially with the G-3/S-3, fire support coordinator/chief of fires, and G-6/S-6. 3-2 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function Commander’s Critical Information Requirements A commander’s critical information requirement is specific information identified by the commander as being essential to facilitate timely decision making (JP 3-0). There are two CCIR categories: PIRs and friendly force information requirements (also called FFIRs). CCIRs directly influence decision making and facilitate the successful execution of operations. As discussed in paragraph 1-34, the intelligence warfighting function focuses on answering intelligence requirements comprising PIRs, targeting intelligence requirements, and other intelligence requirements. The commander approves and prioritizes all intelligence requirements, which drive every aspect of the intelligence process—information collection, including collection management; intelligence PED; intelligence analysis; intelligence production; and dissemination and integration. 3-8. The commander’s involvement and interaction enable the intelligence staff to assess how to more effectively produce intelligence to meet the commander’s requirements. The commander’s involvement also assists the staff in synchronizing the unit’s information collection effort with the operation. The commander and staff should also consider some unique aspects of the intelligence warfighting function: ⚫ Operational uncertainty. Intelligence does not eliminate uncertainty entirely; to succeed, commanders must take risks. ⚫ Driving IPOE. Make it a full staff effort. Focus the staff on those aspects of the OE that are important to the mission (commander’s focus and priorities for analysis). ⚫ Resourcing. Resource and prioritize the intelligence warfighting function appropriately. For example, adequate network capability and access are critical in meeting the commander’s needs. ⚫ Prioritization. Prioritize finite resources and capabilities by focusing collection and analysis on key decisions and targeting through intelligence requirements and other means. ⚫ Continuous collection. Information collection must be continuous. Start as early in the operations process, as feasible, and effectively transition to the next operation. ⚫ Tailoring intelligence. Clearly state what (in terms of priorities, format, and style) is needed across the various intelligence products, especially IPOE products, the intelligence running estimate, and the intelligence portion of the common operational picture (COP). 3-9. Building from this list, table 3-1 provides an extensive list of considerations to assist commanders and staffs in ensuring the intelligence warfighting function is effectively integrated into operations. Note. Table 3-1 is not intended as a checklist, a set of mandatory actions, or an all-encompassing list of considerations. Table 3-1. Commander and staff considerations An effective staff team. Build the team and foster a collaborative environment that encourages critical thinking, candor, and cooperation. Risk. Accept necessary risks and some operational uncertainty. Intelligence cannot eliminate uncertainty. Commanders determine the necessary risks inherent in any operation. Guidance. Broadly and clearly share the commander’s guidance and visualization of the operation and the OE. Ensure the right aspects of the domains and dimensions are accounted for in the operational variables and the mission variables. Driving IPOE. Initial guidance, key participation, and periodic oversight are extremely valuable in ensuring a thorough IPOE. Owning intelligence requirements. Personally engage in developing and approving intelligence requirements that drive operations and targeting. Enabling information collection. In nondoctrinal terms, information collection is the fight before the fight. Demand effective collaboration between the G-3/S-3, G-2/S-2, and rest of the staff to plan and control information collection. Allocate maneuver, fires, and other capabilities to enable information collection and intelligence analysis and production, when necessary. Resource the reconnaissance and surveillance network and intelligence operations sufficiently, to include providing adequate network capability (for example, relays, bandwidth, and access). Maximizing collection. Facilitate detailed planning on the use of organic, assigned, and attached collection, PED, and processing capabilities such that they can be thought of as information collection pacing items. It is also important to fully leverage supporting collection assets, external PED and analysis, and intelligence from national-level and allied and partner intelligence organizations. 01 October 2023 FM 2-0 3-3 Chapter 3 Table 3-1. Commander and staff considerations (continued) Allocating adequate time for information collection and intelligence analysis. Sometimes, operational necessity dictates timelines. However, sometimes, it is worth the time (tactical patience) to allow for thorough information collection, analysis, and the production of effective intelligence products. Owning the intelligence architecture. Emphasize its importance and facilitate teamwork between the G-3/S-3, G-2/S-2, G-6/S-6, G-9/S-9, CEMA officer, space operations officer, and other staff members. An effective intelligence architecture is crucial. The architecture connects each intelligence capability from national and multinational partner, joint, and higher-level Army echelons as well as from organic and supporting intelligence collection, intelligence PED, and all-source capabilities across the area of operations, including all command posts. The common operational picture and intelligence products. Provide clear guidance to the G-2/S-2 on the intent and standard for maintaining the threat portion of the common operational picture and the expectation for answering intelligence requirements. Sharing with allied and partner forces. Ensure the intelligence staff completes information sharing coordination before the operation and shares appropriately throughout the entire operation. Prioritizing battle damage assessment. Prioritize the battle damage assessment effort and ensure a thorough staff analysis is completed for battle damage assessment. Guiding transitions. Transitions can be very tricky for the intelligence warfighting function. Early and clear guidance is integral to effectively transitioning the intelligence warfighting function. CEMA cyberspace electromagnetic activities IPOE intelligence preparation of the operational environment G-2/S-2 division or corps/battalion or brigade intelligence staff officer PED processing, exploitation, and dissemination G-3/S-3 division or corps/battalion or brigade operations staff officer OE operational environment G-6/S-6 division or corps/battalion or brigade signal staff officer G-9/S-9 division or corps/battalion or brigade civil affairs operations staff officer THE STAFF 3-10. This general discussion focuses on the staff and its participation in the intelligence warfighting function. Chapter 5 discusses intelligence staff activities. The staff is a key component of the C2 warfighting function. In addition to executing its specialized staff tasks, the staff’s primary responsibilities include supporting the commander; assisting subordinate commanders, staffs, and units; and informing units and organizations outside the headquarters. SUPPORTING THE COMMANDER 3-11. Staffs support the commander in understanding, visualizing, and describing the OE; making and articulating decisions; and directing, leading, and assessing military operations. Staffs also support the commander by— ⚫ Making recommendations and preparing plans and orders for the commander. ⚫ Producing timely and relevant information and analysis and using knowledge management to extract that information from the vast amount of available information. ⚫ Battle tracking the ongoing operation to ensure information collection tasks are executed or adjusted as the situation dictates. ⚫ Seeing and understanding when windows of opportunity to achieve a relative advantage open and close, and by alerting and providing recommendations to the commander when decision criteria are met. ⚫ Monitoring and providing recommendations to adjust the plan or tasks when the situation changes and the anticipated decisions are no longer relevant. PARTICIPATING IN THE INTELLIGENCE WARFIGHTING FUNCTION 3-12. The entire staff is part of the intelligence warfighting function. The rest of the staff (other than the intelligence staff) has the same obligation to participate in key intelligence processes, meetings, and working groups just as the intelligence staff is obligated to fully engage in other warfighting function processes, meetings, and working groups. 