Commanders and G2/S2s must ensure communica-tions support to intelligence has the appropriate priority. The intelligence staff analyzes each requirement to determine its feasibility, whether or not it supports the commander's intent, and to determine the best method of satisfying the IRs. If personnel are not adequately trained at this point, they must be trained or the leader must evaluate the risk they bring to the operation. Commanders and staffs must remember that timely reporting, especially of enemy activity, is critical in fast-moving operations. The planning step of the intelligence process consists of activities that include assessing the situation, envisioning a desired outcome (also known as setting the vision), identifying pertinent information and intelligence require-ments, developing a strategy for ISR operations to satisfy those require-ments, directing intelligence operations, and synchronizing the ISR effort. U.S. Army planners are building a new intelligence architecture that ties closely with military, civil government and law enforcement activities both for rapid overseas engagement and for homeland defense. The critical aspects of assessment at this point include determining whether the PIRs have been answered, will be answered with the current ISR operations, or which ISR operations to adjust in order to answer the CCIRs (PIRs and FFIRs). Table 4-1 lists the three general methods that the staff uses to present information and meet its information objective. ... the military plan … Once lost to action or accident, these soldiers and systems are not easily replaceable; for some, it may not be possible to replace them during the course of the current operation. SR complements national and theater collection systems that are more vulnerable to weather, terrain masking, and hostile countermeasures. � Key national level political and military figures. The intelligence process is just one of the mechanisms that provides input to build the COP and facilitate the commander's situational understanding. Refer to FM 2-33.5 for more information on intelligence communications reach. The most critical information collected is worthless if not reported in a timely manner. They allow participants in an operation to become familiar with and to translate the plan into specific actions that orient them to their environment and other units when executing the mission. In the production step, the G2/S2 integrates evaluated, analyzed, and interpreted information from single or multiple sources and disciplines into finished intelligence products. � Coordinating effective analytic collaboration. h�bbd```b``.� �e��\"�ހH�m`q�/�d4�{�Iv0�Lv��,�l�`�^F��;D�8$�@�� `�>�H From this assessment the commander issues his initial guidance and a WARNO. Assessing the situation and available information begins upon receipt of the mission and continues throughout the intelligence process. Intelligence and communications systems continue to evolve in their sophistication, appli-cation of technology, and accessibility to the commander. Table 4-1. Requestors can acquire information through push and pull of information, databases, homepages, collaborative tools, and broadcast services. Staff Channel. The staff channel is the staff-to-staff link within and between headquarters. � Planning refinement, brief-backs, SOP reviews, rehearsals, and coordi-nating with various elements and organizations. The purpose of intelligence is to support commanders and staffs in gaining situational ... As staff officers in Military Intelligence Aviation units, they plan for, direct, and The staff uses the staff channel for control-related activities. It involves decision makers across the Department of the Army staff, Training and Doctrine Command, Materiel Command, Forces Command, and Intelligence and Security Command, with input from U.S. academia and industry. � Key personnel on the base or camp (their responsibilities; how to contact them). Commanders and G2/S2s must focus higher echelons by clearly articulating and actively pursuing intelligence requirements. Operations may also necessitate coordination with other US and multinational forces; for example, the International Police Task Force (IPTF), Joint Commission Observers (JCO), Organization for Security and Cooperation in Europe (OSCE), Allied Military Intelligence Battalion (AMIB), and Defense HUMINT Service (DHS). Planning, managing, and coordinating these operations are continuous activities necessary to obtain information and produce intelligence essential to decisionmaking. department of the army inspector general agency . It is important that the incoming unit becomes familiar with the operation as soon as possible to avoid compro-mising the intelligence production and flow of the mission. Finally, the commander and staff must have a basic understanding of these systems and how they contribute to the Intelligence BOS. Although ROE training was presented during the plan function of the intelligence process, leaders at all levels can take the opportunity during the prepare function to ensure their subordinates completely understand the ROE. The commander's intent, planning guidance, and CCIRs (PIRs and FIRs) drive the planning of intelligence operations. � Key personalities from surrounding towns (local figures). 4-23. Purpose. For example, continuous IPB provides accurate situational updates for commanders. 