AFDD 2-1.9, page 79

69 › Target Development › Point Mensuration › Weaponeering › Assessment › BE Number & DPI Standardization › Database Management › Datum Management › Establishing CAOC Relationships › Establishing Federated and Reachback Relationships › Equipping Targeting Organizations › Training and Exercises Figure 5.1. Readiness Responsibilities for Targeting CHAPTER FIVE READINESS AND ONGOING RESPONSIBILITIES FOR TARGETING GENERAL Targeting does not begin and end within the air tasking cycle. It neither starts when a conflict starts, nor ends when a conflict ends. Targeting is a 24/7, 365 days-a-year effort. This chapter refers to those activities that should be accomplished prior to the onset of hostilities as “targeting readiness.” According to the Unified Command Plan, each geographic or functional combatant commander is assigned a COMAFFOR. Targeting readiness is the responsibility of the COMAFFOR. Each COMAFFOR has certain targeting resources (principally personnel) assigned to him to conduct required targeting activities. In practice, however, targeting is federated among many different units and organizations. It is the COMAFFOR’s responsibility to ensure these various organizations are conducting their duties so as to meet the needs of specific deliberate, crisis action, and campaign planning efforts, to include OPLAN, contingency plan (CONPLAN), and JAOP development. This is often easier said than done, as many of these agencies do not fall under the COMAFFOR’s control and likely have competing priorities. For instance, Air Combat Command’s 480th Intelligence Wing, headquartered at Langley AFB, which provides operational …our product in war is dead targets, and our product in peace is all that goes into generating the warrior proficiency that kills those targets in wartime. —General John P. Jumper Former CSAF 24 February 2000