3-4 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function 3-13. The intelligence staff cannot be experts in all aspects of the OE and threat capabilities. Staff members must know certain aspects of the OE and threat capabilities related to their warfighting function or specialty. Important activities require the entire staff to participate; this ensures the intelligence warfighting function— ⚫ Facilitates a real understanding of the many important aspects of the OE (especially when, where, and how the threat will employ capabilities). ⚫ Assists the commander and staff’s visualization. ⚫ Supports in developing friendly COAs and recommending the best COA to the commander. ⚫ Assists in synchronizing combat power within the operation. ⚫ Supports targeting (through lethal and nonlethal means). 3-14. Some of the most important intelligence processes and activities requiring the rest of the staff’s participation, discussed in section III, includes— ⚫ IPOE, led by the intelligence staff, especially initial IPOE during step 2 (mission analysis) of the MDMP. ⚫ Collection management (the basis for information collection planning), led by the intelligence staff, and information collection processes. ⚫ Any intelligence working groups, if held. ⚫ The information collection working group, if held. SECTION III – STAFF TEAMWORK 3-15. Teamwork within a staff and between staffs produces the staff integration necessary to synchronize operations. A staff works efficiently with complete cooperation from all staff sections. In addition to being highly knowledgeable in their own fields, operations processes, and procedures, all staff members must be familiar with the duties and responsibilities of other staff sections to coordinate and achieve results for the commander. A force operates effectively in cooperation with all headquarters. Commanders and staffs contribute to foster this positive climate during training and sustain it during operations. However, frequent personnel changes and augmentations to their headquarters add challenges to building and maintaining a team. While all staff sections have clearly defined functional responsibilities, none can operate effectively in isolation; therefore, coordination is critical. Commanders ensure staff sections are properly equipped and manned. This allows staffs to efficiently work within their headquarters and with their counterparts in other headquarters. Commanders ensure staff integration by developing the unit’s battle rhythm, to include synchronizing various meetings, working groups, and boards. 3-16. Staff teamwork works in both directions. The intelligence staff must fully participate in and bring its unique perspectives, knowledge, and expertise to support the rest of the staff across the planning methodologies, integrating processes, working groups, and other staff functions. Conversely, the same is true of the rest of the staff supporting intelligence processes; tasks; working groups, if established; and functions. It is important to remember that the commander and staff are part of the intelligence warfighting function. Some of the support provided by the rest of the staff to the intelligence staff includes— ⚫ Sharing unique perspectives, knowledge, and expertise with the intelligence staff at key times within certain intelligence tasks. ⚫ Supporting ancillary and specialized information collection capabilities (see paragraph 3-35) and intelligence-related missions and operations (see paragraph 3-41). 3-17. Certain intelligence tasks are far more effective when the rest of staff, especially key members, participates with the intelligence staff at key times in certain intelligence tasks. The value of staff participation applies primarily to IPOE and collection management; it also applies to a lesser extent to pre-mission analysis of the OE, situation development, intelligence support to targeting, and support to operational assessments. Staff members contribute warfighting function/specialty knowledge and expertise as well as perspectives that differ from the intelligence staff’s—all of which are invaluable. This comprehensive staff participation is similar to the staff participation necessary to adequately conduct targeting, support protection, or any number of other staff tasks. Despite pervasive time constraints that hinder participation in key intelligence tasks, the lack of staff participation during initial IPOE, mission analysis, or collection management puts a unit’s mission at risk. 01 October 2023 FM 2-0 3-5 Chapter 3 3-18. Table 3-2 lists those staff members whose contributions to key intelligence tasks enable the effectiveness of the intelligence warfighting function. The list is not all-inclusive; staff members vary based on the echelon and specific unit. Table 3-2. Staff support to the intelligence warfighting function IPOE, situation development, and Collection management Staff section intelligence support to targeting input participation Based on staff expertise, assist the Based on staff expertise, develop intelligence staff in analyzing and information requirements, as needed; assist developing— the collection management team in— ▪ Modified combined obstacle overlays. ▪ Developing or refining indicators and ▪ Civil considerations products. SIRs. ▪ Threat objectives and the desired end ▪ Matching collection assets to SIRs. All staff sections: Provide subject matter state. ▪ Developing NAIs and active time. expertise to assist the intelligence staff in the ▪ NAIs. ▪ Planning the use of technical collection, following tasks. ▪ High-value targets, which become high- biometric, forensic, and document and payoff targets. media exploitation capabilities. ▪ Possible threat decision points. ▪ Planning the use of ancillary collection Assist the intelligence staff in deciding assets from associated warfighting what key aspects to add to the intelligence function or specialty knowledge. portion of the common operational picture Assist the G-3/S-3 in developing the final and intelligence running estimate. Annex L (Information Collection). Provides operational experience. Assists in determining— ▪ Friendly and enemy TAIs. Develops threat C2 indicators, SIRs, and ▪ Friendly and enemy engagement areas. NAIs. ▪ Enemy time phase lines. Develops threat reconnaissance, surveillance, and security operations G-3/S-3: Provides subject matter expertise on Assists the entire staff in determining how indicators, SIRs, and NAIs. the art and science of military operations, the threat might integrate and synchronize its operations. Develops threat maneuver unit indicators, including reconnaissance, surveillance, and SIRs, and NAIs. security operations. Evaluates IPOE products Develops threat C2 models, intent, vulnerabilities, and templating. Refines— to ensure they support friendly COA development and analysis. Plans and directs Provides threat reconnaissance, ▪ Friendly TAIs. information collection based on collection surveillance, and security operations ▪ Friendly engagement areas. management. models; intent; vulnerabilities; and ▪ Enemy time phase lines. templating. Effectively integrates and synchronizes Provides threat maneuver unit models, (feasible and supported) reconnaissance, intent, vulnerabilities, and templating. surveillance, and security operations into Assists the staff in developing relative the collection management plan. combat power matrices for friendly and enemy forces. Provides threat logistics models, intent, vulnerabilities, and templating. Develops threat logistics and Templates threat supply/resupply supply/resupply indicators, SIRs, and NAIs. G-4/S-4: Provides subject matter expertise on sustainment operations. routes/points. Conducts logistics planning for technical Note. Threat logistic activities and lack of collection and document and media activities can be a good indicator of threat exploitation. intent and future threat operations/COAs. G-6/S-6: Provides subject matter expertise on friendly communications systems and assists Provides threat communications systems the G-2/S-2 in identifying and evaluating models, intent, vulnerabilities, and Develops threat communications systems friendly communications systems’ templating, including networks and nodes. indicators, SIRs, and NAIs. vulnerabilities to cyberspace and Conducts line-of-sight analysis. electromagnetic attack. 