4-37. The intelligence staff processes information collected by the unit's assets as well as that received from higher echelons. � Establishing and testing the intelligence architecture. Elements of all units on the battlefield obtain information and data about enemy forces, activities, facilities, and resources as well as information concerning the environmental and geographical characteristics of a particular area. To achieve this, it is imperative that the commander and staff establish and support a seamless intelligence architecture-including an effective dissemination plan-across all echelons to ensure information and intelli-gence flow in a timely manner to all those who need them. The prepare step includes those staff and leader activities which take place upon receiving the OPORD, OPLAN, WARNO, or commander's intent to improve the unit's ability to execute tasks or missions and survive on the battlefield. With the continued development of sensors, processors, and communications systems, it is increasingly important to understand the requirements of establishing an effective communications architecture. They include the following: 4-21. Tanks controlling air-ground robots, AI-enabled targeting and reconnaissance, attacking in … Time-sensitive information usually includes reports concerning enemy contact and actions and CCIRs. � Review applicable SOPs, Army Regulations, DA Pamphlets, Field Manuals, and ROE for guidance in conducting intelligence operations. 4-27. Approximately 28,000 military personnel and 3,800 civilian personnel are assigned to intelligence duties, comprising the Military Intelligence Corps. Leaders must obtain the required type and amount of communications equipment and related components as well as the latest fills and frequencies. 4-19. Assessment plays an integral role in all aspects of the intelligence process. The staff must carefully focus ISR on the CCIR (PIR and FFIR) but also enable the quick retasking of units and assets as the situation changes. Additionally, sharing the most current all-source information and intelligence at all echelons is essential for commanders to maintain situational understanding. The design and structure of intelligence operations support the commander's operations process by providing him with intelligence regarding the en… The operations process and the intelligence process are mutually dependent. 4-15. While the majority of the unit is engaged in preparation, the ISR effort should already have begun. Typical SR missions include: 4-24. The staff also analyzes collected information to determine if it satisfies requirements. � Ensure proper use of information and intelligence. The process function converts relevant information into a form suitable for analysis, production, or immediate use by the commander. � Movement. In order to accomplish the mission, exchange information and intelligence, move through certain areas and ensure FP, it may be necessary to coordinate with many different elements, organizations, and local nationals of the country in which friendly forces are conducting operations. training division . Like collection operations, the G2/S2 must ensure the unit's information processing and intelligence production are prioritized and synchronized to support answering the CCIRs (PIRs and FFIRs). Through the staff channel, the staff coordinates and transmits intelligence, controlling instructions, planning information, provides early warning information, and other information to support C2. The G2/S2 produces intelligence for the commander as part of a collaborative process. S u m m a r y . This activity includes knowing different unit's and organization's capabilities, training the necessary collective skills, establishing effective relationships with different units and organizations, developing mutual battle rhythms and TTP, and leveraging the right architectures and collaboration tools. A recruiter told me about the Army. � Equipment operation and idiosyncrasies (equipment may run on different applications; personnel may need to train on specific equipment and procedures). Personnel conducting intelligence operations at all levels analyze intelligence, information, and problems to produce intelligence, solve pro-blems and, most importantly, answer the PIRs. a. Commanders and staff must not delay reports for the sole purpose of editing and ensuring the correct format. Staff and leaders coordinate with various elements, units, and organizations to ensure the necessary resources, linguist support (see Appendix B), information, intelligence, training, and procedures are in place to facilitate effective intelligence operations. � Coordination for Information and Intelligence. 4-3. Commanders should be aware that intelligence collection is enabled by, and subject to, laws, regulations, and policies to ensure proper conduct of intelligence operations. The G2/S2 and staff intelligence products enable the commander to: 4-35. Some of the key components include: 1. � Verify communications protocols with theater and higher headquarters and subordinate and lateral units. endstream endobj startxref Commanders use the operations process of plan, prepare, execute, and assess to continuously design and conduct operations (see Figure 4-1). The Army is very careful in its selection of … These dynamics are changing the character of warfare for which ... Army Campaign Plan, are how the Total Army will achieve the Army Vision. The commander cannot successfully accomplish the activities involved in the operations process without