IO in SOSO at the tactical level: converting brigade IO objectives into battalion IO tasks.

"Focused IO--when synchronized with effective information management and
intelligence, surveillance and reconnaissance--enables commanders to
gain information superiority."
FM 3-13 Information Operations: Doctrine and TTP
November 2003

Information operations (IO) is what drives the mission in stability operations and support operations (SOSO) and, as such, comprises an all-encompassing concept. The key to IO, similar to artillery, then, is to identify and articulate "targets" and calculate how to move them in the direction or assume the attitude desired. IO is all about gaining and retaining the initiative and in focusing the maneuver element's efforts in achieving the desired end state.

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Information or shaping operations is a command function at all levels. At the battalion level. IO assets include the commander all the way down to the squad leaders.

As the new IO coordinator (IOCOORD) S7 section for a battalion task force in Bosnia, we had no clue what information operations was, especially how it manifested itself at the battalion/task force level in SOSO. We read FM 100-6 Information Operations and FM 3-13. And although they gave some good general information, "hands-on" training products were lacking.

This article is intended to help battalion-level FA officers better facilitate IO at their level. We describe the S7 IO staff section's organization and responsibilities; how the battalion's IO plan nests within its mission and the brigade's plan; and the process by which IO is planned, coordinated and executed.

Battalion S7 Section. With today's geometric proliferation of assets, lethal and nonlethal, the Field Artilleryman is an effects manager or planner. He is critical to IO throughout the commander's scheme of maneuver.

IO at the battalion level manifests itself in many different ways. In short, IO in SOSO is planning and executing interactions with the indigenous population to achieve the stated mission or reach an end state by synchronizing multiple nonlethal assets.

Therefore, our S7 staff not only provided talking points or TV and radio scripts to Soldiers, but also calculated the effects of a patrol's force protection posture as it delivered a specific message. What Soldiers or squad leaders said while on patrol sent certain messages to the civilian population, and the effects of those messages had to be calculated in advance.

The battalion IO section helps the commander facilitate information or shaping operations within his area of responsibility (AOR) with nonlethal assets and acts as a conduit with higher headquarters. In our task force, the IO was a distinct entity, the S7 that was connected with the S2 and S3. At the least, the IO should be organized as a subset of the S3.

It was the S7's task to train the commander's staff in implementing IO and diffusing it throughout the command. The S7 also developed a task force nonlethal targeting system and plan to convert brigade-level IO objectives into battalion-level IO tasks (IOTs) with measures of effectiveness (MOE). (See Figure 1 for the S7's key IO responsibilities.)

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The S7 section had one artillery captain and one senior fire support NCO (13F), both experienced fire supporters. The closely related public affairs officer (PAO) was a lieutenant and had a junior NCO. One artillery lieutenant and one mid-level fire support NCO implemented the IOTs in each maneuver company. Company commanders often were overwhelmed in planning and implementing IO tasks, as we had no dedicated support staff at those levels.

As in fire planning, IO revolves around top-down planning and bottom-up refinement. At the battalion level, the S7 is given IO focus areas or objectives from higher headquarters that, ultimately, are tied to strategic or operational goals, or end states. Our IO goals were developed at the joint level and drove the IO missions down through the chain, ultimately determining the battalion's mission statement.

An example of a battalion mission statement, especially in the later-phases of SOSO, is the one in Figure 2. Each word is chosen to focus the battalion's effects. For example, "contributes" denotes a partnership with the host country and that the battalion is not solely responsible for the host country's safety and security. And the last statement, "eliminating the need for peacekeepers," is included in every mission statement as all effects are calculated to achieve that ultimate goal established by higher headquarters.

At the weekly brigade- or division-level IO working group (IOWG) meeting, the S7 received revisions to the IO plan. The S7 nested operations at the battalion level with higher by converting the brigade IO objectives into more specific IOTs for the battalion--a process similar to the way the FA converts essential fires and effects tasks (EFETs) into essential FA tasks (EFATs) for FA battalion operations.

