Named Area of Interest Development Needs Refined Process

Named Areas of Interest Development Needs Refined Process by CPT William Watts and CPT Timothy Lee Small-group leaders teaching at the Cavalry Leader’s Course (CLC) have identified an issue with students grasp ing the concept of named areas of interest (NAI) development – specifically, when the reconnaissance objective is not “threat”-focused. Students tend to draw many NAIs on the map that they, as staff and commanders, want more information about. Unfortunately, this happens with little thought as to how it relates to priority intelligence requirements (PIRs), indicators or the execution decisions on the battlefield. This inevitably leads to an overabun dance of NAIs drawn around anything and everything, with the idea that we need to “see everything.” Observations from across the class room environment at CLC, the Maneuver Pre-Command Course (MPCC) and the combat-training centers (CTCs) clearly show the lack of understanding of the relationship between PIRs and NAIs. Staffs and commanders frequent ly confuse what they “want to know” with what they “need to know” to make decisions. As a result, the infor mation-collection (IC) plan is not de veloped completely because of issues that arise from the inability to focus IC through proper NAI development. Unlike engagement-area (EA) development, currently there is no solid meth odology to develop NAIs. The process is confusing, as doctrine continues to contradict itself. First and foremost, we must understand what NAIs are and why they are important. Field Manual (FM) 3-98, Reconnaissance and Security Operations, defines an NAI as “a geospatial area, systems node or link against which information that will satisfy a specific information requirement can be collected. [NAIs] are usually selected to capture indications of adver sary courses of action, but they also may be related to conditions of the operational environment.” In short, we understand from this definition that the NAI is developed to help focus our ICon a multitude of different aspects of an operation. A collection overlay (see FM 3-55, In formation Collection, Figure 4-2), coupled with the IC matrix (Figure 4-1 in FM 3-55), is vital to the development of the Cavalry squadron’s scheme of maneuver. The placement of these NAIs will develop the brigade’s collec tion scheme and, depending on the re connaissance technique being used, will either drive an execution or adjustment decision for the operational commander. Just as commanders would not haphazardly place EAs, we should not randomly place NAIs. Collection doctrine is not fully developed to sup port reconnaissance and security (R&S) operations for the Cavalry squadrons. This article will further describe the methods to define NAIs for terrain, infrastructure and civilian objectives by applying EA development within the existing intelligence preparation of the battlefield (IPB) process. NAIs in current doctrine Army Techniques Publication (ATP) 2-01.3, Intelligence Preparation of the Battlefield, explains that the develop ment of an NAI is based on Step 4 of the IPB process. Figure 1 demonstrates what to do when our reconnaissance objective is threat-focused. Using the various enemy courses of action (CoA) developed and overlaying them over one another, we look for dif ferences or indicators among the multiple CoAs. Where those differences occur would then be developed as NAIs. The staff would not place an NAI over any area that has the same tem plated enemy within those areas, as they are not indicators of a specific CoA. However, what happens when the reconnaissance objective is not threat-based and the focus is terrain, infra structure or society? Drawing NAIs around multiple locations that indicate whether the enemy is committing to his most likely or most dangerous CoA would serve little use if our focus is terrain and our reconnaissance objective is the identification of friendly battle positions. The method outlined in ATP 2-01.3’s Figure 6-8 (represented in Figure 1) is useful, but it is not Figure 1. Example of an event template. (Based on Figure 6-8, ATP 2-01.3) thorough enough for the development of a complete IC plan. In a time-con strained environment, this method could be effective if, and only if, the re connaissance objective is threat-focused. Otherwise, it tends to generate an excess amount of NAIs to collect, and it actually detracts from a com plete process to focus reconnaissance. NAI development The newly published IPB manual ac knowledges that NAIs can be focused on the operational environment. How ever, the doctrine does not address how to develop an NAI that is not threat-focused. This gap in develop ment forces us to interpret and piece together our own methodology by first understanding the relationship among NAIs, PIRs and ultimately the decisions the commander may have to make. “Reconnaissance operations allow commanders to understand the situa tion, visualize the battle and make de cisions,” states Chapter 1-1 in FM 3-98. “Security operations provide reaction time and maneuver space to enable decisions and protect the force from unanticipated danger.” The common and critical word in the first paragraph of the first chapter of FM 3-98 is “decisions,” as we ultimate ly conduct R&S operations to help the commander make decisions to retain his or her position of relative advantage on the battlefield. We accomplish this task by answering PIR and enabling the commander to make timely decisions and direct forces to achieve mission success (see FM 3-98, Chapter 1-24). Chapter 1-25 from FM 3-98 elab orates on this by stating that PIRs iden tify information about the enemy, terrain, weather and civil considerations the commander considers most important and have impact on future decisions. In short, we understand that R&S op erations are conducted to help the commander make timely decisions on the battlefield by answering questions about the entire operational environment, not solely on the threat as ATP 2-01.3 leads us to believe. The NAI is subsequently developed as the geo spatial area where indicators for a PIR will be identified. But which comes first? The NAI? Or the indicator? NAI development process We at CLC propose a process to be instituted in the development of NAIs akin to development of an EA. One of the most important aspects of this model is the development of PIR and the identification of the associated decisions to be executed upon answering the PIR. If the staff has not tied these PIRs to decisions the commander could make during the operation, the NAIs developed may trend toward more of what the commander “wants to know” (information requirements) vs. “needs to know” (commander’s critical information requirements) and detract from the actual collection of intelli gence. For this article, we will use a terrain-focused reconnaissance objective with the stated PIR: “Is Objective Red suit able for a battalion-size assembly area?” Step 1: PIR breakdown to indicators. The key output for this step is the development of indicators and identifica tion, not placement, of possible locations for those indicators. Like Steps 1 and 2 of EA development, Step 1 of NAI development requires analysis. This step will largely call on what the staff develops during mission analysis and subsequently IPB. In EA development, the subordinate unit would first deter mine avenues of approach and the enemy scheme of maneuver. The NAI de velopment process requires input for this step by first identifying the PIR and then breaking down that PIR into indi cators and specific information requirements (SIRs). (Refer to Figure 4-5, FM 3-98.) Like EA development, identifying the PIR up front enables the unit to iden tify what it’s trying to collect, giving context and purpose to the operation before drawing NAIs randomly on the map. Through the parallel-planning process, both higher and lower will re fine the PIR down to indicators and SIRs. Table 1. NAI development process Step 1 output.