3-6 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function Table 3-2. Staff support to the intelligence warfighting function (continued) IPOE, situation development, and Collection management Staff section intelligence support to targeting input participation Integrates civil knowledge gained from unified action partners working with indigenous populations and institutions. Conducts ASCOPE (areas, structures, capabilities, organizations, people, and Develops civil considerations and local events) analysis. population attitudes, “atmospherics,” Conducts PMESII-PT (political, military, indicators, SIRs, and NAIs. economic, social, information, Determines the local population’s impact infrastructure, physical environment, and on information collection. time) analysis. G-9/S-9: Provides subject matter expertise on Recommends the use of developed and civil affairs operations. Provides civil considerations overlays with engaged civil network as part of collection. critical civilian infrastructure status and Manages the civil information collection capabilities, and areas of cultural plan. significance (protected targets). Directs civil reconnaissance, civil In collaboration with unified action partners engagement, and civil network and the staff judge advocate, identifies development within the operational area. restricted fires requirements (persons and places) for the commander. Note. Refugees, displaced persons, and evacuees can have a major impact on friendly and threat operations. Develops threat fires indicators, SIRs, and Provides threat fires capabilities, models, NAIs. intent, vulnerabilities, and templating. Shares the high-payoff target list, target Chief of fires/Deputy fires support Assists in determining— synchronization matrix, attack guidance coordinator/Fires support officer: Provides matrix, and target selection standards. subject matter expertise on fires. ▪ Friendly TAIs. Ensures incorporation of ▪ Friendly electromagnetic attack. counterfire/counterbattery radar systems in ▪ Enemy time phase lines. the collection management plan. Refines friendly TAIs. Performs checks and balances between IPOE, subsequent operational planning, and collection management to account for all aspects of protection. Provides threat rear-area capabilities, Develops threat rear-area capabilities models, intent, vulnerabilities, and indicators, SIRs, and NAIs. Chief of protection: Provides subject matter templating. In this situation, threat rear- Plans biometric and forensic capabilities expertise on all aspects of the protection area capabilities are threat capabilities, and identity activities as part of collection warfighting function. units, and systems that could be used in management. the friendly rear area to disrupt friendly Shares the friendly critical and defended operations. These threat capabilities can asset lists. include terrorists, bypassed forces, stay- behind forces, special purpose forces, or many other threats to the friendly rear area. Provides threat ADA models, intent, Air and missile defense officer: Provides vulnerabilities, and templating. subject matter expertise on ADA and assists Determines threat air avenues of Develops threat ADA indicators, SIRs, and the G-2/S-2 in determining the locations of approach. NAIs. ADA assets and potential areas of employment. Identifies threat missile capabilities and flight characteristics. Develops threat close air support Air LNO (senior member of the tactical air indicators, SIRs, and NAIs. control party): Provides subject matter Provides threat close air support Shares airspace control orders, restricted expertise on air and space capabilities and capabilities models, intent, vulnerabilities, operations zones, and aerial ISR taskings. limitations as well as applies and integrates and templating. Operates and maintains the joint air joint capabilities to generate multidomain effects throughout an OE in direct support of Provides access to Air Force intelligence request net. the ground commander’s intent and products. Advises the staff on preparing air support guidance. requests. Transmits requests for ISR support. 01 October 2023 FM 2-0 3-7 Chapter 3 Table 3-2. Staff support to the intelligence warfighting function (continued) IPOE, situation development and Collection management Staff section intelligence support to targeting input participation Aviation officer: Provides subject matter Provides threat attack helicopter, air assault, expertise on Army aviation assets and Develops threat attack helicopter, air assault, and UAS (including UAS swarms) operations, ranging from attack aviation, lift, and UAS (including UAS swarms) indicators, capabilities, models, intent, vulnerabilities, UASs, and fixed-wing assets at the theater SIRs, and NAIs. and templating. army, corps, division, and brigade levels. Provides threat engineer models, intent, vulnerabilities, and templating, including obstacle locations and mobility systems. Engineer officer: Provides subject matter Conducts terrain analysis and assists in expertise on mobility/countermobility and determining— Develops threat engineer indicators, SIRs, assists the G-2/S-2 in developing enemy ▪ Mobility corridors. and NAIs. obstacle plans for the enemy situation ▪ Military aspects of terrain (observation template. and fields of fire, avenues of approach, key terrain, obstacles, and cover and concealment [also called OAKOC]) factors. Provides threat CBRN capabilities, models, CBRN officer: Provides subject matter intent, vulnerabilities, and templating. expertise on CBRN and assists the G-2/S-2 Develops threat CBRN indicators, SIRs, and Provides threat triggers for using CBRN. in determining the locations of CBRN assets NAIs. and potential areas of employment. Provides threat CBRN terrain and weather considerations. CEMA section: Provides subject matter Provides threat cyberspace and EW expertise on information pertaining to Develops threat cyberspace and EW models, intent, vulnerabilities, and doctrine, tactics, and equipment of enemy indicators, SIRs, and NAIs. templating. cyberspace and EW forces, and access to Plans friendly cyberspace and EW Copartners to develop and maintain the cyberspace and EW capabilities for operations collection requirements. information collection. enemy electromagnetic order of battle. CEMA officer: Provides subject matter Provides threat EW models, intent, Develops threat EW indicators, SIRs, and expertise on ground-based, airborne, and vulnerabilities, and templating. NAIs. functional EW employment considerations. Conducts line-of-sight analysis. Plans friendly EW capabilities collection. Develops threat explosive ordnance Explosive ordnance disposal officer: (including improvised explosive devices) Provides subject matter expertise on the Provides threat explosive ordnance (including indicators, SIRs, and