For example, based on the sample battalion's mission statement in Figure 2, higher headquarters could give the battalion the focus areas or IO objectives as outlined in Figure 3.

It was the S7's job to help the commander develop IOTs to implement the brigade objectives. We used the decide, detect, deliver and assess ([D.sup.3]A) targeting methodology.

For example, to support the brigade objectives listed in Figure 3, the battalion determined which specific targets (people or institutions) should be engaged in the AOR using [D.sup.3]A and the assets, or combination of assets, to engage the targets. The IO assets are squad leaders, company commanders, the battalion commander, psychological operations (PSYOP) team, civil affairs (CA) team, radio/TV show hosts, etc.

The assets would use the talking points from the brigade PAO and other battalion tools in Annex P (IO) of the battalion's operations order (OPORD). This coordination, planning and brain storming was done at the battalion targeting meeting held once a week several days after the IOWG.

Battalion Targeting Meeting--The Conversion Process. The targeting meeting was chaired by the task force commander, facilitated by the S7 and attended by company commanders, S2, S3, S5; PAO, PSYOP team NCO, chaplain and our judge advocate (JA), when available. The principle function at the targeting meeting was to ensure that our efforts were synergized to achieve the desired end states and convert the brigade IO objectives into battalion IOTs.

The meeting started by assessing the previous week's targets (Week-Minus-One). Were the effects achieved? Was retargeting required? The S2 then gave his intelligence brief to ensure the IO campaign at the battalion level was still relevant.

The commander restated the mission, gave his intent for Week-Zero (coming week) and refined the targets. Were the targets still valid? Was everything ready?

Next the meeting planned Week-Plus-One. In this phase, the commander gave his intent and the S7 reinforced the IOTs based on the IOWG or introduced new ones.

Again, the key to the meeting was to nest the plans with higher and calculate all effects to ensure they led the targets toward the desired end state as articulated in the mission statement. The S7's primary responsibility, then, whether at the S, G or J level, is to help the commander articulate and calculate effects and help focus all his efforts to achieve the desired end state.

Once the meeting was over, the S7 completed the target synchronization matrix (TSM) for official publication and created an Annex P that included the appendixes (e.g., talking points, radio scripts, etc.). He then sent this information to higher headquarters to ensure that all Week-Plus-One targets were cleared and that the effects of Week-Minus-One were accurately recorded and analyzed.

After the TSM was published, the S7 again attended the brigade IOWG and the process started all over again. As such, the S7 had an IOWG and a targeting meeting once a week. The brigade compiled all the task forces' Week-Minus-One assessments, made a collective conclusion and adjusted its published IO objectives. The battalions then shared their plans for Week-Zero and Week-Plus-One and brigade ensured efforts reinforced the main effort and were not being duplicated.

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This IO [D.sup.3]A was a continuous, weekly process. When a new month started, the brigade published new IO objectives, etc.

The most challenging part about IO at the battalion level is implementation. The bottom line is the battalion conducts SOSO. It must train commanders. staffs, platoon leaders and squad leaders in negotiation, the use of talking points, IO as a concept, etc., early and often as IO or nonlethal engagements will be the battalion's primary means of accomplishing its SOSO mission.

Our battalion developed and trained squad leaders and above on negotiation skills. By the time the battalion arrived in theater, the men were confident in building relationships with the local leaders and gauging effects, further capitalizing on the gains of the stabilization force (SFOR) rotation that preceded us.

Implementing MOEs. Determining measurable IO effects was difficult. The S7 converted traditional IO tasks, such as influence, encourage, promote, divert, warn or isolate, into measurable effects by using educational objectives, such as compare and contrast, explain or identify, as measures of effectiveness.

The use of psychology and not mathematics was the best way to measure nonlethal engagements. For example, a battalion task could be to co-opt a local official to help facilitate a weapons harvest (a program to encourage the population to turn in weapons and ordnance left over from the war). The battalion would want the official to provide police support and offer guidance as to where to go for weapons, what techniques would work best in harvesting them, etc. A possible effect, or measure of effectiveness, would be that the official agreed to at least some police support and was able to explain why it was important to get involved in the harvest, etc.

