Notes on Information Collection FM 3-55

Preface

Although this is the first edition of field manual (FM) 3-55, the concepts are not new. Many who read this FM will recognize that it is a culmination of decades of refinement. In this manual, the term information collection is introduced as the Army’s replacement for intelligence, surveillance, and reconnaissance (also known as ISR). ISR is a joint term, for which the Army revised to meet Army needs.

 

Introduction

A nuanced understanding of the situation is everything. Analyze the intelligence that is gathered, share it, and fight for more. Every patrol should have tasks designed to augment understanding of the area of operations and the enemy. Operate on a “need to share” rather than a “need to know” basis. Disseminate intelligence as soon as possible to all who can benefit from it.

General David H. Petraeus, U.S. Army

Military Review

The Army currently has no unified methodology or overall plan to define or establish how it performs or supports information collection activities at all echelons. This publication clarifies how the Army plans, prepares, and executes information collection activities within or between echelons.

This manual emphasizes three themes. First, foundations of information collection that demonstrate information collection activities are a synergistic whole, with emphasis on synchronization and integration of all components and systems. Second, commanders and staff have vital responsibilities in information collection planning and execution, with emphasis on the importance of the commander’s role. Finally, the planning requirements and assessing success of information collection is measured by its contributions to the commander’s understanding, visualization, and decisionmaking abilities.

 

With the exception of cyberspace, all operations will be conducted among the people and outcomes will be measured in terms of effects on populations. This increases the complexity of information collection planning, execution, and assessment, requiring a deeper level of situational understanding from commanders.

 

Commanders drive information collection activities through their choice of critical information requirements and through mission command in driving the operations process. Commanders visualize, describe, direct, lead, and assess throughout the operations process with understanding as the start point. Intelligence preparation of the battlefield assists them in developing an in-depth understanding of the enemy and the operational environment. They then visualize the desired end state and a broad concept of how to shape the current conditions into the end state. Commanders describe their visualization through the commander’s intent, planning guidance, and concept of operations in order to bring clarity to an uncertain situation. They also express gaps in relevant information as commander’s critical information requirements. The challenge is for information collection activities to answer those requirements with timely, relevant, and accurate intelligence that enables commanders to make sound decisions.

Chapter 1
Foundations of Information Collection

This chapter presents the basics of information collection. It begins with the definition and purpose of information collection. It then discusses the information collection processes. Lastly, the chapter discusses primary information collection tasks and missions.

DEFINITION

1-1. Knowledge is the precursor to effective action, whether in the informational or physical domain. Knowledge about an operational environment requires aggressive and continuous operations to acquire information. Information collected from multiple sources and analyzed becomes intelligence that provides answers to commander’s critical information requirements.

1-2. Commanders have used to provide intelligence to reduce the inherent uncertainty of war. Achieving success in today’s conflicts demands extraordinary commitment to reducing this uncertainty.

1-3. Information collection is an activity that synchronizes and integrates the planning and employment of sensors and assets as well as the processing, exploitation, and dissemination of systems in direct support of current and future operations. This activity implies a function, mission, or action as well as the organization that performs it.

1-4. 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.

1-5. The intelligence and operations staffs work together to collect, process, and analyze the information the commander requires concerning the enemy, other adversaries, climate, weather, terrain, population, and other civil considerations that affect operations. Intelligence relies on reconnaissance, security, intelligence operations, and surveillance for its data and information. Conversely, without intelligence, commanders and staffs do not know where or when to conduct reconnaissance, security, intelligence operations, or surveillance. The usefulness of the data collected depends upon the processing and exploitation common to these activities.

1-6. Commanders integrate information collection to form an information collection plan that capitalizes on different capabilities. Information collection assets provide data and information. Intelligence is the product resulting from the collection, processing, integration, evaluation, analysis, and interpretation of available information concerning foreign nations, hostile or potentially hostile forces or elements, or areas of actual or potential operations. The term is also applied to the activity which results in the product and to the organizations engaged in such activity

Intelligence informs commanders and staffs where and when to look. Reconnaissance, security, intelligence operations, and surveillance are the ways—with the means ranging from national and joint collection capabilities to individual Soldier observations and reports. The end is intelligence that supports commander’s decisionmaking. The result—successful execution and assessment of operations—depends upon the effective synchronization and integration of the information collection effort.

1-7. These activities of information collection support the commander’s understanding and visualization of the operation by identifying gaps in information, aligning assets and resources against them, and assessing the collected information and intelligence to inform the commander’s decisions. They also support the staff’s integrating processes during planning and execution. The direct result of the information collection effort is a coordinated plan that supports the operation.

PURPOSE

1-8. Information collection activities provide commanders with detailed, timely, and accurate intelligence, enabling them to visualize threat capabilities and vulnerabilities, and to gain situational understanding. Information collected from multiple sources and analyzed becomes intelligence that provides answers to commander’s critical information requirements as part of an evolving understanding to the area of operations. These activities contribute to the achievement of a timely and accurate common operational picture (COP).

1-9. Effective information collection activities—

• Provide relevant information and intelligence products to commanders and staffs.
• Provide combat information to commanders.
• Contribute to situational awareness and facilitates continuous situational understanding.
• Generate a significant portion of the COP vertically and horizontally among organizations, commanders, and staffs.
• Support the commander’s visualization, permitting more effective mission command.
• Answer the CCIRs.
• Facilitate and are facilitated by the intelligence preparation of the battlefield (IPB).
• Support effective, efficient, and accurate targeting.
• Decrease risk for the unit.

1-10. Commanders and staffs continuously plan, task, and employ collection assets and forces to collect information. They request information and resources through higher echelons as needed. This information and intelligence enable commanders to make informed decisions that are translated into action.

1-11. Information collection planning is crucial to mission success. The four fundamentals in effectively planning, synchronizing, and integrating information collection activities are—

• The commander drives the information collection effort.
• Effectiveinformationcollectionsynchronizationandintegrationrequiresfullstaffparticipation.
• Conducting information collection requires a collection capability, either organic or augmented by nonorganic resources.
• Conducting information collection requires an analytical capability to analyze and produce actionable intelligence.

1-12. Commanders must be involved in the information collection planning process by quickly and clearly articulating their CCIRs to the staff. This enables the staff to facilitate the commander’s visualization and decisionmaking by focusing on the CCIRs.

1-14. Conducting information collection activities requires an organic collection capability, either organic or augmented by nonorganic resources. Acquiring the required information to answer the requirements encompasses the efforts of reconnaissance, security, surveillance, intelligence operations, and the skills of Soldiers. All the activities that contribute to developing continuous knowledge about the area of operations are considered information collection activities. Planners must understand all collection assets and resources available to them and the procedures to request or task collection from those assets, resources, and organizations.

1-15. Conducting these activities requires an analytical capability to interpret information and produce actionable intelligence. The analyst’s ability to employ critical thinking and use multiple sources during intelligence analysis reduces uncertainty and helps solve problems that could not be resolved via a single source of information. This requires staff sections to understand the capabilities and limitations of assets to collect and report. The staff must also establish reporting guidelines to the collection assets.

INFORMATION COLLECTION PROCESS

1-16. Information collection is the acquisition of information and the provision of this information to processing elements. This process performs the following tasks:

• Plan requirements and assess collection.
• Task and direct collection.
• Execute collection.

PLAN REQUIREMENTS AND ASSESS COLLECTION

1-17. The intelligence staff (in collaboration with the operations officer and the entire staff) receives and validates requirements for collection, prepares the requirements planning tools, recommends collection assets and capabilities to the operations staff, and maintains synchronization as operations progress.

TASK AND DIRECT COLLECTION

1-18. The operations officer (based on recommendations from the staff) tasks, directs, and when necessary re-tasks the information collection assets.

EXECUTE COLLECTION

1-19. Executing collection focuses on requirements tied to the execution of tactical missions (such as reconnaissance, surveillance, security, and intelligence operations) based on the CCIRs. Collection activities acquire information about the adversary and the area of operations and provide that information to intelligence processing and exploitation elements. Typically collection activities begin soon after receipt of mission and continue throughout preparation and execution of the operation. They do not cease at conclusion of the mission but continue as required. This allows the commander to focus combat power, execute current operations, and prepare for future operations simultaneously.

1-20. The subtasks are—

• Establish technical channels and provide guidance.
• Collect and report information.
• Establish a mission intelligence briefing and debriefing program.

Establish Technical Channels and Provide Guidance

1-21. This subtask includes providing and conducting technical channels to refine and focus the intelligence disciplines’ information collection tasks. It coordinates the disciplines’ assets when operating in another unit’s area of operations.

1-23. Technical channels refer to supervision of intelligence operations and disciplines. Technical channels do not interfere with the ability to task organic intelligence operations assets. It ensures adherence to existing policies or regulations by providing technical guidance for intelligence operations tasks contained within the information collection plan.

1-24. Technical channels also involve translating tasks into the specific parameters used to focus the highly technical intelligence operations collection or the legally sensitive aspects of signals intelligence collection as well as human intelligence military source operations and counterintelligence tasks. Technical channels provide the means to meets the overall commander’s intent for intelligence operations. Technical channels include but are not limited to defining, managing, or guiding the use of specific intelligence assets or identifying critical technical collection criteria (such as technical indicators and recommending collection techniques or procedures).