NAIs. detection, identification, recovery, evaluation, improvised explosive devices) models, intent, rendering safe, and final disposal of explosive vulnerabilities, and templating. Plans foreign ordnance and weapons technical intelligence collection, when ordnance. needed. Provides threat information warfare Develops threat information warfare Information operations officer: Provides models, intent, vulnerabilities, and indicators, SIRs, and NAIs. subject matter expertise on shaping templating. Assists the collection management team in operational activities in and through the Predicts threat themes and messaging in information dimension. accounting for the information dimension, conjunction with the intelligence staff. when needed. Provides information overlays. Develops threat deception indicators, SIRs, Military deception officer: Provides subject and NAIs. matter expertise on coordinating military Provides threat deception models, intent, deception assets and operations and vulnerabilities, and templating. Assists the collection management team in accounting for the information dimension, influencing enemy decision makers. when needed. Develops threat collection indicators, SIRs, and NAIs, in coordination with Operations security officer: Provides counterintelligence personnel. Provides threat collection models, intent, subject matter expertise on the development, Assists the collection management team in vulnerabilities, and templating, in coordination organization, and administration of an accounting for the information dimension, with counterintelligence personnel. operations security program. when needed. Shares essential elements of friendly information. Develops threat psychological operations Psychological operations officer: Provides indicators, SIRs, and NAIs. Provides threat psychological operations subject matter expertise on synchronizing Assists the collection management team in models, intent, vulnerabilities, and templating. MISO support to operations. accounting for the information dimension, when needed. 3-8 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function Table 3-2. Staff support to the intelligence warfighting function (continued) IPOE, situation development and Collection management Staff section intelligence support to targeting input participation Provides threat space models, intent, Space operations officer: Provides subject vulnerabilities, and templating. Develops threat space indicators, SIRs, matter expertise on the space domain and Provides space weather effects on and NAIs. adversary space/counterspace capabilities operations. Provides space weather effects on and effects within the OE. Provides threat counterspace capabilities, operations. characteristics, and employment. Staff judge advocate: Provides subject Provides legal considerations to minimize Provides legal considerations to minimize matter expertise on all types of legal matters unnecessary collateral damage or injury to unnecessary collateral damage or injury to and provides support and advice to the the civilian population. the civilian population. commander and staff. Identifies health threats faced by friendly and enemy forces (injuries, diseases, environmental, weapons effects, physiologic and psychological stressors). Provides details on the local population’s Develops SIRs, NAIs, and indicators Command surgeon or medical support medical care and health factors, related to host nation medical facilities. officer: Provides subject matter expertise on including— Develops SIRs, NAIs, and indicators all medical or medical-related matters and ▪ Changes to access for medical care. related to medical-health threats. provides support and advice to the commander and staff. ▪ Sanitation issue. Provides medical evacuation procedures and methods. ▪ Portable water supply. ▪ Effects of significant health factors, for example, insects, diseases, and other issues. Produces a religious area analysis and Chaplain: Provides religious, moral, and subsequently a religious impact ethical advisement to the commander and assessment. staff in areas that potentially impact the unit Provides religious demographics, time Develops SIRs, NAIs, and indicators related both externally and internally. (specific holidays or time of day), and to religious factors (religious, human, and Note. Chaplains and unit ministry teams do practices. ideological) of the OE. not collect information that would violate their Conducts sacred sites analysis (with the status as noncombatants. staff judge advocate) and determine religious impact on operations. Promotes coordination, synchronization, and cooperation among its parent unit and LNO: Provides subject matter expertise from higher-echelon headquarters and its assigned headquarters. interagency, coalition, host-nation, Coordinates face-to-face, which is invaluable Note. This only occurs when the LNO is adjacent, and subordinate organizations, to sharing various collection details. authorized security access to the IPOE and as required. collection management processes. Coordinates face-to-face, which is invaluable to sharing a different perspective on IPOE and IPOE products. ADA air defense artillery IPOE intelligence preparation of the operational environment C2 command and control ISR intelligence, surveillance, and reconnaissance CBRN chemical, biological, radiological, and nuclear LNO liaison officer CEMA cyberspace electromagnetic activities MISO military information support operations COA course of action NAI named area of interest EW electromagnetic warfare OE operational environment G-2/S-2 division or corps/battalion or brigade intelligence staff officer SIR specific information requirement G-3/S-3 division or corps/battalion or brigade operations staff officer TAI target area of interest G-4/S-4 division or corps/battalion or brigade logistics staff officer UAS unmanned aircraft system G-6/S-6 division or corps/battalion or brigade signal staff officer G-9/S-9 division or corps/battalion or brigade civil affairs operations staff officer 01 October 2023 FM 2-0 3-9 Chapter 3 SECTION IV – THE OPERATIONS PROCESS AND INTELLIGENCE 3-19. Commanders employ the operations process to incorporate coalition and joint partners, empower subordinate initiative, and ensure authorities and risk acceptance are delegated to the appropriate echelon for the situation. Staffs and subordinate headquarters earn the commander’s trust by providing relevant information, anticipating needs, and directing supporting actions. Close interaction between the commander and the G-2/S-2 and the other staff is essential as the staff supports unit planning and preparation. Commanders direct the intelligence warfighting function through their relationship with the G-2/S-2, the rest of the intelligence staff, and the MI unit commander. 3-20. As shown in figure 3-3, the major activities of the operations process are— ⚫ Plan. Planning normally begins upon receipt of orders from a higher-echelon headquarters and continues through the execution of the operation. ⚫ Prepare. Commanders, assisted by their chiefs of staff or executive officers, drive the preparation for an operation by allocating time, prioritizing resources, and supervising preparation activities, such as rehearsals, to ensure their forces are ready to execute operations. ⚫ Execute. During execution, commanders and staffs focus their efforts on translating plans into direct action to achieve objectives in accordance with the higher commander’s intent. ⚫ Continuously assess. The commander and staff continually assess operations and revise the plan through fragmentary orders (FRAGORDs). Figure 3-3. The operations process ARMY PLANNING METHODOLOGIES 3-21. Integrated planning—from conceptual to detailed planning—is critical to Army operations. Planning requires the integration of both conceptual thinking and detailed analysis. Army leaders employ several methodologies for planning, determining the appropriate mix based on the scope and understanding of the problem, time available, and availability of a staff. The Army planning methodologies, detailed in FM 5-0, include— ⚫ Army problem solving. ⚫ ADM. ⚫ The MDMP. ⚫ Rapid decision-making and synchronization process (RDSP). ⚫ Troop leading procedures (TLP). 