information and intelligence. This activity includes complex and technical issues like hardware, software, communications, COMSEC materials, network classification, techni-cians, database access, liaison officers (LNOs), training, funding, and TTP. A Palantir Technologies snagged an Army contract worth a possible $800 million over 10 years to develop intelligence data analytics software to improve on the existing Distributed Common Ground System-Army (DCGS-A). � Liaison. Army Intelligence Master Plan (AIMP) Division (DAMI- IFM) Provides a future vision and programmatic road map (current, FYDP, future) for development of an intelligence, surveillance, and reconnaissance (ISR) capability sufficient to support the needs of the Army. Leaders at all levels conduct analysis to assist in making many types of decisions. The loss of qualified language-trained soldiers, especial-ly soldiers trained in low-density languages or skills, could adversely affect intelligence operations as well. The following are points to consider during a mission hand-off: 4-17. 4-46. The Intelligence BOS is a unified system that anticipates and satisfies intelligence needs. For more information on special reconnaissance, see FM 3-05.102. � Are the systems which the unit's collectors, producers, processors, and consumers use compatible with each other? Combat information is unevaluated data, gathered by or provided directly to the tactical commander which, due to its highly perishable nature or the criticality of the situation, cannot be processed into tactical intelligence in time to satisfy the user's tactical intelligence requirements. The SIGINT tasking and reporting radio net, intelligence broadcast communications, and the wide area networks (WANs) supporting single intelligence discipline collection, processing, and production are examples of technical channels. The unit may require classified and unclassified network connections for their equipment. It is crucial that staff and leaders check to verify that procedures, personnel, equipment, and services are in place and ready for mission execution. For almost 70 years, responsibility for conducting human intelligence (HUMINT) has fallen mainly to the Central Intelligence Agency (CIA). Thus combat information is provided directly to the tactical commander (see JP 1-02). At the tactical level, reconnaissance, surveillance, security, and intelligence missions or operations are the primary means by which a commander plans, organizes, and executes shaping operations that answer the commander’s critical information requirements and support the decisive operation. This type of assessment requires sound judgment and a thorough knowledge of friendly military operations, characteristics of the AO and AOI, and the threat situation, doctrine, patterns, and projected future COAs. Analysis occurs at various stages throughout the intelligence process. 5500 21st street, suite 2305 . The following are some (but not all) of the questions which the staff must answer in order to establish the intelligence communi-cations architecture: 4-48. 4-25. Each staff section and element conducts activities to maximize the operational effectiveness of the force. Army Special Operations Forces (ARSOF) elements conduct SR missions to obtain information not available through other means. SOF may conduct these missions unilaterally or in support of conventional operations. It may complement other collection methods where there are constraints of weather, terrain, hostile countermeasures, and/or other systems availability. This publication is a rapid action r e v i s i o n . I talked to a lot of the counselors' here on-post. Coordinating movement also helps avoid fratricide. ISR tasks consists of three categories: 4-20. Collectors must report accurate information as quickly as possible. The Relationship Between the Operations and Intelligence Processes. The G2/S2 must identify the Intelli-gence BOS specific requirements of the unit's overall communications architecture. Overview Intelligence officers provide a service that is crucial for our national defense. In situation development, the intelligence staff analyzes information to determine its significance relative to predicted ECOAs and the CCIRs (PIRs and FFIRs). 4-22. 4-45. If not, what is the plan to overcome this challenge? The routing of combat information proceeds immediately in two directions: directly to the commander and through routine reporting channels, which include intelligence analysis and production elements. Audio and video systems such as large format displays and teleconferencing systems enable the staff to use a combination of the methods in multimedia presentations. Coordinating this collaboration is an effort-intensive activity that requires careful mutual planning, division of labor, defined responsibilities, and procedures for adapting to changing circumstances as they develop. A new plan outlines an Army that meshes with the intelligence community as a whole to fill future requirements in its multimission agenda. � Establishing an intelligence team attitude. 4-6. Intelligence operations consist of the functions that constitute the intelligence process: plan, prepare, collect, process, produce, and the three common tasks of analyze, disseminate, and assess. The Military Intelligence Corps is the intelligence branch of the United States Army. Well-developed procedures and carefully planned flexibility to support emerging targets, changing requirements, and the need to support combat assessment is critical. Staff and leaders must work closely with the G6/S6 or signal officer (SIGO) to coordinate for the required communication links. T h e p o r t i o n s a f f e c t e d b y t h i s r a p i d a c t i o n r e v i s i o n a r e l i s t e d i n t h e summary of change. 