Collect and Report Information

1-25. This task involves collecting and reporting information in response to collection tasks. Collection assets collect information and data about the threat, terrain and weather, and civil considerations for a particular area of operations (AO) and area of interest. A successful information collection effort results in the timely collection and reporting of relevant and accurate information, which supports the production of intelligence or combat information.

Collect

1-26. As part of the collection plan, elements of all units obtain information and data concerning the threat, terrain and weather, and civil considerations within the AO. Well-developed procedures and carefully planned flexibility to support emerging targets, changing requirements, and the need to support combat assessment is critical. Once staffs collect the information, they process it into a form that enables analysts to extract essential information and produce intelligence and targeting data. Once Solders collect the information, it is processed into a form that enables analysis. Collected and processed information is provided to the appropriate units, organizations, or agencies for analysis or action. This analyzed information forms the foundation of running estimates, targeting data, intelligence databases, and intelligence.

Report

1-27. Collection assets must follow standard operating procedures (SOPs) to ensure staffs tag reports with the numbers of the tasks they satisfy. Simultaneously, SOPs ensure assets understand and have a means of reporting important but unanticipated information. Collection assets reporting may convey that collection occurred, but the unit did not observe any activity satisfying the information collection task, which may be a significant indicator. As a part of reporting, the staff tracks which specific collection task originates from which intelligence requirement Such tracking ensures the staff provides the collected information to the original requester and to all who need the information. Correlating reporting to the original requirement and evaluating reports is key to effective information collection. The staff tracks the progress of each requirement and cross-references incoming reports to outstanding requirements.

PRIMARY INFORMATION COLLECTION TASKS AND MISSIONS

1-29. Information collection encompasses all activities and operations intended to gather data and information that, in turn, are used to create knowledge and support the commander’s requirements, situational understanding, and visualization. Commanders maximally achieve information collection when they care carefully employ all the collection tasks and missions together in an operation. This appropriate mix of collection tasks and missions helps satisfy as many different requirements as possible. It also ensures that the operations and intelligence working group does not favor or become too reliant on one particular unit, discipline, or system. The Army has four tasks or missions it primarily conducts as a part of the information collection plan:

• Security operations.
• Intelligence operations.

RECONNAISSANCE

1-30. Reconnaissance is those operations undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or adversary, or to secure data concerning the meteorological, hydrographical or geographical characteristics and the indigenous population of a particular area (FM 3-90). Reconnaissance primarily relies on the human dynamic rather than technical means. Reconnaissance is a focused collection effort. A combined arms operation, reconnaissance is normally tailored to actively collect information against specific targets for a specified time based on mission objectives.

1-31. Units perform reconnaissance using three methods: dismounted, mounted, and aerial (each can be augmented by sensors). Successful and effective units combine these methods. To gain information on the enemy or a particular area, units can use passive surveillance, technical means, and human interaction, or they can fight for information.

1-32. Reconnaissance produces information concerning the AO. Staffs perform reconnaissance before, during, and after other operations to provide information used in the IPB process. Commanders perform reconnaissance to formulate, confirm, or modify a course of action (COA). Reconnaissance provides information that commanders use to make informed decisions to confirm or modify the concept of operations. This information may concern the enemy, the local population, or any other aspect of the AO. Commanders at all echelons incorporate reconnaissance into their operations.

1-33. Reconnaissance identifies terrain characteristics, enemy and friendly obstacles to movement, and the disposition of enemy forces and civilians so that commanders can maneuver forces freely with reduced risk. Reconnaissance prior to unit movements and occupation of assembly areas is critical to protecting the force and preserving combat power. It also keeps U.S. forces free from contact as long as possible so that they can concentrate on the decisive operation.

Reconnaissance Objective

1-34. Commanders orient their reconnaissance by identifying a reconnaissance objective within the AO. The reconnaissance objective is a terrain feature, geographic area, enemy force, or specific civil considerations about which the commander wants to obtain additional information. The reconnaissance objective clarifies the intent of the reconnaissance by specifying the most important result to obtain from the reconnaissance mission. Every reconnaissance mission specifies a reconnaissance objective. Commanders assign reconnaissance objectives based on commander’s critical information requirements, reconnaissance asset capabilities, and reconnaissance asset limitations. The reconnaissance objective can be information about a specific geographical location (such as the cross-country trafficability of a specific area), a specific enemy activity to be confirmed or denied, a specific enemy element to be located or tracked, or specific civil considerations (such as critical infrastructure).

1-35. Commanders may need to provide additional detailed instructions beyond the reconnaissance objective (such as specific tasks to be performed or the priority of tasks). They do this by issuing additional guidance to their reconnaissance units or by specifying these instructions in the tasks to subordinate units in the operation order. For example, if a unit S-2 concludes that the enemy is not in an area and the terrain appears to be trafficable without obstacles, the commander may direct the reconnaissance squadron to conduct a zone reconnaissance mission with guidance to move rapidly and report by exception any terrain obstacles that will significantly slow the movement of subordinate maneuver echelons.

Reconnaissance Fundamentals

1-36. The seven fundamentals of reconnaissance are—

• Ensure continuous reconnaissance.
• Do not keep reconnaissance assets in reserve.
• Orient on the reconnaissance objective.
• Report information rapidly and accurately.
• Retain freedom of maneuver.
• Gain and maintain enemy contact.
• Develop the situation rapidly.

Ensure Continuous Reconnaissance

1-37. The commander conducts reconnaissance before, during, and after all operations. Before an operation, reconnaissance focuses on filling gaps in information about the enemy, specific civil considerations, and the terrain. During an operation, reconnaissance focuses on providing the commander with updated information that verifies the enemy’s composition, dispositions, and intentions as the battle progresses. This allows commanders to verify which COA the enemy is actually adopting and to determine if the plan is still valid based on actual events in the AO. After an operation, reconnaissance focuses on maintaining contact with the enemy forces to determine their next move and collecting information necessary for planning subsequent operations.

1-38. Reconnaissance assets, like artillery assets, are never kept in reserve. When committed, reconnaissance assets use all their resources to accomplish the mission. This does not mean that all assets are committed all the time.

Orient on the Reconnaissance Objective

1-39. The commander uses the reconnaissance objective to focus the unit’s reconnaissance efforts. Commanders of subordinate reconnaissance elements remain focused on achieving this objective, regardless of what their forces encounter during the mission.

Report Information Rapidly and Accurately

1-40. Reconnaissance assets acquire and report accurate and timely information on the enemy, civil considerations, and the terrain over which operations are to be conducted. Information may quickly lose its value. Reconnaissance units report exactly what they see and, if appropriate, what they do not see. Seemingly unimportant information may be extremely important when combined with other information. Negative reports are as important as reports of enemy activity. Reconnaissance assets must report all information, including a lack of enemy activity; failure to report tells the commander nothing. The unit communications plan ensures that unit reconnaissance assets have the proper communication equipment to support the integrated information collection plan.

Retain Freedom of Maneuver

1-41. Reconnaissance assets must retain battlefield mobility to successfully accomplish their missions. If these assets are decisively engaged, reconnaissance stops and a battle for survival begin. Reconnaissance assets must have clear engagement criteria that support the maneuver commander’s intent. Initiative and knowledge of both the terrain and the enemy reduce the likelihood of decisive engagement and help maintain freedom of movement. Prior to initial contact, the reconnaissance unit adopts a combat formation designed to gain contact with the smallest possible friendly element. This provides the unit with the maximum opportunity for maneuver and enables it to avoid decisively engaging the entire unit. The IPB process can identify anticipated areas of likely contact to the commander.

Gain and Maintain Enemy Contact

1-42. Once a unit conducting reconnaissance gains contact with the enemy, it maintains that contact unless the commander directing the reconnaissance orders otherwise or the survival of the unit is at risk. This does not mean that individual scout and reconnaissance teams cannot break contact with the enemy. The commander of the unit conducting reconnaissance is responsible for maintaining contact using all available resources. The methods of maintaining contact can range from surveillance to close combat. Surveillance, combined with stealth, is often sufficient to maintain contact and is the preferred method. Units conducting reconnaissance avoid combat unless it is necessary to gain essential information, in which case the units use maneuver (fire and movement) to maintain contact while avoiding decisive engagement.

Develop the Situation Rapidly

1-43. When a reconnaissance asset encounters an enemy force or an obstacle, it must quickly determine the threat it faces. For an enemy force, it must determine the enemy’s composition, dispositions, activities, and movements, and assess the implications of that information. For an obstacle, the reconnaissance asset must determine the type and extent of the obstacle and whether it is covered by fire. Obstacles can provide information concerning the location of enemy forces, weapons capabilities, and organization of fires. In most cases, the reconnaissance unit developing the situation uses actions on contact.

Reconnaissance Forms

1-44. The four forms of reconnaissance are—

• Route reconnaissance.
• Zone reconnaissance.
• Area reconnaissance.
• Reconnaissance in force.

Route Reconnaissance

1-45. Route reconnaissance focuses along a specific line of communications (such as a road, railway, or cross-country mobility corridor). It provides new or updated information on route conditions (such as obstacles and bridge classifications, and enemy and civilian activity along the route). A route reconnaissance includes not only the route itself, but also all terrain along the route from which the enemy could influence the friendly force’s movement. The commander normally assigns this mission to use a specific route for friendly movement.