3-10 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function 3-22. Perfect knowledge and assumptions about the future do not occur. The commander and staff cannot predict with precision how enemies will react or how other actors will respond during operations. Nonetheless, the understanding and learning that occur during planning are valuable. Even if units do not execute the plan exactly as envisioned, planning results in an improved understanding of the situation that facilitates future decision making. Planning and plans assist leaders in— ⚫ Building situational understanding. ⚫ Identifying and developing solutions to problems. ⚫ Understanding, describing, and accepting risk. ⚫ Directing, coordinating, and synchronizing action. ⚫ Task-organizing the force and prioritizing efforts. ⚫ Anticipating events. 3-23. The intelligence staff has a critical role in all activities of the operations process, especially in planning and the integrating processes (see section V). The G-2/S-2 supports the commander’s ability to understand the OE and visualize operations by— ⚫ Leading the IPOE process and portraying the enemy and other relevant aspects of the OE throughout the MDMP. ⚫ Developing the information collection plan (in coordination with the G-3/S-3). ⚫ Producing the intelligence portion of the COP. ⚫ Updating the intelligence running estimate. ⚫ Developing other intelligence products and reports. INTELLIGENCE SUPPORT TO THE MILITARY DECISION-MAKING PROCESS 3-24. Although the five Army planning methodologies are important, the MDMP is the one most often applied from theater army to BCT levels during armed conflict. The military decision-making process is an iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). The MDMP begins with the receipt of the mission and combines the conceptual and detailed components of planning. Commanders use the MDMP to visualize the OE and the threat, build plans and orders for extended operations, and develop orders for short-term operations within the framework of a long-range plan. (See FM 5-0.) 3-25. During the MDMP, the intelligence staff leads the IPOE effort and provides all-source intelligence products and tools. Besides IPOE, the intelligence staff uses products developed during pre-mission analysis of the OE and begins to develop some of the early intelligence support to targeting and collection management products and tools. The staff tailors the all-source intelligence products and tools to the commander’s requirements, the situation, and the mission. The commander and staff require the following products throughout planning: ⚫ Line of communications overlays. ⚫ Broadcast and communications networks. ⚫ Combined information overlays. ⚫ Electromagnetic orders of battle. ⚫ Hazards overlays (that accurately depict the affected areas). ⚫ Modified combined obstacle overlays (also called MCOOs) and terrain effects matrices. ⚫ Weather trends and current and forecasted weather effects on friendly and enemy capabilities. ⚫ Weather effects matrices and other weather tactical decision aids. ⚫ Civil considerations overlays (addressing factors such as demographics, political alignments, religions and sects, network diagrams, and link and node overlays). ⚫ Threat characteristics. ⚫ Threat models. ⚫ Broad set of possible threat COAs. 01 October 2023 FM 2-0 3-11 Chapter 3 ⚫ Threat situation templates (covering at least the most likely and most dangerous threat COAs). ⚫ Event templates and matrices. ⚫ Other relevant threat and civil consideration templates. ⚫ Analysis of threat systems products. ⚫ High-value target (HVT) lists, which facilitate or are used to develop high-payoff target lists (HPTLs). ⚫ Target value analysis and other intelligence support to targeting products. Note. Possible products are limited only by the intelligence staff’s initiative and creativity as balanced against time available. 3-26. Table 3-3 outlines intelligence support to the MDMP. Table 3-3. Intelligence support to the military decision-making process Step 1—Receipt of mission Intelligence support to step 1 Begin parallel planning and collaborate with higher, lower, and adjacent intelligence organizations to facilitate the IPOE process. Focus activities on the mission variables. Identify gaps in intelligence holdings. Use intelligence reach to collect updated or additional enemy, terrain and weather, and civil considerations data. In coordination with the Air Force staff weather officer, update the weather estimate. Alert the staff and other key participants. In coordination with the cyberspace electromagnetic warfare officer and CEMA section, update the effects of the EMS and cyberspace domain, including information from products Gather the tools. that portray the physical network and logical network layers. Update running estimates. Coordinate with the G-3/S-3, G-6/S-6, and the CEMA section to address the information Conduct the initial assessment. dimension and cyberspace domain. When feasible, coordinate with the JFC information Issue the commander’s initial guidance. planning cell. Issue the initial WARNORD. Develop and submit initial requests for information based on intelligence gaps. Work with the operations staff to initiate the movement of collection assets, as needed, to position them for future collection. If needed, work with the operations staff to revise ongoing information collection or initiate limited preliminary information collection, which is published as Annex L (Information Collection) to WARNORD #1. Continually update target packets and the enemy situation. Update the intelligence running estimate. Step 2—Mission analysis Intelligence support to step 2 Analyze the higher headquarters’ plan or order. Perform initial IPOE. Determine specified, implied, and essential tasks. Identify gaps in the higher headquarters information collection plan and IPOE. Review available assets and identify Lead the staff through the IPOE process. Consolidate the staff’s IPOE products into a set of resource shortfalls. coherent and holistic IPOE products. Determine constraints. Begin collection management by identifying specified and implied intelligence tasks from the higher headquarters order. Identify critical facts and develop assumptions. Develop the initial collection management plan and support the initial information collection plan (WARNORD, fragmentary order, or OPORD). Begin a risk assessment. Use pertinent intelligence from higher echelons. Develop initial CCIRs and EEFIs. Assist in determining the area of operations and area of interest. Develop the initial information collection plan. Develop initial information requirements (with staff). Update plan for the use of available time. In coordination with the G-3/S-3, recommend initial PIRs to the commander. Develop initial themes and messages. Assist in developing initial operations security vulnerabilities and EEFIs. Develop a proposed problem statement. Include weather (which includes space) and EMS effects on the enemy’s warfighting function Develop a proposed mission statement. capabilities. Present the mission analysis briefing. Include key considerations for threat cyberspace operations, including the identification of Develop and issue the initial commander’s key aspects of the cyberspace domain. intent. Develop and issue initial planning guidance. Develop COA evaluation criteria. Issue a WARNORD. 