4-38. If elements of the unit will be working outside the range of the unit's communications systems, then it is necessary to coordinate for global or extended range communications. In lieu of photos, try to picture the exact opposite of this. A dissemination plan can be a separate product, or integrated into existing products such as the ISR synchronization plan or ISM, the decision support template (DST), or decision support matrix (DSM). Intelligence tasks are included in Annex B of the OPORD under Scheme of Intelligence. While there are too many to list here specifi- cally, categories of these legal considerations include United States Codes (USCs), Executive Orders, National Security Council Intelligence Directives (NCSIDs), Army Regulations, United States Signal Intelligence Directives (USSIDs), SOFAs, ROE, and other international laws and directives. 4-43. � The Intelligence BOS is composed of finite resources and capabilities. The accuracy and detail of every intelligence product has a direct effect on how well the unit plans and prepares for operations. � Establishing other troop-leading procedures (TLPs) or coordination, as necessary, in accordance with METT-TC factors. (FM 6-0). 1. The commander, through the operations process, provides the guidance and focus through CCIRs and PIRs that drives the intelligence process; the intelligence process provides the continuous intelligence essential to the operations process. � Key personnel in other US and multinational service components (coordinate for exchange of information and intelligence). 4-5. throughout planning, preparation, and execution-of the current situation and progress of an operation, and the evaluation of it against criteria of success to make decisions and adjustments. 242 0 obj <>/Filter/FlateDecode/ID[<7A272E43DBD15443B7FFC777604D20ED>]/Index[202 78]/Info 201 0 R/Length 171/Prev 825435/Root 203 0 R/Size 280/Type/XRef/W[1 3 1]>>stream Introduction . Unit SOPs must clearly state the transmission means of different types of reports (for example, sent by voice frequency modulated [FM] radios or by automated means). Examples of staff channels include the operations and intelligence radio net, telephone, the staff huddle, VTC, and the BOS-specific components of the Army Battle Command System (ABCS). 279 0 obj <>stream ICP initially emerged out of intelligence reform after September 11, 2001 and operational intelligence challenges evident during Operation Iraqi Freedom. The principal Army player here was the U.S. Army Intelligence Command (USAINTC), the Army counterintelligence element formed in 1965 to conduct operations in the continental United States. � Where are the unit's intelligence production elements? The G2/S2 must verify the frequencies, alternate frequencies, and reactions during jamming, as well as the LTIOV for specific information to be reported. Often collection assets must collect and process their data prior to disseminating it. This doctrinal requirement ensures that the enemy situation not just our OPLAN "drives" ISR operations. All ISR assets at one time or another will move through or near another unit's AO. � Key personalities (introductions are required; establish rapport and a good working relationship with all key personalities). JCR/JBC-P is the most effective means for the company CP to communicate with collection teams and the UAS platoon. united states army inspector general school . Commanders use the operations process of plan, prepare, execute, and assess to continuously design and conduct operations (see Figure 4-1). It provides a reference guide of exemplars, best practices, and resources for intelligence support to Department of Defense (DoD) acquisition processes. The command channel is the direct chain-of-command link that commanders, or authorized staff officers, use for command-related activities. Military Intelligence Branch-17 April 2018 1 Military Intelligence Branch . endstream endobj 203 0 obj <>/Metadata 28 0 R/Pages 200 0 R/StructTreeRoot 42 0 R/Type/Catalog>> endobj 204 0 obj <. � How does the unit disseminate information from its producers to its decisionmakers and/or consumers? They are experts on all intelligence disciplines and their application across the spectrum of military operations. INSCOM executes mission command of operational intelligence and security forces; conducts, synchronizes, and integrates worldwide multi-discipline and all-source intelligence and security operations; and delivers linguist support and intelligence related advanced skills training, acquisition support, logistics, communications and other specialized capabilities in support of Army, … Virtually since the agency’s creation in 1947, CIA HUMINT has included the recruitment of foreign nationals to conduct espionage, the use of travelers to gather intellig… 4-42. These steps include, but are not limited to, the following: 4-10. Disseminating intelligence simultaneously to multiple recipients is one of the most effective, efficient, and timely methods. The intelligence communications architecture transmits intelligence and information to and from various ISR elements, units, and agencies by means of automation and communication systems. 