Zone Reconnaissance

1-46. Zone reconnaissance involves a directed effort to obtain detailed information on all routes, obstacles, terrain, enemy forces, or specific civil considerations within a zone defined by boundaries. Obstacles include both existing and reinforcing, as well as areas with chemical, biological, radiological, and nuclear (CBRN) contamination. Commanders assign zone reconnaissance missions when they need additional information on a zone before committing other forces in the zone. Zone reconnaissance missions are appropriate when the enemy situation is vague, existing knowledge of the terrain is limited, or combat operations have altered the terrain. A zone reconnaissance may include several route or area reconnaissance missions assigned to subordinate units.

Area Reconnaissance

1-47. Area reconnaissance focuses on obtaining detailed information about the enemy activity, terrain, or specific civil considerations within a prescribed area. This area may include a town, a neighborhood, a ridgeline, woods, an airhead, or any other feature critical to operations. The area may consist of a single point (such as a bridge or an installation). Areas are normally smaller than zones and not usually contiguous to other friendly areas targeted for reconnaissance. Because the area is smaller, units conduct an area reconnaissance more quickly than a zone reconnaissance.

Reconnaissance in Force

1-48. A reconnaissance in force is an aggressive reconnaissance conducted as an offensive operation with clearly stated reconnaissance objectives. A reconnaissance in force is a deliberate combat operation designed to discover or test the enemy’s strength, dispositions, reactions, or to obtain other information. Battalion-sized task forces or larger organizations usually conduct a reconnaissance in force.

 

Reconnaissance Focus, Reconnaissance Tempo, and Engagement Criteria

1-49. Commanders decide what guidance they will provide to shape the reconnaissance and surveillance effort. In terms of guidance, reconnaissance tempo and engagement criteria most closely apply organic reconnaissance elements. Reconnaissance focus can also be generally applied to surveillance assets, but in the specific sense of focusing a reconnaissance mission, it more closely applies to reconnaissance.

Reconnaissance Focus

1-50. Reconnaissance focus, combined with one or more reconnaissance objectives, helps to concentrate the efforts of the reconnaissance assets. The commander’s focus for reconnaissance usually falls in three general areas: CCIRs, targeting, and voids in information. The commander’s focus enables reconnaissance units to prioritize taskings and narrow their scope of operations.

1-51. Commanders use a reconnaissance pull when they do not know the enemy situation well or the situation changes rapidly. Reconnaissance pull fosters planning and decisionmaking based on changing assumptions into confirmed information. The unit uses initial assumptions and CCIRs to deploy reconnaissance assets as early as possible to collect information for developing COAs. The commander uses reconnaissance assets to confirm or deny initial CCIRs prior to deciding on a COA or maneuver option, thus pulling the unit to the decisive point on the battlefield.

1-52. Commanders use a reconnaissance push once committed to a COA or maneuver option. The commander pushes reconnaissance assets forward, as necessary, to gain greater visibility on specific named area of interest (NAI) to confirm or deny the assumptions on which the COA is based. Staffs use the information gathered during reconnaissance push to finalize the unit’s plan.

Reconnaissance Tempo

1-53. Tempo is the relative speed and rhythm of military operations over time with respect to the enemy. In terms of reconnaissance, tempo not only defines the pace of the operation, but also influences the depth of detail the reconnaissance can yield. Commanders establish time requirements for the reconnaissance force and express those requirements in a statement that describes the degree of completeness, covertness, and potential for engagement they are willing to accept. Commanders use their guidance on reconnaissance tempo to control the momentum of reconnaissance. Reconnaissance tempo is expressed as rapid or deliberate and forceful or stealthy.

1-54. Rapid operations and deliberate operations provide a description of the degree of completeness required by the commander. Rapid operations are fast paced, are focused on key pieces of information, and entail a small number of tasks. They describe reconnaissance that personnel must perform in a time- constrained environment. Deliberate operations are slow, detailed, and broad-based. They require the accomplishment of numerous tasks. The commander must allocate a significant amount of time to conduct a deliberate reconnaissance.

1-55. Forceful and stealthy operations provide a description of the level of covertness that the commander requires. Units conduct forceful operations without significant concern about being observed. Mounted units or combat units serving in a reconnaissance role often conduct forceful operations. In addition, forceful operations are appropriate in stability operations where the threat is not significant in relation to the requirement for information. Units conduct stealthy operations to minimize chance contact and prevent the reconnaissance force from being detected. They often are conducted dismounted and require increased allocation of time for success.

Engagement Criteria

1-56. Engagement criteria establish minimum thresholds for engagement (lethal and nonlethal). They clearly specify which targets the reconnaissance element is expected to engage and which it will hand off to other units or assets. For example, nonlethal contact identifies engagement criteria for tactical questioning of civilians and factional leaders. This criterion allows unit commanders to anticipate bypass criteria and to develop a plan to maintain visual contact with bypassed threats.

SURVEILLANCE

1-57. Surveillance is the systematic observation of aerospace, surface, or subsurface areas, places, persons, or things, by visual, aural, electronic, photographic, or other means (JP 3-0). Surveillance involves observing an area to collect information.

1-58. In the observation of a given area, the focus and tempo of the collection effort primarily comes from the commander’s intent and guidance. Surveillance involves observing the threat and local populace in a NAI or targeted area of interest (TAI). Surveillance may be conducted as a stand-alone mission, or as part of a reconnaissance mission (particularly area reconnaissance). Elements conducting surveillance must maximize assets, maintain continuous surveillance on all NAIs and TAIs, and report all information rapidly and accurately.

1-59. Surveillance tasks can be performed by a variety of assets (ground, air, sea, and space), means (Soldier and systems), and mediums (throughout the electromagnetic spectrum).

1-60. Generally, surveillance is considered a “task” when performed as part of a reconnaissance mission. However, many Army, joint, and national systems are designed specifically to conduct only surveillance. These are surveillance missions. Army military intelligence organizations typically conduct surveillance missions. Reconnaissance units can conduct surveillance tasks as part of reconnaissance, security, or other missions. The commonality of reconnaissance and surveillance is observation and reporting.

1-61. Surveillance is distinct from reconnaissance. Surveillance is tiered and layered technical assets collecting information. Often surveillance is passive and may be continuous.

the purpose of reconnaissance is to collect information, not initiate combat. Reconnaissance involves many tactics, techniques, and procedures throughout the course of a mission. An extended period of surveillance may be one of these. Commanders complement surveillance with frequent reconnaissance. Surveillance, in turn, increases the efficiency of reconnaissance by focusing those missions while reducing the risk to Soldiers.

1-62. Both reconnaissance and surveillance involve detection, location, tracking, and identification of entities in an assigned area and gaining environmental data, but they are not executed in the same way. During reconnaissance, collection assets are given the mission to find specific information by systematically checking different locations within the area. During surveillance, collection assets watch the same area, waiting for information to emerge when an entity or its signature appears.

Surveillance Characteristics

1-64. Effective surveillance—

• Maintains continuous observations of all assigned NAIs and TAIs.
• Provides early warning.
• Identifies, tracks, and assesses key targets.
• Provides mixed, redundant, and overlapping coverage.

 

Maintains Continuous Surveillance of All Assigned Named Areas of Interest and Targeted Areas of Interest

1-65. Once the surveillance of a NAI or TAI commences, units maintain it until they complete the mission or the higher commander terminates the mission. Commanders designate the receiver of the information and the means of communication.

 

Provides Early Warning

1-66. Surveillance aims to provide early warning of an enemy or threat action. Together with IPB, commanders use information collection to ascertain the enemy or threat course of action and timing. They then orient assets to observe these locations for indicators of threat actions. Reporting must be timely and complete.

Detects, Tracks, and Assesses Key Targets

1-67. Surveillance support for targeting includes detecting, tracking, and assessing those key targets. Surveillance support to targeting includes detecting and tracking desired targets in a timely, accurate manner. Clear and concise tasks must be given so the surveillance systems can detect a given target. Target tracking is inherent to detection. Mobile targets must be tracked to maintain a current target location. Once a target is detected, targeting planning cells must also consider the need to track targets. Tracking targets— such as moving, elusive, low contrast targets (to include individuals)—requires a heavy commitment of limited information collection assets and resources. Assessing key targets pertains to the results of attacks on targets. This helps commanders and staffs determine if their targeting objectives were met.

Provides Mixed, Redundant, and Overlapping Coverage

1-68. Commanders integrate the capabilities of limited assets to provide mixed, redundant, and overlapping coverage of critical locations identified during planning. The intelligence and operations staff work together to achieve balance. Commanders and staff continuously assess surveillance results to determine any changes in critical locations requiring this level of coverage.

Surveillance Types

1-69. The types of surveillance are zone, area, point, and network. Note: Forms of reconnaissance, as opposed to types of surveillance, are associated with maneuver units and missions.

Zone Surveillance

1-70. Zone surveillance is the temporary or continuous observation of an extended geographic zone defined by boundaries. It can be associated with but is not limited to a TAI or a NAI. Zone surveillance covers the widest geographical area of any type of surveillance. Multiple assets, including airborne surveillance assets and radar with wide coverage capabilities, are typically employed in zone surveillance.