3-12 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function Table 3-3. Intelligence support to the military decision-making process (continued) Step 2—Mission analysis Intelligence support to step 2 (continued) Analyze the higher headquarters’ plan or order. MCOO and terrain (with engineer officer): Does the overlay— Perform initial IPOE. Identify restricted or severely restricted terrain? Determine specified, implied, and essential Identify mobility corridors (air and ground)? tasks. Identify infiltration lanes and landing and pickup zones? Review available assets and identify Identify key or decisive terrain? resource shortfalls. Define defensible terrain? Determine constraints. Identify terrain that supports survival and evasion of personnel executing their isolated Identify critical facts and develop Soldier guidance? assumptions. Identify aspects within the information dimension (and their interrelationship with the human Begin a risk assessment. dimension), such as communications means and networks (telephone networks [landline, Develop initial CCIRs and EEFIs. cellular, satellite, and voice over internet protocol]; internet; radio; television; newspapers Develop the initial information collection plan. and other printed material; social media; cyber cafes; threat and neutral narratives; threat and neutral actor vulnerabilities to information advantage activities; and friendly Update plan for the use of available time. vulnerabilities to threat information warfare activities). Develop initial themes and messages. Situation templates: Do the situation templates— Develop a proposed problem statement. Include all committed and reinforcing forces as well as combat multipliers? Develop a proposed mission statement. Focus at least two levels down in detail (or as command dictates), including all threat Present the mission analysis briefing. warfighting functions? Develop and issue the initial commander’s Graphically portray threat characteristics, vulnerabilities and peculiarities, activities, and intent. capabilities for each COA? Develop and issue initial planning guidance. Event templates and matrices (unrefined): Do the event templates identify and focus on NAIs, Develop COA evaluation criteria. time phase lines, time distance analysis, critical actions, or threat DPs? Issue a WARNORD. Step 3—COA development Intelligence support to step 3 Ensure IPOE products are deliberately integrated into COA development. Critical products include the MCOO, civil considerations products, threat objectives, threat models (including Assess relative combat power. HVTs), situation templates, and event templates. Generate options. Integrate information and intelligence received from the initial information collection effort. Array forces. Ensure weather and EMS effects on the warfighting function capabilities are deliberately Develop a broad concept. integrated into COA development. Assign headquarters. Refine and prioritize situation templates, event templates, and matrices. Develop COA statements and sketches. Update HVTs for targeting by lethal and nonlethal methods. Conduct COA briefing. Take an active part in analyzing combat power by providing all available information on Select or modify COAs for continued current threat forces and the situation. analysis. Provide information on threat vulnerabilities while analyzing relative combat power. Consider as many possible COAs as time permits, starting with the most likely and including the worst case (most dangerous). Step 4—COA analysis (war game) Intelligence support to step 4 As the enemy commander— Use the enemy situation template as a starting point and the event template and matrix as guides to develop critical enemy DPs in relation to friendly COAs. Project enemy reactions to friendly actions and project enemy losses. Capture the results of each enemy action and counteraction as well as corresponding friendly and enemy strengths and vulnerabilities. As the command’s senior intelligence officer— Identify new information requirements. Gather the tools. Recommend PIRs that correspond to DPs and refine PIRs with the LTIOV. List all friendly forces. Redefine enemy COAs based on developed DPs and the situation template. List assumptions. Develop critical enemy DPs in relation to friendly COAs. List known critical events and DPs. Fight as an uncooperative enemy to develop DPs and project enemy losses. Select the war-gaming method. Address all relevant enemy activities. Select a technique to record and display Assist in developing target selection standards and the attack guidance matrix from war- results. gamed COAs. War-game the operations and assess the Recommend changes to the information collection plan. results. Based on the war game, refine the situation and event templates with corresponding DPs, Conduct a war-game briefing (optional). TAIs, and HVTs, including NAIs. Refine the event matrix with TAIs and HVTs. Participate in the targeting process. Link NAIs to TAIs. Display the scheme of information collection during the war game. Assists the G-3/S-3 in developing the decision support template. Consider the effects of enemy and friendly COAs on local population attitudes and behaviors. 01 October 2023 FM 2-0 3-13 Chapter 3 Table 3-3. Intelligence support to the military decision-making process (continued) Step 5—COA comparison Intelligence support to step 5 Ensure incorporation of the recommended PIRs in the tasking of subordinate units and the requests to higher and lateral echelons. Coordinate with supporting information collection organizations and G-2/S-2s to ensure the information collection plan is understandable and executable. When executed, the plan Conduct analysis of advantages and should enable a rapid and seamless transition between current and future operations. disadvantages. Modify the initial set of intelligence requirements developed during mission analysis to reflect Compare COAs. war-gaming results. Conduct a COA decision briefing. Include weather and EMS effects on specific warfighting function capabilities’ analysis of advantages and disadvantages for each COA. Clearly delineate intelligence requirements. Ensure the synchronization of all available collection assets. Step 6—COA approval Intelligence support to step 6 Recommend PIRs (including the LTIOV) and the supporting information collection plan. Implement, refine, or rework the intelligence running estimate, Annex B (Intelligence), and the information collection plan based on the commander's acceptance, modification, or rejection of the staff's recommendation. Upon COA approval, the G-2/S-2 and G-3/S-3 coordinate with supporting information collection resources to ensure the scheme of information collection supports the approved COA. Refine the weather estimate. Commander approves a COA. Collaborate with the G-3/S-3 to ensure staffs at all levels understand the following: ▪ Scheme of information collection. ▪ EEFIs. ▪ Collection tasks. ▪ Analysis and production priorities. ▪ Intelligence control measures: target handover, reconnaissance handover, and reporting responsibilities. ▪ Procedures for tasking and reporting. Step 7—Orders production, Intelligence support to step 7 dissemination, and transition The G-2/S-2 plans cell, assisted by the intelligence cell, develops Annex B (Intelligence) to the OPORD and assists the G-3/S-3 in producing Annex L (Information Collection). The G-2/S-2 plans cell assists other staff members in preparing the enemy or information collection aspects of their annexes. Paragraph 3 (Coordinating Instructions) of Annex B (Intelligence) explains measures for handling captured personnel, documents, and materiel. Produce and disseminate orders. The G-2/S-2 reviews the OPORD and Annex B (Intelligence) for accuracy and completeness Transition from planning to operations. as well as compatibility with foreign disclosure policy or guidelines. The G-2/S-2 forwards Annex B (Intelligence) to the G-3/S-3 for incorporation and dissemination into the OPORD. The collection manager, supported by the intelligence cell, develops requests for information (intelligence production); with G-2/S-2 approval, the manager forwards the requests to the next higher echelon and adjacent units. CCIR commander’s critical information requirement IPOE intelligence preparation of the