4-1. The G2/S2 and G3/S3 play a critical role in this challenging task that is sometimes referred to as "fighting ISR" because it is so staff intensive during planning and execution (it is an operation within the operation). SR missions provide intelligence or information that is often not available through other means. United States Army Intelligence Center of Excellence and Fort Huachuca Strategic Plan. 4-11. Users enter RFIs into an RFI management system where every other user of that system can see it. 4-13. Assessment is the continuous monitoring: � Location and surveillance of hostage, prisoner of war, or political prisoner detention facilities. Intelligence about the enemy, the battlefield environment, and the situation allows the commander and staff to develop a plan, seize and retain the initiative, build and maintain momentum, and exploit success (see Figure 4-2). The staff helps streamline information distribution within these channels by ensuring dissemination of the right information in a timely manner to the right person or element. 4-18. SR operations encompass a broad range of collection activities to include reconnaissance, surveillance, and TA. This coordination enables the G2/S2 to share and update databases, information, and intelligence and ensures connectivity with those organizations. Rehearsals help units prepare for operations by either verifying that provisions and procedures are in place and functioning or identifying inade-quacies, which staff and leaders must remedy. They must possess and be familiar with all the instructions, passwords, policies, regulations, and directives conducive to OPSEC. Fort Huachuca develops and tests Command, Control, Communications, Computers, Combat Systems, Intelligence… artificial intelligence. � Review and update available databases and IPB products. All noncombat jobs in the military offer some form of support to the combat units. The design and structure of intelligence operations support the commander's operations process by providing him with intelligence regarding the enemy, the battle-field environment, and the situation. � Redirect collection assets to support changing requirements. The G2/S2 coordinates with the unit staff, subordinate and lateral commands, and higher echelon units to ensure that specific reporting assets, personnel, equipment (especially communications), and procedures are in place. Systems within the ABCS contain standard report formats, maps, and mapping tools that assist the staff in presenting information in written, verbal, and graphic form. Differing unit missions, environments, and situations impose numerous and varied production requirements on the G2/S2 and his staff. � Ensure coordination measures are still in effect. � Intelligence only reduces uncertainty on the battlefield; it does not eliminate it entirely. To avoid fratricide, ISR elements must coordinate with units, G3/S3, G2/S2, and each other, as well as coordinate with the fire support officer (FSO) to establish no-fire areas and/or other control measures around ISR assets and the air defense officer (ADO) in reference to aerial ISR assets in order to establish the appropriate weapons control status. However, the G2/S2 and unit must use intelligence (no matter what form the intelligence is in) that meets the requirements but might not be as detailed or refined as possible or in a better form. Intelligence products must be timely, relevant, accurate, predictive, and usable. An intelligence collection plan (ICP) is the systematic process used by most modern armed forces and intelligence services to meet intelligence requirements through the tasking of all available resources to gather and provide pertinent information within a required time limit. � How can the unit access databases and information from higher and other agencies? � Update the forces with the most recent intelligence on the AO imme-diately before mission execution. All assets should know when, how often, and what format to use when reporting. Local nationals include police, town officials, foreign military forces, and political and other key figures within the AO. � Request for Information. 4-31. The staff's objective in presenting information is to provide the commander with relevant information. � Past, present, and planned activities within the AOI. 7�]�"M��y�H�#6C7He���@d|/X�lN:� R���$�l΂�'���G�L@_G��a`V���w ��� These activities include fire direction and the technical support and sensitive compartmented information (SCI) reporting channels of intelligence and ISR operations. The Army Data Plan establishes the framework to utilize the Army’s institutional data better to increase the speed of decision-making at all echelons. In general, the transmission of reports for enemy contact and actions, CCIRs, exceptional information, and NBC reports is by voice FM, and then followed up with automated reports. Special reconnaissance (SR) is the complementing of national and theater intelligence collection assets and systems by obtaining specific, well-defined, and time-sensitive information of strategic or operational signi-ficance. Processing also includes sorting through large amounts of collected information and intelligence (multidiscipline reports from the unit's ISR assets, lateral and higher echelon units and organizations, and non-MI elements in the battlespace).

the army intelligence plan

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