Area Surveillance

1-71. Area surveillance is the temporary or continuous observation of a specific prescribed geographic area. It can be associated with, but is not limited to, a TAI or NAI. This area may include a town, a neighborhood, ridgeline, wood line, border crossing, farm, plantation, cluster or group of buildings, or other manmade or geographic feature. Unlike area reconnaissance, it does not include individual structures (such as a bridge or single building). Ground-mounted surveillance systems are particularly useful in area surveillance.

Point Surveillance

1-72. Point surveillance is the temporary or continuous observation of a place (such as a structure), person, or object. This can be associated with, but is not limited to, a TAI or a NAI. It is the most limited in geographic scope of all forms of surveillance. Point surveillance may involve tracking people. When surveillance involves tracking people, the “point” is that person or persons, regardless of movement and location. Tracking people normally requires a heavier commitment of assets and close coordination for handoff to ensure continuous observation.

Network Surveillance

1-73. Network surveillance is the observation of organizational, social, communications, cyberspace, or infrastructure connections and relationships. Network surveillance can also seek detailed information on connections and relationships among individuals, groups, and organizations, and the role and importance of aspects of physical or virtual infrastructure (such as bridges, marketplaces, and roads) in people’s lives. It can be associated with but is not limited to a TAI or a NAI.

SECURITY OPERATIONS

1-74. Security operations are shaping operations that can take place during all operations. Reconnaissance is a part of every security operation. Other collection assets provide the commander with early warning and information on the strength and disposition of enemy forces. The availability of information collection assets enables greater flexibility in the employment of the security force.

1-75. Security operations aim to protect the force from surprise and reduce the unknowns in any situation. A commander undertakes these operations to provide early and accurate warning of enemy operations, to provide the force being protected with time and maneuver space to react to the enemy, and to develop the situation to allow the commander to effectively use the protected force. Commanders may conduct security operations to the front, flanks, and rear of their forces.

The main difference between security operations and reconnaissance is that security operations orient on the force or facility being protected, while reconnaissance is enemy, populace, and terrain oriented.

1-76. The five forms of security operations commanders may employ are screen, guard, cover, area security, and local security.

1-77. Successful security operations depends upon properly applying the following five fundamentals:

• Provide early and accurate warning.
• Provide reaction time and maneuver space.
• Orient on the force or facility to be secured.
• Perform continuous reconnaissance.
• Maintain enemy contact.

1-78. To properly apply the fundamental of “perform continuous reconnaissance,” the security force aggressively and continuously seeks the enemy, interacts with the populace, and reconnoiters key terrain. It conducts active area or zone reconnaissance to detect enemy movement or enemy preparations for action and to learn as much as possible about the terrain. The ultimate goal is to detect the enemy’s COA and assist the main body in countering it.

INTELLIGENCE OPERATIONS

1-79. Intelligence operations align intelligence assets and resources against requirements to the collect information and intelligence to inform the commander’s decisions. Conducting intelligence operations requires an organic collection and analysis capability. Those units without resources must rely on augmentation from within the intelligence enterprise for intelligence. Although the focus is normally on tactical intelligence, the Army draws on both strategic and operational intelligence resources. Each intelligence discipline provides the commander specific technical capabilities and sensors. Because of the unique capabilities and characteristics of intelligence operations, these capabilities and sensors require specific guidance through technical channels. The Army’s intelligence disciplines that contribute to intelligence operations are—

• Human intelligence.
• Geospatial intelligence.
• Measurement and signature intelligence.
• Signals intelligence.
• Technical intelligence.

Counterintelligence

1-80. Counterintelligence counters or neutralizes intelligence collection efforts by foreign intelligence and security services and international terrorist organizations. It does this through collection, counterintelligence investigations, operations, analysis, production, and functional and technical services. Counterintelligence includes all actions taken to detect, identify, track, exploit, and neutralize the multidiscipline intelligence activities of friends, competitors, opponents, adversaries, and enemies. It is the key intelligence community contributor to protect U.S. interests and equities. Counterintelligence helps identify essential elements of friendly information (EEFI) by identifying vulnerabilities to threat collection and actions taken to counter collection and operations against U.S. forces.

Human Intelligence

1-81. Human intelligence is a category of intelligence derived from information collected and provided by human sources (JP 2-0). This information is collected by a trained human intelligence collector, from people and their associated documents and media sources. Units use the collected information to identify threat elements, intentions, composition, strength, dispositions, tactics, equipment, personnel, and capabilities.

 

Geospatial Intelligence

1-82. Title 10, U.S. Code establishes geospatial intelligence. Geospatial intelligence is the exploitation and analysis of imagery and geospatial information to describe, assess, and visually depict physical features and geographically referenced activities on the Earth.

Measurement and Signature Intelligence

1-83. Measurement and signature intelligence is technically derived intelligence that detects, locates, tracks, identifies, or describes the specific characteristics of fixed and dynamic target objects and sources. It also includes the additional advanced processing and exploitation of data derived from imagery intelligence and signals intelligence collection.

Signals Intelligence

1-84.Signals intelligence is produced by exploiting foreign communications systems and noncommunications emitters. Signals intelligence provides unique intelligence and analysis information in a timely manner.

Technical Intelligence

1-85. Technical intelligence is intelligence derived from the collection and analysis of threat and foreign military equipment and associated materiel.

Chapter 2
Commander and Staff Responsibilities

This chapter examines the roles, knowledge, and guidance of the commander in information collection activities. The commander’s involvement facilitates an effective information collection plan that is synchronized and integrated within the overall operation. This chapter then discusses the role of the staff. Lastly, this chapter discusses contributions from working groups.

THE ROLE OF THE COMMANDER

2-1. Commanders understand, visualize, describe, direct, lead, and assess operations. Understanding is fundamental to the commander’s ability to establish the situation’s context. Understanding involves analyzing and understanding the operational or mission variables in a given operational environment. It is derived from applying judgment to the common operational picture through the filter of the commander’s knowledge and experience.

2-2. Numerous factors determine the commander’s depth of understanding. Information from information collection and the resulting intelligence products prove indispensable in assisting the commander in understanding the area of operations (AO). Formulating commander’s critical information requirements (CCIRs) and keeping them current also contribute to this understanding. Maintaining understanding is a dynamic ability; a commander’s situational understanding changes as an operation progresses.

2-3. The commander must be involved in information collection planning. The commander directs information collection activities by—

Asking the right questions to focus the efforts of the staff.

Knowing the enemy. Personal involvement and knowledge have no substitutes.

Stating the commander’s intent clearly and decisively designating CCIRs.

Understanding the information collection assets and resources to exploit their full effectiveness.

2-4. Commanders prioritize collection activities primarily through providing their guidance and commander’s intent early in the planning process. Commanders must—

• Personally identify and update CCIRs.
• Ensure CCIRs are tied directly to the scheme of maneuver and decision points.
• Limit CCIRs to only their most critical needs (because of limited collection assets).
• Aggressively seek higher echelons’ collection of, and answers to, the information requirements.
• Ensure CCIRs include the latest time information is of value (LTIOV) or the event by which the information is required.

2-5. The commander may also identify essential elements of friendly information (EEFI). The EEFI are not part of the CCIRs; rather they establish friendly information to protect, not enemy information to obtain.

2-6. Commanders ensure that both intelligence preparation of the battlefield (IPB) and information collection planning are integrated staff efforts. Every staff member plays an important role in both tasks.

2-7. Information collection planning and assessment must be continuous. Commanders ensure they properly assign information collection tasks based on the unit’s abilities to collect. Therefore, commanders match their information requirements as to not exceed the information collection and analytical ability of their unit.

2-8. Commanders assess operations. Commanders ensure collection activities provide the information needed. Timely reporting to the right analytical element at the right echelon is critical to information collection activities. Commanders continuously assess operations throughout the planning, preparation, and execution phases. The commander’s involvement and interaction enable the operations and intelligence officers to more effectively assess and update collection activities. The commander’s own assessment of the current situation and progress of the operation provides insight on what new information is needed and what is no longer required. The commander communicates this to the staff to assist them in updating CCIRs.

COMMANDER’S NEEDS

2-9. Staffs synchronize and integrate information collection activities with the warfighting functions based on the higher commander’s guidance and decisions. Commanders’ knowledge of collection activities enables them to focus the staff and subordinate commanders in planning, preparing, executing, and assessing information collection activities for the operation.

2-10. Commanders must understand the overall concept of operations from higher headquarters to determine specified and implied tasks and information requirements. There are a finite number of assets and resources for information collection activities. Commanders communicate this as guidance for planners and the staff.

2-11. Extended areas of operations, the necessity to conduct missions and develop information and intelligence over large areas, and extended time spans can surpass the organic capabilities of a unit. Commanders must be able to deal effectively with many agencies and organizations in the area of operations to help enable the unit to perform information collection activities. One of the essential aspects to this is terminology. When dealing with non-U.S. Army personnel and organizations, commanders ensure those involved understand the terms used and provide or request clarification as needed.

COMMANDER’S GUIDANCE

2-12. Commanders play a central role in planning primarily by providing guidance. This should include specific guidance for collection assets and required information. Commanders consider risks and provide guidance to the staff on an acceptable level of risk for information collection planning. The commander issues formal guidance at three specific points in the process:

• Initial guidance following receipt of mission.
• Commander’s planning guidance following mission analysis to guide course of action (COA) development.
• Final planning guidance after the COA decision but before the final warning order (WARNO).