operational environment CEMA cyberspace electromagnetic activities JFC joint force commander COA course of action LTIOV latest time information is of value DP decision point MCOO modified combined obstacle overlay EEFI essential element of friendly information NAI named area of interest EMS electromagnetic spectrum OPORD operation order G-2/S-2 division or corps/battalion or brigade intelligence staff officer PIR priority intelligence requirement G-3/S-3 division or corps/battalion or brigade operations staff officer TAI target area of interest G-6/S-6 division or corps/battalion or brigade signal staff officer WARNORD warning order HVT high-value target 3-14 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function SECTION V – INTELLIGENCE AND THE INTEGRATING PROCESSES 3-27. An integrating process consists of a series of steps that incorporate multiple disciplines to achieve a specific end. Integrating processes begin in planning and continue during preparation and execution. Commanders and staffs use the integrating processes to synchronize specific functions throughout the operations process. The intelligence staff supports the integrating processes by providing detailed and relevant all-source intelligence on the various aspects of the threat, terrain and weather, civil considerations, and other significant aspects of the OE. (See ADP 5-0 for doctrine on the integrating processes.) 3-28. Key integrating processes include— ⚫ IPOE. ⚫ Information collection. ⚫ Targeting. ⚫ Risk management. ⚫ Knowledge management. Note. IPOE is not discussed in this section. See paragraphs 3-15 through 3-17 for a discussion of the importance of the entire staff’s collaborative involvement, see paragraphs 3-25 and 3-26 for a discussion of IPOE in the context of the MDMP, and see paragraphs 5-42 through 5-61 for a detailed discussion of IPOE in the context of the intelligence staff. INFORMATION COLLECTION Information collection is an activity that synchronizes and integrates the planning and employment of sensors and assets as well as the processing, exploitation, and dissemination systems in direct support of current and future operations (FM 3-55). FM 3-55 discusses information collection capabilities, including human or automated sensors and assets directed to collect information that enables better decision making and expands an understanding of the OE. Information collection is an integrated operations and intelligence function (see figure 3-4 on page 3-16). Collection management drives information collection. Therefore, collection management teams must understand information collection, as well as the art of effectively integrating collection management into information collection and the operations process. Information collection provides commanders and staffs with detailed and timely intelligence, which assists them in gaining situational understanding of the threat and OE. Commanders and staffs accomplish situational understanding by answering intelligence requirements in time and space and identifying any threats to mission accomplishment. The intelligence staff provides commanders with predictive assessments (accounting for the domains and dimensions, as illustrated in figures 2-5 and 2-6 on pages 2-18 and 2-20, respectively) of the enemy, terrain and weather, civil considerations, and other significant aspects of the OE. (See FM 3-55 and ATP 2-01 for doctrine on information collection.) Note. The intelligence warfighting function’s contributions to information collection include collection management and intelligence operations. However, intelligence PED and intelligence analysis are integral to information collection. 01 October 2023 FM 2-0 3-15 Chapter 3 Figure 3-4. Intelligence contribution to information collection Conduct information collection is an IWFT. The collection management team must understand the basics, nuances, and complexities associated with conducting the information collection tasks, discussed in detail in appendix B, not just collection management: ⚫ Conduct collection management. ⚫ Direct information collection. ⚫ Execute collection. ⚫ Conduct intelligence-related missions and operations. 3-16 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function CONDUCT COLLECTION MANAGEMENT 3-33. Collection management is commander driven. The collection management team, with assistance from the rest of the staff—especially the operations staff—manages intelligence requirements for the commander, prepares the collection management plan, and coordinates with the operations staff to maintain integration and synchronization as the information collection effort progresses. Chapter 5 discusses collection management extensively. 3-34. This discussion focuses on those aspects of collection management that require extensive staff cross- collaboration and coordination with and cooperation between the intelligence staff and other members of the staff (see also paragraph 3-41): ⚫ Using ancillary collection assets during information collection. ⚫ Executing technical collection during tactical operations and the complementary capabilities. Using Ancillary Collection Assets 3-35. The G-2/S-2 and collection manager, in coordination with the rest of the staff, develop the collection management plan using primary collection assets (whose mission is to perform one of the four primary means of information collection: reconnaissance, surveillance, intelligence operations, and security operations), ancillary collection assets, and nonmilitary information sources. Ancillary collection assets are those units and systems tasked to perform information collection while also performing another mission during operations. They are sometimes referred to as nontraditional assets. Examples of ancillary collection assets include but are not limited to— ⚫ Target acquisition radars. ⚫ Air defense system sites. ⚫ Logistics convoys. ⚫ Military police performing security and mobility support. ⚫ Helicopter battalions. ⚫ Sniper teams. ⚫ Civil affairs (CA) teams (unless already performing civilian reconnaissance). ⚫ Special reconnaissance teams (unless performing strategic reconnaissance). ⚫ Joint terminal attack controllers. ⚫ Fire support teams. ⚫ Army space control systems, if available. 3-36. The entire staff must cooperate with the G-2/S-2 and collection management team and perform detailed coordination to reasonably recommend these ancillary collection assets to the G-3/S-3 and operations staff for tasking and inclusion in Annex L (Information Collection) of the order. To ensure successful information collection, the tasking should be detail-oriented since the assets may be unfamiliar with information collection techniques and procedures. After tasking, staff control of these ancillary collection assets is important. (See ATP 2-01.) Executing Technical Collection 3-37. The tactical execution of technical collection involves collaboration and detailed coordination across the staff. Technical collection and the evacuation of captured materiel for subsequent exploitation are usually not performed by the MI unit. Therefore, other types of units and logistical elements are heavily involved in technical collection activities. Note. Commanders should not overlook the importance of technical collection in supporting TECHINT and DOMEX. In some situations, technical collection can provide valuable information and intelligence to support operations. 