In our example in Table 1, we had al ready identified the PIR while conduct ing reconnaissance for a tactical assembly area (TAA) and now must break it down into indicators. Breaking down the PIR into indicators will allow us to collect across the entire operational environment, including infrastructure, terrain and society, while remaining focused on the actual reconnaissance objective. These indicators must be specific enough so that the Soldier or asset collecting it can determine easily, with little doubt and room for interpretation, what they are seeking. Simply stating “area must be defensi ble and suitable” for a battalion assembly area is not nearly specific enough as an indicator. However, by stating that we will have to account for an area that “must be 500m x 1,200m, has a 360-degree unobstructed field of view, avoids being adjacent to higher surrounding terrain or building (ATP 3-37.10, Table E-1) and host-nation se curity forces (HNSF) are willing to sup port our occupation of the area,” we now understand what indicators to look for in the area of operations (AO). Now that we understand what the in dicators associated with our PIR are, we can start working on where we will be able to identify it within the AO. In this first step of the NAI development process, we begin to build our IC ma trix. Step 2: Best plan for collection. The key output for this step is determining which available assets are best to con firm or deny indicators that are anticipated to be in the AO. Now that we have identified what we are collecting on (Table 1), we must now determine what capability can collect on them. During this step, staffs should refine in dicators down to SIRs, which will facilitate tasking of capabilities based on the information requirement. The re sult will facilitate the staff tasking units within the reconnaissance methods of dismounted, mounted, aerial or reconnaissance by fire and determining if the Cavalry squadron has the resources to answer the PIR. (See Table 2.) It is important to note that ATP 2-01, Plan Requirements and Assess Collection, uses SIRs as more specific indica tors and not the actual asset or capability that will facilitate tasking based on the information requirement. FM 3-98 uses SIRs as the actual asset/capability that facilitates tasking. For this article, we use the definition outlined in FM 3-98. Step 3: Determine where to collect. The key output for this step is the placement of NAIs on the map. Similar to Step 3 of EA development, our pro cess of NAI development in Step 3 would call for the actual placement of the NAI. To complete this step, we must take into account the indicators previously identified in Step 1 of the NAI development process and are now specifically looking at a place or area where the indicators will be collected. In our example, the local populace is assumed to be large and the Cavalry squadron will not be able to conduct reconnaissance of the area before the latest time information is of value (LTIoV), so the NAI must be placed on a specific area where the reconnais sance can be focused. The NAI (NAI 2b) will be placed where the indicator is the most likely to be identified. In this example, we would use political centers, police stations and military bases. Step 4: Assign asset collection. Key output for this step is the assignment of reconnaissance assets to collect on specified NAIs. Similar to Steps 5 and 6 of EA development, we now assign specific reconnaissance assets to collect on specified NAI through the fur ther refinement of our SIR. This will ultimately drive the refinement of the on and off times as well as the LTIoV. The staff must determine which assets will conduct reconnaissance of which NAIs. Using our given example, we already identified that an indicator to be col lected on is the willingness of the HNSF to support our occupation of the TAA. We know that both ground and aerial Table 2. NAI development process Step 2 output.