If the desired effects were accomplished, then the S7 coded the target "Green" and no further targeting was required. If not all of the effects were accomplished, then the S7 coded the target "Amber" for retargeting. If none were met, then the S7 coded the target "Red" and reengaged the official with another asset or chose another target to achieve the IOT.

Example--Project Weapons Harvest. Like most SOSO operations, the SFOR in Bosnia conducted a weapons harvests to ensure a safe and secure environment. Figure 4 lists the brigade IO objectives for a weapon's harvest.

The S7 then converted these objectives into measurable IOTs at the targeting meeting and began the military decision-making process (MDMP) by determining high-payoff targets (HPTs), such as mayor A, police station B, institution C, township D, etc. The staff completed its initial estimate and continued through the MDMP until the commander was briefed.

Once the commander approved the general concept, the company commanders and the battalion staff began selecting specific targets.

The battalion invited local leaders on the base to co-opt their support and get guidance, giving them ownership of the process. (See Figure 5 for the Appendix P tools used; this IOT supported Brigade IO Objectives 2 through 4 in Figure 4.) The S7 also invited the local press to announce the program and show the partnership with the local institutions. The effects of such meetings were wargamed at the targeting meeting.

Once the local leaders were co-opted, the squads began to distribute PSYOP products to business owners, the police, local leaders and the targeted populace.

The battalion even developed a partnership logo based on one of Ben Franklin's 1747 Pennsylvania Militia motifs of two men shaking hands, one with the sleeves of a businessman (the local population) and the other with camouflage (the peacekeeper). PSYOP duplicated the logo and then affixed to each harvest vehicle.

The battalion Soldiers conducted radio shows with local leaders and worked closely with the police by using talking points provided in Annex P. This IOT supports the brigade Project Weapons Harvest IO Objective 3 in Figure 4 (See the radio show IOT appendix in Figure 6.)

The PAO escorted the local press to highlight and congratulate local leaders, and brigade assets announced where the battalion was harvesting weapons, etc. The battalion also had a local TV station create a commercial to reach the weapons population target for the harvest and take ownership of helping to create a safe and secure environment.

Throughout the month-long harvest, the S7 refined the target list on a weekly, if not daily, basis in concert with the squad and platoon leaders and the company commanders. The S7 also tasked the PSYOP team to study post-harvest contact areas to ensure the message had been delivered properly. If it wasn't, the S7 adjusted the process for the next municipality.

In the near future, Field Artillerymen most likely will become more effects coordinators than fires providers. Commanders need FA S7 IOCOORDs, officers and NCOs, to help articulate IO end states and mission statements and develop plans and implement and refine those plans through steady effects management. The S7 must ensure that every task force, company-, platoon- or squad-level IO action is nested with higher's desired end state--in our case in SOSO, "eliminating the need for peacekeepers."

The professional artilleryman must become the facilitator of effects, including IO effects, across the spectrum of military operations. His skills are indispensable.

* Plan, coordinate and direct the IO effort.
    -- Develop the IO plan to achieve the desired end state, based on
       the commander's intent and concept of the operation.
    -- Develop and recommend the IO-related commander's critical
       information requirements (CCIRs).
    -- Develop IO objectives and tasks that have measurable effects
       against the designated targets, determining the required
       resources and their availability.
    -- Synchronize, coordinate and deconflict the planning and execution
       of the IO tasks.
* Synchronize IO with overall operations.
    -- Coordinate IO with higher and lower echelons.
    -- Nominate IO targets and help develop methods of engagement.
    -- Facilitate the battalion's targeting meeting and (or) the IO
       working group.
    -- Prepare IO products, including IO Annex P to the operations order
       (OPORD), talking points and target synchronization matrices
       (TSMs).
* Assess the effectiveness of the IO plan and modify it, as required.
* Conduct IO training for the battalion.