01 October 2023 FM 2-0 3-17 Chapter 3 DIRECT INFORMATION COLLECTION The operations staff integrates collection assets through a deliberate and coordinated effort across all warfighting functions. Tasking and directing information collection are vital in controlling limited collection assets. During tasking and directing information collection, the staff recommends cueing, redundancy, and mix, as appropriate. Staffs task information collection by issuing warning orders (WARNORDs), FRAGORDs, and operation orders (OPORDs). They direct collection assets by continuously monitoring the operation. Staffs retask to refine, update, or create new requirements. Tasking and directing information collection include two tasks: ⚫ Develop the information collection plan. ⚫ Execute, evaluate, and update the information collection plan. 3-39. Using intelligence handover lines is a flexible means of directing information collection, as well as analysis, to support key decisions and/or targeting. An intelligence handover line is a control measure between two friendly units used to pass responsibility for the conduct of information collection against a specific enemy force. Chapter 8 discusses intelligence handover lines. EXECUTE COLLECTION Executing collection focuses on requirements tied to the execution of tactical missions (reconnaissance, surveillance, intelligence operations, and security operations) based on the intelligence requirements. Collection activities acquire information about the threat and the AO, and they provide that information to intelligence processing and exploitation elements. Typically, collection activities begin soon after receipt of mission and continue throughout preparation and execution of the operation. They do not cease at the conclusion of the mission but continue as required. This allows the commander to focus combat power, execute current operations, and prepare for future operations simultaneously. (FM 6-0 lists G-3/S-3 responsibilities.) CONDUCT INTELLIGENCE-RELATED MISSIONS AND OPERATIONS The associated intelligence tasks (for example, provide intelligence support to personnel recovery) facilitate the conduct of reconnaissance and surveillance. These tasks also include specialized missions (such as exploitation of a sensitive site) that provide intelligence and information outside the traditional information collection construct. Conduct intelligence-related missions and operations includes six tasks: ⚫ Establish a mission intelligence briefing and debriefing program. ⚫ Conduct intelligence coordination. ⚫ Support site exploitation. ⚫ Conduct explosive ordnance disposal support. ⚫ Provide intelligence support to personnel recovery. ⚫ Conduct identity activities. Note. The conduct intelligence-related missions and operations task emphasizes the importance of staff collaboration during collection management. TARGETING 3-42. Targeting is the process of selecting and prioritizing targets and matching the appropriate response to them, considering operational requirements and capabilities (JP 3-0). Targeting is an integral part of the operations process that organizes the commander and staff’s efforts to integrate and synchronize fires into operations. Targeting seeks to create specific desired effects through lethal and nonlethal actions. 3-43. Targeting encompasses many processes, all linked and logically guided by the joint targeting cycle. Units may use the Army targeting methodology or the joint targeting cycle, as appropriate (according to the organizational echelon), to integrate and synchronize capabilities, across warfighting functions and information advantage activities, into operations to create the desired effects in time and space. The targeting 3-18 FM 2-0 01 October 2023 Integrating the Intelligence Warfighting Function team recommends targeting guidance to the commander, develops targets, selects targets for attack, and coordinates, integrates, and assigns organic or allocated joint, interagency, and multinational fires to specific targets and target systems. (See FM 3-60.) Target A target is an entity or object that performs a function for the threat considered for possible engagement or other action (JP 3-60). Targets include an array of mobile and stationary forces, equipment, and capabilities that span the human, information, and physical dimensions. Threats can use targets to conduct operations. A target’s importance is determined by its potential contribution to achieving the commander’s objectives or otherwise accomplishing assigned tasks or reaching an effect. Targets are continuously refined or adjusted as an operation unfolds. TARGETING WITHIN MULTIDOMAIN OPERATIONS 3-44. Targeting is a complex and multidisciplined effort that requires coordinated interaction among many groups. Army forces meet a diverse array of challenges and contribute to national objectives across a range of operational categories, including large-scale combat operations, limited contingency operations, crisis response, and support to security cooperation. While most operations conducted by Army forces occur either below the threshold of armed conflict or during limited contingencies, Army readiness focuses on large-scale combat operations. 3-45. Army forces conduct operations to support joint campaigns, which mostly occur as part of a larger coalition operation. Leaders must understand the interdependencies between their own assigned forces and the forces or capabilities provided by others to generate the complementary and reinforcing effects of combined arms approaches. Army forces employ joint and other unified action partner capabilities to the extent these capabilities are available. However, because peer threats can contest the force in all domains, Army forces must be prepared to conduct operations when some or all joint capabilities are unavailable to support mission accomplishment. 3-46. Army forces employ organic capabilities in multiple domains, and they continuously benefit from maritime and air strategic transportation and space and cyberspace capabilities that they do not control, including global positioning, satellite communications, and ISR. Lower echelons may not always notice the opportunities created by higher echelons or other forces that operate primarily in other domains; however, leaders must understand how the absence of those opportunities affects their concept of operations, decision making, and risk assessment. TARGETING PRINCIPLES 3-47. Targeting proceeds from the commander’s objectives to an assessment of the results achieved throughout an operation. Participants in the targeting process should adhere to these targeting principles for creating the desired effects while diminishing undesired or adverse collateral effects. The targeting principles are— ⚫ Focused. Targeting focuses on achieving the commander’s objectives. The function of targeting is efficiently achieving the commander’s objectives within the parameters set at the operational level—directed limitations, the rules of engagement or the rules for the use of force, the law of war, and other guidance given by the commander. Every nominated target must contribute to attaining the commander’s objectives. ⚫ Effects-based. Targeting seeks to create specific desired effects through lethal and nonlethal actions or capabilities. Target analysis encompasses all possible means to create desired effects, drawing from all available capabilities. The art of targeting seeks to create desired effects with the least risk and time and resource expenditures. 01 October 2023 FM 2-0 3-19 Chapter 3 ⚫ Interdisciplinary. Targeting is a command function that requires the participation of many disciplines, including all unit staff elements, other organizations, and multinational partners, to plan, prepare, execute, and assess targeting tasks. ⚫ Systematic. A targeting methodology is a rational and iterative process that systematically analyzes, prioritizes, and assigns assets against targets to create those effects that will contribute to achieving the commander’s objectives. During the operation, if the desired effects are not created, targets may be considered again in the process or operations may have to be modified. TARGETING MEMBERS 3-48. Targeting team members are competent experts in doctrine and the processes and procedures associated with operations and targeting. The team understands existing authorities and critical staff capabilities that enable the creation and assessment of effects to support the com

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