 

 

 

INITIAL GUIDANCE

2-13. After a unit receives a mission, the commander issues initial guidance. (FM 5-0 provides detailed information on the initial guidance.) The initial guidance accomplishes several things. It—

• l  Begins the visualization process by identifying the tactical problem (the first step to problem solving).
• l  Defines the area of operations. This presents a common operational picture for the commander and staff in seeing the terrain, including the populace.
• l  Develops the initial commander’s intent, specifically key tasks (including tasks for reconnaissance), decisive point, and end state.
• l  Challengesincludeanyguidanceforspecificstaffsections.
• l

2-14. For information collection planning, the initial guidance includes— l Initialtimelineforinformationcollectionplanning.
l Initialinformationcollectionfocus.
l Initialinformationrequirements.

l Authorizedmovement.
l Collectionandproductdevelopmenttimeline.

2-15. The initial WARNO can alert information collection assets to begin collection activities to begin at this time. If this is the case, the initial WARNO includes—

• Named areas of interest (NAIs) to be covered.
• Collection tasks and specific information requirements to be collected.
• Precise guidance on infiltration method, reporting criteria and timelines, fire support and casualty evacuation plan.

COMMANDER’S PLANNING GUIDANCE

2-16. The commander issues the commander’s planning guidance during the mission analysis step of the MDMP, following the approval of the restated mission and mission analysis brief. Part of the commander’s planning guidance is directly related to collection activities—the initial CCIRs and information collection guidance. The guidance for planning should contain sufficient information for the operations officer to complete a draft information collection plan. As a minimum, the commander’s planning guidance includes—

Current CCIRs.
Focus and tempo.
Engagement criteria.
Acceptable risk to assets.

2-17. The commander issues the initial commander’s intent with the commander’s planning guidance. The staff verifies the draft information collection plan is synchronized with the commander’s intent assesses any ongoing information collection activities, and recommends changes to support the commander’s intent, CCIRs, and concept of operations.

FINAL PLANNING GUIDANCE

2-18. After the decision briefing, the commander determines a COA the unit follows and issues final planning guidance. Final planning guidance includes—

• Any new CCIRs, including the LTIOV.

ROLE OF THE STAFF

2-19. The staff must function as a single, cohesive unit—a professional team. Effective staff members know their respective responsibilities and duties. They are also familiar with the responsibilities and duties of other staff members.

2-21. The G-2 (S-2) must work in concert with the entire staff to identify collection requirements and implement the information collection plan. The intelligence staff determines collection requirements, (based upon inputs from the commander and other staff sections) develops the information collection matrix with input from the staff representatives, and continues to work with the staff planners to develop the information collection plan. The G-2 (S-2) also identifies those intelligence assets and resources— human intelligence, geospatial intelligence, measurement and signature intelligence, or signals intelligence—which can provide answers to the CCIRs.

2-22. The G-2X (S-2X) (hereafter referred to as the 2X) is the doctrinal term used to refer to the counterintelligence and human intelligence operations manager who works directly for the G-2 (S-2). The term also refers to the staff section led by the 2X.

2-24. The other members of the staff support the operations process. Through the conduct of the planning process, staffs develop requirements that are considered for inclusion as CCIRs and into the information collection plan. Staffs also monitor the situation and progress of the operation towards the commander’s desired goal. Staffs also prepare running estimates. A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable (FM 5-0). Staffs continuously assess how new information might impact conducting operations. They update running estimates and determine if adjustments to the operation are required. Through this process, the staffs ensure that the information collection plan remains updated as the situation changes and requirements are answered or new requirements developed.

OPERATIONS AND INTELLIGENCE WORKING GROUP

2-29. At division and higher echelons, there are dedicated cells responsible for information collection planning. At battalion and brigade, there are no designated cells for information collection planning, this function is provided by the operations and intelligence staffs. Depending on the availability of personnel, the commander may choose to designate an ad hoc group referred to as an operations and intelligence working group. Because the primary staff officers’ responsibilities cannot be delegated, the staff—chief of staff or executive officer—should direct and manage the efforts of this working group to achieve a fully synchronized and integrated information collection plan.

2-30. Unit standard operating procedures and battle rhythms determine how frequently an operations and intelligence working group meets. This working group should be closely aligned with both the current operations and future operations (or plans) cells to ensure requirements planning tools are properly integrated into the overall operation plan. These planning tools should also be nested in the concepts for plans.

2-32. The working group aims to bring together the staff sections to validate requirements and deconflict the missions and taskings of organic and attached collection assets. Input is required from each member of the working group. The output of the working group is validation of outputs. This includes the following:

• An understanding of how the enemy is going to fight.
• A refined list of requirements.
• Confirmation of the final disposition of all collection assets.
• Review of friendly force information requirements, priority intelligence requirements (PIRs), and EEFI.
• Validation of outputs of other working groups (for example, fusion and targeting working groups).
• Review and establish critical NAIs and targeted areas of interest (TAIs).

2-33. The working group meeting is a critical event. Staffs must integrate it effectively into the unit battle rhythm to ensure the collection effort provides focus to operations rather than disrupting them. Preparation and focus are essential to a successful working group. All representatives, at a minimum, must come to the meeting prepared to discuss available assets, capabilities, limitations, and requirements related to their functions. Planning the working group’s battle rhythm is paramount to conducting effective information collection operations. Staffs schedule the working group cycle to complement the higher headquarters’ battle rhythm and its subsequent requirements and timelines.

2-34. The G-3 (S-3) (or representative) comes prepared to provide the following:

• The current friendly situation.
• Current CCIRs.
• The availability of collection assets.
• Requirements from higher headquarters (including recent fragmentary orders or taskings).
• Changes to the commander’s intent.
• Changes to the task organization.
• Planned operations.

FUSION WORKING GROUP

2-37. Typically, brigade and above form a fusion working group. This working group aims to refine and fuse the intelligence between the command and its subordinate units. The output of this working group provides the intelligence staff with refinements to the situation template and the event template. The working group also refines existing PIRs and recommends new PIRs to the operations and intelligence working group. Additionally the working group reviews requirements to ensure currency.

TARGETING WORKING GROUP

2-38. The purpose of the targeting working group is to synchronize the unit’s targeting assets and priorities. For the staff, supporting the planning for the decide, detect, and assess (known as D3A) activities of the targeting process requires continuous updating of IPB products (such as situation templates and COA matrixes). The targeting working group considers targeting related collection and exploitation requirements. It also recommends additional requirements to the operations and intelligence working group. Staffs articulate these requirements as early in the targeting process as possible to support target development and other assessments.

2-39. Information collection support to target development takes the decide, detect, deliver, and assess methodology and applies this to the development of targets. Units using other targeting techniques—like find, fix, finish, exploit, assess, disseminate (known as F3EAD) or find, fix, track, target, engage, and assess (known as F2T2EA)—require no adaptation to the information collection support to targeting process. Nominations for request to current and future tasking orders as well as refinements to the high- value target lists are outputs of this working group.

2-40. The results of these working groups form the basis of the requests for information collection as well as products used by the intelligence staff in the creation of requirements planning tools. The operations staff integrates these tools in the creation of the information collection plan.

Chapter 3

Planning Requirements for and Assessing Information Collection

This chapter describes planning requirements for and assessing information collection for information collection activities. It discusses considerations for commanders for information collection planning. Then it discusses the support information collections provides to personnel recovery. It then covers the military decisionmaking process and information collection planning. Lastly, this chapter discusses assessing information collection activities.

THE OPERATIONS PROCESS AND INFORMATION COLLECTION

3-1. Commanders direct information collection activities by approving commander’s critical information requirements (CCIRs) and through driving the operations process. The success of information collection is measured by its contribution to the commander’s understanding, visualization, and decisionmaking. The operations process and information collection activities are mutually dependent. Commanders provide the guidance and focus that drive both by issuing their commander’s intent and approving CCIRs. The activities of information collection occur during all parts of the operation providing continuous information to the operations process.

3-2. Throughout the operations process, commanders and staffs use integrating processes to synchronize the warfighting functions to accomplish missions. Information collection activities, as well as intelligence preparation of the battlefield (IPB) are among these integrating processes. Synchronization is the arrangement of action in time, space, and purpose to produce maximum relative combat power at a decisive place and time. This collaborative effort by the staff, with the commander’s involvement, is essential for synchronizing information collection with the overall operation. Planning, preparing, executing, and assessing information collection activities is a continuous cycle whose time frame depends on the echelon, assets engaged, and the type of operation.

3-3. Conducting information collection activities consists of various staff functions; planning, collection, processing and exploitation; analysis and production; dissemination and integration; and evaluation and feedback. It should focus on the commander’s requirements. The purpose of these staff functions is to place all collection assets and resources into a single plan in order to capitalize on the different capabilities. The plan synchronizes and coordinates collection activities within the overall scheme of maneuver.

INFORMATION COLLECTION PLANNING CONSIDERATIONS

3-4. The information collection plan synchronizes activities of the information collection assets to provide intelligence to the commander required to confirm course of action selection and targeting requirements. The intelligence staff, in coordination with the operations staff, ensures all available collection assets provide the required information. They also recommend adjustments to asset locations, if required.