assets can collect so we identify these as potential methods of collection. However, while aerial-reconnaissance methods such as unmanned aerial sys tems (UASs) -- i.e., Shadow – can ob serve the government building and the amount of traffic going into and out of that area, it would not actually be ca pable of determining the willingness of the population to support a TAA as there is zero human interaction. In this situation, based off the identified indicator, using dismounted and mounted methods of reconnaissance – such as the all-weather scout with signals intelligence (SIGINT)/human intelligence (HUMINT) (multi-functional team) capability – are the best assets and capa bilities to collect the desired informa tion. Once the first four steps of the NAI de velopment process is complete, the IC matrix and overlay are also complete. Step 5: Assess risk to collection. The key output of this step is the implementation of reconnaissance management. While Step 7 of EA development rehearses operations in the EA, Step 5 of the NAI development process as sesses the risk to collection. The staff looks at the completed IC overlay and matrix and determines where, if any, risks to collection exist. Then, the staff develops a plan to mitigate the risks as needed. In our example, if a UAS was tasked to observe NAI 2b (the government build ing identified in Step 3), it could gather information and later cue the dis mounted reconnaissance element or the SIGINT/HUMINT team to the re fined location with the appropriate reconnaissance tempo. Example summary Throughout this article, we used a ter rain-focused reconnaissance objective and the PIR of “Is Objective Red suit able for a battalion-size assembly area?” The steps we developed are:

• Step 1 of the NAI development process helped us refine our PIR into indicators of an area measuring 500 meters x 1,200 meters, with a government building in the vicinity.

• Step 2 helped us determine that scouts/optics, UAS and SIGINT/ HUMINT can collect against these indicators.

• Step 3 used Step 1 and 2 to develop the actual NAI on the map, in which we determined NAI 2b was most suitable.

• Step 4 helped us assign specific assets guided by the SIR identified in Step 2 to each NAI. It also helped us understand that SIGINT/HUMINT assets are better suited for collecting against the willingness of HNSF.