Figure 1: Battalion S7's Key Information Operations (IO)
Responsibilities

* Conduct SOSO in the area of responsibility (AOR) to deter hostilities.
* Cooperate with the international community to develop self-sufficient
  institutions.
* Contribute to a safe and secure environment, eliminating the need for
  peacekeepers.

Figure 2: Example of a Battalion Mission Statement During the Later
Phases of Stability Operations and Support Operation (SOSO)

* Conduct meetings with officials in areas affected by restructuring and
  troop realignments. [Read downsizing because the country was becoming
  more stable.]
* Use patrols and radio shows in affected areas to inform the populace
  about any visible effects of the restructuring.
* Inform the local populace of the limited role and capabilities of
  certain UN agencies.

Figure 3: Brigade IO Objectives. Based on the mission statement in
Figure 2, the brigade might give a battalion these IO objectives or
focus areas.

1. Plan, prepare and execute weapons harvest operations within the area
   of responsibility (AOR) in accordance with the timeline.
2. Meet with local government leaders and police officials and secure
   their support.
3. Encourage local authorities to participate in talk shows and (or)
   other joint forums to promote the harvest program.
4. Conduct planning and coordination with local government officials,
   including the police, to develop workable timetables and programs for
   a successful harvest operation.

Figure 4: Brigade IO Objectives for Project Weapons Harvest

Task: Conduct a bilateral meeting with mayors, police chiefs, etc.
Purpose: Gather information to better plan for Project Harvest and
encourage local governing agencies to take an active and positive role
in this well regarded program, building confidence in local institutions
and enhancing a safe and secure environment.
Method: Appendix 3 (Questions for the Meeting):
 1. What are the areas in which we need to concentrate our collection
    efforts?
 2. Can you give the peacekeepers a list of possible towns or villages
    in your area that you think we'd be most productive in collecting
    weapons and unexploded ordnance?
 3. Would you like to appear on the radio show in that area?
 4. Do you know anyone in your area who would like to appear on the
    radio show that has had an incident with unexploded ordnance or
    military-type weapons?
 5. What media products do you think would best reach the people in your
    area or community?
 6. Do you have any suggestions as to where to put our signs about
    Project Harvest so as many people as possible would be informed?
 7. How do you think we should collect the weapons and unexploded
    ordnance?
 8. Do you have any facilities you can suggest to temporarily hold
    collected unexploded ordnance and weapons until the peacekeepers can
    pick them up and dispose of them?
 9. Who do you want to go with us into that area?
10. What type of assets can your agencies provide to assist in this
    effort?
11. What type of assets would you like the peacekeepers to provide?
12. Are there any alleged weapons caches the peacekeepers should search
    for?
13. Do you know the whereabouts of any paramilitary groups or terrorist
    training camps?
14. How can we put locals at ease and not scare them?
15. How many people can you dedicate to help with Project Harvest?
16. What are the areas in your municipality that were highly contentious
    during the war?
17. What are the highly contentious areas in your municipality now?
18. What are the key areas in your municipality to promote Project
    Harvest?
19. What kind of promotion will be effective for isolated towns or
    locals with anti-peacekeepers sentiments?
20. What time should peacekeepers knock on doors throughout your
    municipality?
21. What time will your staff be available for last-minute assistance,
    if required by peacekeepers?
22. Where are the areas that didn't participate during the last weapons
    harvest?
23. Where is the best place to park our vehicles while we go door-to-
    door?
24. Do you know of any locals who would be willing to accompany
    peacekeepers in isolated areas?
25. Would you provide each patrol with a local police team for
    unfriendly areas or for areas with locals who might fear the
    peacekeepers?
26. For locals who might not be available during the day, what is the
    best way to leave a message or have them participate in Project
    Harvest?
27. What are the intersections or locations that would be suitable for a
    collection point for people that do not want peacekeepers visiting
    their homes?
28. We believe your cooperation will result in an effective weapons
    harvest and help you provide a safe and secure environment for your
    community--do you agree?
Effects: Leaders offer good suggestions, become integrated in the
harvest plan, agree to appear on radio shows and distribute media
products, and understand that this is an opportunity for them to better
serve their community.
Intent: To ensure local leaders' support and participate in Project
Harvest, promoting community support for harvesting weapons and
unexploded ordnance.