3-5. To be effective, the information collection plan must be based on the initial threat assessment and modified as the intelligence running estimate changes. Other staff sections’ running estimates may contain requirements for inclusion into the information collection plan. Additionally, the plan must be synchronized with the scheme of maneuver and updated as that scheme of maneuver changes. Properly synchronized information collection planning begins with the development and updating of IPB (threat characteristics, enemy templates, enemy course of action statements, and, most importantly, an enemy event template or matrix). Properly synchronized information collection planning ends with well-defined CCIRs and collection strategies based on the situation and commander’s intent.

THE MDMP AND INFORMATION COLLECTION PLANNING

3-7. Information collection planning is embedded in the military decisionmaking process (MDMP) and depends extensively on all staff members thoroughly completing the IPB process. Information collection planning starts with receipt of the mission (which could be a warning order). Information collection directly supports the development of intelligence and operations products used throughout the decision- making process. At each step in the MDMP, the staff must prepare certain products used in the plan and prepare phases of the operations process as described below.

3-8. Information collection activities are continuous, collaborative, and interactive. Several of the outputs from the various MDMP steps require the collaboration of the staff, especially the intelligence and operations staffs. The information collection plan cannot be developed without constant coordination among the entire staff. At every step in the MDMP, the intelligence staff must rely on input from the entire staff and cooperation with the operations staff to develop information collection products that support the commander’s intent and maximize collection efficiency for each course of action under consideration.

RECEIPT OF MISSION

3-9. Before receipt of the mission, the intelligence staff generates intelligence knowledge in anticipation of the mission. In addition to the knowledge already available, the intelligence staff uses intelligence reach and requests for additional information to higher headquarters to fill in the information gaps in the initial intelligence estimate.

3-10. When a mission is received, the commander and staff shift their efforts to describing the operational environment using mission variables and begin preparations for the MDMP. Commanders provide their initial guidance to the staff. The staff uses it to generate the initial information collection tasks to units and transmits it as part of the first warning order. In their guidance, commanders state the critical information required for the area of operations.

3-11. During the receipt of mission step, the staff gathers tools needed for the MDMP, begins the intelligence estimate, updates running estimates, and performs an initial assessment of the time available to subordinate units for planning, preparation, and execution. Since information collection assets are required early, the staff needs sufficient preparation time to begin sending information that the commander needs.

3-12.

The information collection outputs from this step are—

• The commander’s initial information collection guidance.
• Intelligence reach tasks.
• Requests for information to higher headquarters.
• Directions for accessing on-going or existing information collection activities or joint ISR.
• The first warning order (WARNO) with initial information collection tasks.

MISSION ANALYSIS

3-13. When mission analysis begins, the staff should have the higher headquarters plan or order and all available products. The staff adds their updated running estimates to the process. The initial information collection tasks issued with the first WARNO may yield information to be analyzed and evaluated for relevance to mission analysis. The commander provides initial guidance that the staff uses to capture the commander’s intent and develop the restated mission.

Analyze the Higher Headquarters Order

3-14. During mission analysis, the staff analyzes the higher headquarters order to extract information collection tasks and constraints such as limits of reconnaissance. The order also contains details on the availability of information collection assets from higher echelons and any allocation of those assets to the unit.

Perform Intelligence Preparation of the Battlefield

3-15. IPB is one of the most important prerequisites to information collection planning. During IPB, staffs develop several key products that aid information collection planning. Those products include—

• Threat characteristics.
• Terrain overlays.
• The weather effects matrix.
• Enemy situational templates and course of action statements.
• The enemy event template and matrix.
• The high-payoff target list.
• An updated intelligence estimate including identified information-gaps.

3-16. These products aid the staff in identifying—

• Information gaps that can be answered by existing collection activities, intelligence reach, and requests for information to higher echelons. The remaining information gaps are used to develop requirements for information collection.
• Threat considerations that may affect planning.
• Terrain effects that may benefit, constrain, or limit the capabilities of collection assets.
• Weather effects that may benefit, constrain, or negatively influence the capabilities of collection assets.
• Civil considerations that might affect information collection planning.

3-17. The most useful product for information collection planning for the intelligence officer is the threat event template. Once developed, the threat event template is a key product in the development of the information collection plan. Likely threat locations, avenues of approach, infiltration routes, support areas, and areas of activity become named areas of interest (NAIs) or targeted areas of interest (TAIs) on which collection assets focus their collection efforts. Indicators, coupled with specific information requirements and essential elements of information (EEFI), provide collection assets with the required information on which units identify and report. FM 2-01.3 contains additional information on the IPB process and products.

3-18. As the staff completes mission analysis, the intelligence staff completes development of initial collection requirements. These collection requirements form the basis of the initial information collection plan, requests for collection support, and requests for information to higher and lateral units. When the mission analysis is complete, staffs have identified intelligence gaps, and planners have an initial plan on how to fill those gaps. Additionally, the operations officer and the remainder of the staff thoroughly understand the unit missions, tasks, and purposes.

Determine Specified, Implied, and Essential Tasks

3-19. The staff also identifies specified, implied, and essential information collection tasks. Specified tasks are directed toward subordinate units, systems, sensors, and Soldiers. Implied tasks determine how a system or sensor is initialized for collection. Essential information collection tasks are derived from specified and implied tasks. They are the focus of the information collection effort.

Review Available Assets

3-20. The staff must review all available collection assets, effectively creating an inventory of capabilities to be applied against collection requirements. Building the inventory of assets and resources begins with annex A of the higher headquarters order. The staff takes those assets attached or under operational control of the unit and adds those resources available from higher echelons and those belonging to adjacent units that might be of assistance. The higher headquarters order should specify temporary or permanent operating locations and the air tasking order details for aerial assets.

3-21. While reviewing the available collection assets, the staff evaluates the collection assets according to their capability and availability. First, the staff measures the capabilities of the collection assets. They must know and address the practical capabilities and limitations of all unit organic assets.

Determine Constraints

3-34. When determining constraints, the staff considers legal, political, operational, and rules of engagement constraints that might constrain reconnaissance, security, intelligence operations, and surveillance. The staff must consider planning constraints such as limits of reconnaissance, earliest time information is of value, and not earlier than times. In some cases, the commander may impose constraints on the use of certain collection assets. In other cases, system specific constraints—such as the weather, crew rest, or maintenance cycle limitations—may impose limits the staff must consider.

Identify Critical Facts and Assumptions

3-35. When staffs identify critical facts and assumptions, they identify critical facts and assumptions pertinent to information collection planning that they will use later in course of action (COA) development. For example, a critical fact might be that imagery requests may take 72 to 96 hours to fulfill or that the human intelligence effort requires significant time before a good source network is fully developed.

3-36. Developing assumptions for planning include the availability and responsiveness of organic assets and resources from higher echelons. For example, the staff might use a certain percentage (representing hours) of unmanned aircraft system support available on a daily basis, weather and maintenance permitting.

Perform Risk Assessment

3-37. When performing a risk assessment, the staff considers the asset’s effectiveness versus the protection requirements and risk to the asset. For example, placing a sensor forward enough on the battlefield that it can return valuable data and information may put the asset at high risk of being compromised, captured, or destroyed. The calculus of payoff versus loss will always be determined by mission variables and the commander’s decision.

3-38. In some cases, friendly forces may reveal a collection capability by taking certain actions. If it is important to keep a collection capability concealed, then the staff carefully considers every lethal or nonlethal action based on current intelligence.

Determine Initial CCIRs and EEFI

3-39. Determining initial CCIRs and EEFI is the most important prerequisite for information collection planning. The staff refines the list of requirements they derive from the initial analysis of information available and from intelligence gaps identified during IPB. They base this list on higher headquarters tasks, commander’s guidance, staff assessments, and subordinate and adjacent unit requests for information.

3-40. The staff then nominates these requirements to the commander to be CCIRs and EEFI. Commanders alone decide what information is critical based on their experience, the mission, the higher commander’s intent, and input from the staff. The CCIRs are the primary focus for information collection activities.

Develop the Initial Information Collection Plan

3-41. The initial information plan is crucial to begin or adjust the collection effort to help answer requirements necessary in developing effective plans. The initial information collection plan sets information collection in motion. Staffs may issue it as part of a WARNO, a fragmentary order, or an operation order. As more information becomes available, staffs incorporate it into a complete information plan to the operation order.

3-42. At this point in the MDMP, the initial information plan has to be generic because the staffs have yet to develop friendly COAs. The basis for the plan is the commander’s initial information collection guidance, the primary information gaps identified by the staff during mission analysis, and the enemy situational template developed during IPB. (Chapter 4 contains additional information on tasking and directing collection assets.)

 

3-43. The intelligence staff creates the requirements management tools for the information collection plan. The operations staff is responsible for the information collection plan. During this step, the operations and intelligence staff work closely to ensure they fully synchronize and integrate information collection activities into the overall plan.

3-44. The operations officer considers several factors when developing the initial information collection plan, including—

• Requirements for collection assets in follow-on missions.
• The time available to develop and refine the initial information collection plan.
• The risk the commander is willing to accept if information collection missions are begun before the information collection plan is fully integrated into the scheme of maneuver.
• Insertion and extraction methods for reconnaissance, security, surveillance, and intelligence units.
• The communications plan for transmission of reports from assets to tactical operations centers.
• The inclusion of collection asset locations and movements in to the fire support plan.
• The reconnaissance handover with higher or subordinate echelons.
• The sustainment support.
• Legal support requirements.