• Step 5 helped us see the complete picture and determine that if we used UAS to collect in NAI 2b, we may have to use cueing to help answer our PIR. Had we used the current threat-focused doctrine in ATP 2-01.3’s Figure 6-8, we would never have come to the conclusion that NAI 2b was the ideal location for a battalion-size TAA, as we would have become focused on the threat that exists in the AO and not the actual terrain-based reconnaissance objective. Conclusion The NAI development process is a pro posed methodology based on observed trends at CLC, MPCC and CTCs to address an existing gap in doctrine. Current doctrine accounts for collection that is threat-focused, but it is not applicable for terrain, infrastructure or terrain-based reconnaissance objectives. Therefore, current doctrine tends to lead toward an overabun dance of irrelevant NAIs due to the lack of understanding of the relation ship among PIR, indicators and NAIs. We are proposing this simple five-step process that uses existing doctrine (IC collection overlay and IC matrix) but specifies and provides more clarity to the actual desired output. By breaking down PIR into indicators, planning for the best method of collection, deter mining where to collect, assigning Table 3. NAI development process Step 3 output.

assets to collect and then assessing risk to collection, commanders and staff will ultimately ensure each NAI is properly developed. NAIs are developed only after indica tors are developed and not before. By doing this, we can narrow the actual focus of the reconnaissance operation (threat, infrastructure, terrain or society) and then draw our NAIs. This will inevitably help collection assets an swer PIRs and help the commander make decisions to retain his or her position of relative advantage on the battlefield. CPT William Watts is the CLC course di rector and is assigned to Troop P, 3-16 Cavalry, 316th Cavalry Brigade, Fort Benning, GA. His previous assignments include commander, Headquarters and Headquarters Troop, 2nd Squadron, 11th Armored Cavalry Regiment (ACR), Fort Irwin, CA; commander, Troop G, 2nd Squadron, 11th ACR, Fort Irwin; executive officer, Troop A, 2nd Squadron, 1st Cavalry Regiment, 4th Brigade, 2nd Infantry Division, Fort Lewis, WA; and platoon leader, Troop C, 2-1 Cavalry, 4th Brigade, 2nd Infantry Division, Fort Lewis. CPT Watts’ military schools include the Basic Officer Leadership Course (BOLC) II, BOLC III, Army Reconnaissance Course, CLC, MCCC and Airborne School. He holds a bachelor’s of science degree in psychology from North Georgia College and State University. His awards include the Meritorious Service Medal with 2nd oak-leaf cluster and the Combat Action Badge. CPT Tim Lee is a CLC instructor assigned to Troop P, 3rd Squadron, 16th Cavalry Regiment, 316th Cavalry Brigade, Fort Benning. His previous as signments include commander, Head quarters and Headquarters Troop, 6th Squadron, 1st Cavalry Regiment, 1st Brigade Combat Team (BCT) (Stryker), 1st Armored Division, Fort Bliss, TX; commander, Troop E, 6-1 Cavalry, 1st BCT (Stryker), 1st Armored Division, Fort Bliss; assistant S-3 plans, 6-1 Cavalry, Fort Bliss; and platoon leader, Troop C, 1st Squadron (Airborne), 40th Cavalry Regiment, 4th BCT, 25th Infantry Division, Fort Richardson, AK. CPT Lee’s military schools include CLC, MCCC and Ranger and Airborne schools. He holds a bachelor’s of science degree in sys tems engineering from the U. S. Air Force Academy. His awards include the Table 4. NAI development process Step 4 output.

Bronze Star with oak-leaf cluster, ACR – armored cavalry regiment AO – area of operations ATP – Army techniques publication BCT – brigade combat team BOLC – Basic Officer Leadership Course CBRN – chemical, biological, radioactive and nuclear CLC – Cavalry Leader’s Course CoA – course of action CTC – combat training center Acronym Quick-Scan Meritorious Service Medal and the Combat Action Badge. EA – engagement area EO – electro-optical FM – field manual HNSF – host-nation security forces HUMINT – human intelligence IC – information collection IPB – intelligence preparation of the battlefield IR – infrared LTIoV – latest time information is of value MPCC – Maneuver Pre-Command Course NAI – named area of interest PIR – priority intelligence requirement R&S – reconnaissance and security SIGINT – signals intelligence SIR – specific information requirement TAA – tactical assembly area UAS – unmanned aerial system