text: Chapter 3
  Brigade Targeting
  Targeting at the tactical level is largely defined by the capability and capacity of
  personnel and equipment. The sheer numbers of personnel at the brigade are far less
  than that of a corps or Theater Army. The staff and targeting team must assess
  capability and requirements to determine the feasibility and level of detail when
  applying the D3A methodology. The brigade is realistically the first echelon where a
  formal process will be conducted. The application of the methodology will be very
  similar at echelon; however, processes and procedures may be abbreviated. Targeting
  decisions at a higher HQ affect targeting decisions at subordinate HQ. The brigade staff
  may use the targeting products of the division or produce their own, depending on time
  and personnel available, to coordinate and integrate targeting actions. The brigade will
  focus on synchronizing assets to meet the commander's objectives within their assigned
  AO and submit requests for support or target nominations to division for effects they
  are unable to create with task organized capability or organic assets and enablers.
  Targeting at these echelons is typically more focused on specific threat systems,
  equipment, or individuals than on larger threat capabilities or functions such as
  integrated air defense systems, integrated fires commands, or logistics.
  SECTION I - OPERATIONAL FRAMEWORK
  3-1. The understanding of the operational framework allows commanders and staff the ability to
  geospatially, as well as temporally understand their assigned area of responsibility. Furthermore, it provides
  them the understanding to define the rear, close, and deep fight of the organization. Additionally, it provides
  an appreciation for the depth and breadth of their assigned AO across the multi-domain battlefield to include
  the electromagnetic spectrum, and information dimension. It ensures the correct orientation of forces while
  constantly assessing the adversary’s ability to contest friendly forces across all domains. True understanding
  of the operational framework better allows the commander to make informed targeting decisions that quickly
  creates windows of opportunity and convergence of effects.
  3-2. Although BNs rarely, independently conduct organizational targeting, they play a valuable role in the
  tactical success of the brigade. The brigade applies the organizational targeting process to synchronize effects
  and to strike the enemy rapidly at decisive points to set favorable force ratios and enable conditions for
  continuous consolidation of gains. To accomplish this, the brigade leverages the operational framework to
  focus fires and effects ahead of friendly forces probable line of contact.
  3-3. The operational framework extends from the brigade to theater army level in a single avenue in depth.
  Once identified, the brigade delineates a rear, close, and deep area to describe the physical arrangement of
  friendly forces in time, space, and purpose. This provides focus to the brigade targeting team and requires
  the commander and staff to examine the capabilities and operational reach of its forces and assigned enablers.
  Once applied, the brigade develops, as well as applies measures that favor the employment, timeliness, and
  synchronization of effects. Organizations apply the capabilities and limitations of its assigned sensors and
  weapon systems to inform placement. This is useful when articulating requirements to higher HQ or requests
  for assistance.
  3-4. Figure 3-1 contains the brigade operational framework, which highlights the targeting effort at the
  brigade level and shades other echelon's AOs denoting they are outside of the brigade’s responsibility.
  Despite being outside the brigade’s responsibility, it is within their area of interest and brigade targeting
  teams should be conscious of activities in the areas that may impact their AO.