Develop Requests for Information and Requests for Collection or Support

3-45. Submitting a request for information to the next higher or lateral echelon is a method for obtaining information not available with organic information collection assets. Units enter requests for information into a request for information management system where all units can see them. Hence, analysts several echelons above the actual requester become aware of the request and may be able to answer it.

3-46. When the unit cannot satisfy a collection requirement with its own assets, the intelligence staff composes and submits a request for information to the next higher echelon (or lateral units) for integration within its own information collection plan. At each echelon, the requirement is validated and a determination made as to whether or not that echelon can satisfy the requirement. If that echelon cannot satisfy the requirement, it is passed to the next higher echelon.

Develop and Synchronize Production Requirements

3-48. Intelligence staffs develop and synchronize production requirements to provide timely and relevant intelligence analysis and products to commanders, staff, and subordinate forces. Staffs use the unit’s battle rhythm as a basis for determining the daily, weekly, and monthly analytical products. The intelligence staff then designs an analytical and production effort to answer the CCIRs and meet the commander’s need for situational understanding and the staff’s need for situational awareness.

3-49. Intelligence production includes analyzing information and intelligence. It also includes presenting intelligence products, assessments, conclusions, or projections regarding the area of operations and threat forces in a format that aids the commander in achieving situational understanding. Staffs devote the remainder of the analytical effort to processing, analyzing, and disseminating data and information.

3-50. Commanders and staffs measure the success of the analytical and production effort by the products provided and their ability to answer or satisfy the CCIRs, intelligence requirements, and information requirements. For the purposes of the intelligence warfighting function an intelligence requirement is a type of information requirement developed by subordinate commanders and staff (including subordinate staffs) that requires dedicated collection.

COURSE OF ACTION DEVELOPMENT

3-51. Using the continually updated IPB products and the enemy situation template, the intelligence staff must integrate information collection considerations to develop friendly COAs. In many cases, the information collection considerations for each COA are similar depending on the characteristics of the friendly COA.

3-52. The operations and intelligence staffs must collaborate on information collection considerations to support each COA developed. The staff works to integrate its available resources into an integrated plan. Intelligence and operations staffs focus on the relationship of collection assets to other friendly forces, the terrain and weather, and the enemy.

3-53. The development of NAIs and TAIs based upon suspected enemy locations drive the employment of collection assets. The staff considers how to use asset mix, asset redundancy, and asset cueing to offset the capabilities of the various collection assets.

3-54. During COA development, the staff refines and tailors the initial CCIRs for each COA. Technically, these are initial requirements for each course of action. Later in the MDMP, once a COA is approved, the commander approves the final CCIR, and the staff publishes it.

COURSE OF ACTION ANALYSIS (WAR-GAMING)

3-55. The intelligence staff records the results of COA analysis and uses that information to develop the requirements planning tools. The entire staff uses the action-reaction-counteraction process to move logically through the war-gaming process. These events have a bearing on the assets recommended for tasking to the operations staff.

ORDERS PRODUCTION

3-56. Orders production is putting the plan into effect and directing units to conduct specific information collection tasks. The staff prepares the order by turning the selected COA into a clear, concise concept of operations and supporting information. The order provides all the information subordinate commands need to plan and execute their operations. However, this is not the first time subordinate commanders and their staffs have seen this data. Within the parallel and collaborative planning process, planners at all echelons have been involved in the orders process.

ASSESS INFORMATION COLLECTION ACTIVITIES

3-57. Assessment guides every operations process activity. Assessment is the continuous monitoring and evaluation of the current situation, particularly the enemy, and progress of an operation. Assessing information collection activities enables the operations and intelligence staffs to monitor and evaluate the current situation and progress of the operation. The desired result is to ensure all collection tasks are completely satisfied in a timely manner.

3-58. Staffs begin assessing information collection task execution with monitoring and reporting by collection assets as they execute their missions. Staffs track reporting to determine how well the information collection assets satisfy their collection tasks. The desired result is relevant information delivered to the commander before the latest time information is of value.

Chapter 4
Tasking and Directing Information Collection

Commanders direct information collection activities by approving requirements and through mission command in driving the operations process. This chapter describes the tasking and directing of information collection assets. It discusses how the staff finalizes the information collection plan and develops the information collection overlay. It then discusses the development of the information collection scheme of support. Lastly it discusses re-tasking assets.

TASK AND DIRECT INFORMATION COLLECTION

4-1. The operations staff integrates collection assets through a deliberate and coordinated effort across all warfighting functions. Tasking and directing information collection is vital to control limited collection assets. During task and direct information collection, the staff recommends redundancy, mix, and cue, as appropriate. The process of planning information collection activities begins once requirements are established, validated, and prioritized. Staffs accomplish tasking information collection by issuing warning orders, fragmentary orders, and operation orders. They accomplish directing information collection assets by continuously monitoring the operation. Staffs conduct re-tasking to refine, update, or create new requirements.

FINALIZE THE INFORMATION COLLECTION PLAN

4-2. To finalize the information collection plan, the staff must complete several important activities and review several considerations to achieve a fully synchronized, efficient, and effective plan. The information collection plan also applies to the rapid decisionmaking and synchronization process. Updating information collection activities during the execution and assessment phases of the operations process is crucial to the successful execution and subsequent adjustments of the information collection plan. The information collection plan is implemented through execution of asset tasking. The tasking process provides the selected collection assets with specific, prioritized requirements. When collection tasks or requests are passed to units, the staff provides specific details that clearly define the collection requirements. These requirements identify—

• What to collect—specific information requirements and essential elements of information.
• Where to collect it—named areas of interest and targeted areas of interest.
• When and how long to collect.
• Why to collect—answer commander’s critical information requirements.

4-3. The information collection plan is an execution order and should be published in the five-paragraph operation order (OPORD) format as a warning order (WARNO), an OPORD, or a fragmentary order (FRAGO). Staffs use the information collection plan for tasking, directing, and managing of collection assets (both assigned and attached assets) to collect against the requirements. The operations officer tasks and directs information collection activities. The intelligence staff assists the staff in the development of the information collection plan by providing the requirement planning tools. (Refer to TC 2-01 and ATTP 2-01 on how the requirement planning tools are developed.) Staffs—

• Integrate the information collection plan into the scheme of maneuver.
• Publish annex L (information collection) to the OPORD that tasks assets to begin the collection effort.
• Ensure that the information collection plan addresses all of the commander’s requirements, that assigned and attached assets have been evaluated and recommended for information collection tasks within their capabilities, and that collection tasks outside the capabilities of assigned and attached assets have been prepared as requests for information to appropriate higher or lateral headquarters.
• Publish any FRAGOs and WARNOs associated with information collection.

 

DEVELOP THE INFORMATION COLLECTION OVERLAY

4-6. The staff may issue an information collection overlay depicting the information collection plan in graphic form as an appendix or annex L to the OPORD.

DEVELOP THE INFORMATION COLLECTION SCHEME OF SUPPORT

4-8. The information collection scheme of support includes the planning and execution of operations and resources to support the Soldiers and units who perform information collection. This support includes fires, movement, protection, and sustainment (logistics, personnel services, health services support, and other sustainment related functions). The staff prepares the initial scheme of support. The operations officer approves the plan and tasks units.

PROVIDE SUPPORT TO SITE EXPLOITATION

4-10. Site exploitation is systematically searching for and collecting information, material, and persons from a designated location and analyzing them to answer information requirements, facilitate subsequent operations, or support criminal prosecution.

4-11. Site exploitation consists of a related series of activities to exploit personnel, documents, electronic data, and material captured, while neutralizing any threat posed by the items or contents. Units conduct site exploitation using one of two techniques: hasty and deliberate. Commanders chose the technique based on time available and the unit’s collection capabilities.

MONITOR OPERATIONS

4-12. Staffs track the progress of the operation against the requirements and the information collection plan. The operation seldom progresses on the timelines assumed during planning and staff war-gaming. The staff watches for changes in tempo that require changes in reporting times, such as latest time information is of value (LTIOV). The intelligence and operations staffs coordinate any changes with all parties concerned, including commanders and appropriate staff sections.

CORRELATE REPORTS TO REQUIREMENTS

4-13. Correlating information reporting to the original requirement and evaluating reports is key to effective requirements management. This quality control effort helps the staff ensure timely satisfaction of requirements. Requirements management includes dissemination of reporting and related information to original requesters and other users.

4-14. To correlate reports, the staff tracks which specific collection task originates from which requirement to ensure the original requester and all who need the collected information actually receive it. For efficiency and timeliness, the staff ensures production tasks are linked to requirements. This allows the staff to determine which requirements have been satisfied and which require additional collection.

4-15. The staff address the following potential challenges:

• Large volumes of information that could inundate the intelligence analysis section. The intelligence staff may have trouble finding the time to correlate each report to a requirement.
• Reports that partially satisfy a number of collection tasks. Other reports may have nothing to do with the collection task.
• Reported information that fails to refer to the original task that drove collection.
• Circular reporting and spam or unnecessary message traffic that causes consternation and wastes valuable time.