Figure 5: Battalion IO Task (IOT) Bilateral Meeting About Project
Harvest (IO Annex P). This IOT supports Brigade IO Objectives 2 and 3
for Project Weapons Harvest (Figure 4).

Task: Radio Show X, Y and Z: Attempt to include local officials.
Purpose:
 * To inform the local populace about Project Harvest and encourage them
   to trust the local institutions more (building on good peacekeeper
   credibility and successful programs), enhancing a safe and secure
   environment.
 * To inform the populace about citizen-soldiers and "who we are" to
   better deliver the Project Harvest message and encourage the populace
   to support and communicate with peacekeepers.
Method: Appendix 1 [The appendix is an outline of the text of the radio
show and guidance for battalion soldiers who are the radio hosts.]
Effects: The Harvest message is delivered to the local population,
stressing cooperation with local officials, which may lead to more
confidence in local institutions. The "who we are" phrase in the radio
show aides in the populace's acceptance of the message and helps
facilitate better communications with peacekeepers, thus ensuring a safe
and secure environment.
Intent: Spotlight local officials so the populace will gain more
confidence in local institutions.

Figure 6: Radio Show IOT Promoting Project Weapons Harvest (IO Annex P).
This IOT supports the brigade IO Objective 4 (Figure 4).

RELATED ARTICLE: FA AC and RC Drill Sergeants Deemed Best in the Army

The Training and Doctrine Command (TRADOC) announced that Staff Sergeants Jennifer R. Fowler and Jason W. Maynard have won as the Army's Reserve Component (RC) and Active Component (AC) 2004 Drill Sergeants of the Year, respectively. Sergeant Fowler works as a drill sergeant leader at the 95th Division's Drill Sergeant School based in Oklahoma City and Sergeant Maynard is a drill sergeant with 1st Battalion, 40th Field Artillery, FA Training Center, Fort Sill, Oklahoma.

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The two won during a weeklong competition at Fort Monroe, Virginia, in mid-June. They competed against 22 other RC and AC outstanding drill sergeants in the categories of physical fitness, surprise topic essay, teaching Soldier common tasks in front of a board of five sergeants major and weapons checks. Fowler is from Wisconsin while Maynard hails from South Dakota.

By Captain Gary J. Schreckengost, USAR, and Captain Gary A. Smith, PAARNG

Captain Gary J. Schreckengost, US Army Reserve (USAR), is the S3 for the 3d Battalion, 7th Brigade, 80th Division (Institutional Training) in Lancaster, Pennsylvania. In the 28th Infantry Division (Mechanized), Pennsylvania Army National Guard (PAARNG), he deployed to Bosnia, Stabilization Force (SFOR) 12, as the S7 Information Operations Coordinator (IOCOORD) for Task Force 1st Battalion, 104th Cavalry (1-104 Cav). Among other assignments with the 28th Division, he has served as Commander of the Division Artillery's Headquarters and Headquarters Battery, and Targeting Officer for the Division Artillery.

Captain Gary A. Smith, PAARNG, is the S1/S4 for the 1st Battalion, 108th Field Artillery, 56th (Stryker) Brigade, Carlisle, Pennsylvania. He served as the Public Affairs Officer (PAO) for TF 1-104 Cav, SFOR 12, based at Camp McGovern in Bosnia. He has served as a Fire Support Officer (FSO) for 1-104 AHB; Radar Platoon Leader in F Battery, 1-109 FA; Executive Officer and Fire Direction Officer for A Battery, 1-108 FA; Chemical Officer, also in 1-108 FA; and FSO for Headquarters and Headquarters Battery, 1-108 FA, all in the 28th Infantry Division.