AFDD 2-1.9, page 78

68 facts. Assessors should craft MOP that are meaningfully objective (quantitative), understandable, relevant, collectable, and logically tied to the hierarchy of effects and objectives. Key Enablers Implementing a more comprehensive view of assessment will enhance situational awareness, make “actionable” assessment easier, and facilitate commanders’ decision- making. Several issues should be addressed in order to enable and enhance this process. Accurate ATO Tracking. Accurate tracking and reporting of ATO results is essential for effective TA, the first vital link in the assessment chain. Implementing innovations like using an ATO coordinator (“football carrier”) to process a given ATO through its entire life cycle, and instituting a combat reports cell within the COD may facilitate this. Air Force Reachback and Joint / National Federation. Develop relationships and agreements by which components can work directly with reachback and federated partners as necessary. For example, if analysts at DIA are helping determine the capability of the adversary’s integrated air defense system (IADS), CAOC targeteers and assessors should be allowed to work directly with DIA action officers to obtain the best means of implementing desired effects like air dominance. Insisting that the DIA may only work directly with the joint force intelligence directorate (J-2), as is often now done, adds an unnecessary layer of bureaucracy that extends planning and assessment timelines. Integrated C2 Systems. Targeting systems and databases should be able to interface with collection management systems and databases, which should in turn interface seamlessly with the theater battle management core system (TBMCS), and so on up the chain. Automation. Computers are making it possible to automate much of the manual labor required in targeting and assessment, freeing CAOC personnel from being database and target list managers and allowing them to concentrate on targeting and planning issues.