SCREEN REPORTS

4-16. The staff screens reports to determine whether the collection task has been satisfied. In addition, the staff screens each report for the following criteria:

• Relevance. Does the information actually address the tasked collection task? If not, can the staff use this information to satisfy other requirements?
• Completeness. Is essential information missing? (Refer to the original collection task.)
• Timeliness. WastheassetreportedbytheLTIOVestablishedintheoriginaltask?
• Opportunities for cueing. Can this asset or another asset take advantage of new information to increase the effectiveness and efficiency of the overall information collection effort? If the report suggests an opportunity to cue other assets, intelligence and operations staffs immediately cue them and record any new requirements in the information collection plan.

4-17. Information collection assets do not submit reports that simply state nothing significant to report. These reports may convey that collection occurred, but no activity satisfying the information collection task was observed, which may be a significant indicator. Nothing significant to report is by no means a reliable indicator of the absence of activity.

PROVIDE FEEDBACK

4-18. The staff provides feedback to all collection assets on their mission effectiveness and to analytic sections on their production. Normally the mission command element of that unit provides this feedback. Feedback reinforces whether collection or production satisfies the original task or request and provides guidance if it does not. Feedback is essential to maintaining information collection effectiveness and alerting leaders of deficiencies to be corrected.

4-19. As the operation continues, the intelligence and operations staffs track the status of each collection task, analyze reporting, and ultimately satisfy requirements. They pay particular attention to assets not producing required results, which may trigger adjustments to the information collection plan. During execution, the staff assesses the value of the information from collection assets as well as develops and refines requirements to satisfy information gaps.

4-20. When reporting satisfies a requirement, the staff relieves the collection assets of further responsibility to collect against information collection tasks related to the satisfied requirement. The operations officer, in coordination with the intelligence staff, provides additional tasks to satisfy emerging requirements. The operations staff notifies—

• Collection assets and their leadership of partially satisfied requirements to continue collection against, of those collection tasks that remain outstanding, and what remains to be done.

4-21. By monitoring operations, correlating reports to requirements, screening reports, and providing feedback, the staff ensures the most effective employment of collection assets.

UPDATE THE INFORMATION COLLECTION PLAN

4-22. Evaluation of reporting, production, and dissemination identifies updates for the information collection plan. As the current tactical situation changes, staffs adjust the overall information collection plan to synchronize collection tasks, optimizing collection and exploitation capabilities. They constantly update requirements to ensure that information gathering efforts are synchronized with current operations while also supporting future operations planning. As collected information answers requirements, the staff updates the information collection plan.

4-23.  The steps in updating the information collection plan are—

• Cue assets to other collection requirements.
• Eliminate satisfied requirements.
• Develop and add new requirements.
• Re-task assets.
• Transition to the next operation.

4-24.  The steps in updating information collection taskings are collaborative efforts by the intelligence and operations staff. Some steps predominately engage the intelligence staff, others the operations staff. Some steps may require coordination with other staff sections, and others may engage the entire operations and intelligence working group.

Maintain Information Collection Activities Synchronized to Operations

4-25. As execution of the commander’s plan progresses, the staff refines decision point timeline estimates used when the information is required.

Cue Assets to Other Collection Requirements

4-26. The intelligence and operations staffs track the status of collection assets, cueing and teaming assets together as appropriate to minimize the chance of casualties. For example, if a Soldier reports the absence of normal activity in a normally active market area, the staff could recommend redirecting an unmanned aircraft system or other surveillance means to monitor the area for a potential threat.

Eliminate Satisfied Requirements

4-27. During its evaluation of the information collection plan, the staff identifies requirements that were satisfied. The staff eliminates satisfied requirements and requirements that are no longer relevant, even if unsatisfied. When a requirement is satisfied or no longer relevant, the intelligence staff eliminates it from the information collection plan and updates any other logs or records.

RE-TASK ASSETS

4-28. The staff may issue orders to re-task assets. This is normally in consultation with the intelligence officer and other staff sections. Re-tasking is assigning an information collection asset with a new task and purpose.

DEVELOP AND ADD NEW REQUIREMENTS

4-29. As the operation progresses and the situation develop, commanders generate new requirements. Intelligence staff begins updating the requirements planning tools. The intelligence staff prioritizes new requirements against remaining requirements. The intelligence staff consolidates the new requirements with the existing requirements, reprioritizes the requirements, evaluates resources based upon the consolidated listing and priorities, and makes appropriate recommendations to the commander and operations officer.

TRANSITIONS

4-30. A transition occurs when the commander decides to change focus from one type of military operation to another. Updating information collection tasking may result in a change of focus for several collection assets. As with any other unit, collection assets may require rest and refit—or lead time for employment— to transition from one mission or operation to another effectively.

Appendix A

Information Collection Assets

This appendix discusses information collection assets available to Army commanders for the planning and execution of collection activities. This appendix discusses those assets by level, phase, and echelon. Lastly, this chapter discusses the network-enabled information collection.

BACKGROUND

A-1. An information collection capability is any human or automated sensor, asset, or processing, exploitation, and dissemination system that can be directed to collect information that enables better decisionmaking, expands understanding of the operational environment, and supports warfighting functions in decisive action. Factors—a unit’s primary mission, typical size area of operations (AO), number of personnel, and communications and network limitations—significantly impact what sensors, platforms, and systems are fielded.

MONITOR THE TACTICAL PLAN

A-3. Staffs ensure the collection activities remain focused on the commander’s critical information requirements (CCIRs). They continuously update staff products and incorporate those products into the running estimates and common operational picture (COP). Lastly, they quickly identify and report threats and decisive points in the AO.

STRATEGIC

A-5. National and theater-level collection assets provide tactical forces updates before and during deployment. Theater-level shaping operations require actionable intelligence including adversary centers of gravity and decision points, as well as the prediction of adversary anti-access measures. Space-based resources are key to supporting situational awareness during deployment and entry phases because they—

• Monitor protection indicators.
• Provide warning of ballistic missile launches threatening aerial and sea ports of debarkation and other threats to arriving forces.
• Provide the communications links to forces enroute.
• Provide meteorological information that could affect operations.

OPERATIONAL

A-6. The intelligence staff requests collection support with theater, joint, and national assets. Respective collection managers employ organic means to cover the seams and gaps between units. These means provide the deploying tactical force the most complete portrayal possible of the enemy and potential adversaries, the populace, and the environmental situation upon entry. The operational-level intelligence assets operate from a regional focus center. This regional focus center (located in the crisis area) assumes primary analytical overwatch for the alerted tactical maneuver elements.

 

NETWORK-ENABLED INFORMATION COLLECTION

A-42. The networking of all joint force elements creates capabilities for unparalleled information sharing and collaboration and a greater unity of effort via synchronization and integration of force elements at the lowest echelons. Distributed Common Ground System (Army) (DCGS-A) provides a network-centric, enterprise intelligence, weather, geospatial engineering, and space operations capabilities to maneuver, maneuver support, and sustainment organizations at all echelons from battalion to joint task forces. The DCGS-A is being implemented to integrate intelligence tasking, collection, processing, and dissemination capabilities across the Army and joint community. The purpose of DCGS-A is to unite the different systems across the global information network. DCGS-A is the Army’s primary system for—

• Receipt of and processing select information collection asset data.
• Control of select Army sensor systems.
• Fusion of sensor data and information.
• Direction and distribution of relevant threat, terrain, weather, and civil considerations products and information.
• Facilitation of friendly information and reporting.

 

Appendix B

The Information Collection Annex to the Operation Order

This appendix provides instructions for preparing Annex L (Information Collection) in Army plans and orders. It provides a format for the annex that can be modified to meet the requirements of the base order and operations, and an example information collection plan. Refer to ATTP 5-0.1 for additional guidance on formatting and procedures.

ANNEX L (INFORMATION COLLECTION)

B-1. The information collection annex clearly describes how information collection activities support the offensive, defensive, and stability or defense support of civil authorities operations throughout the conduct of the operations described in the base order. See figure B-1. It synchronizes activities in time, space, and purpose to achieve objectives and accomplish the commander’s intent for reconnaissance, surveillance, and intelligence operations (including military intelligence disciplines).

 

Appendix C

Joint Intelligence, Surveillance, and Reconnaissance

The Army conducts operations as part of a joint force. This appendix examines joint intelligence, surveillance, and reconnaissance activities as part of unified action. It discusses the joint intelligence, surveillance, and reconnaissance doctrine, resources, planning systems, considerations, and organizations.

UNIFIED ACTION

C-1. Unified action is the synchronization, coordination, and/or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort (JP 1). It involves the application of all instruments of national power, including actions of other government agencies and multinational military and nonmilitary organizations. Combatant as well as subordinate commanders use unified action to integrate and synchronize their operations directly with the activities and operations of other military forces and nonmilitary organizations in their area of operations.

C-2. Army forces operating in an operational area are exposed to many non-U.S. Army participants. Multinational formations, host-nation forces, other government agencies, contractors, and nongovernmental organizations are all found in the operational area. Each participant has distinct characteristics, vocabulary, and culture, and all can contribute to situational understanding. Commanders, Soldiers, and all who seek to gather information have much to gain by being able to work with and leverage the capabilities of these entities. The Army expands the joint intelligence, surveillance, and reconnaissance (ISR) doctrine (contained in JP 2-01) by defining information collection as an activity that focuses on answering the commander’s critical information requirements (see paragraph 1-3).

CONCEPTS OF JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE

C-3. Joint ISR is an intelligence function, and its collections systems are intelligence assets and resources under the control of the J-2. This is different from Army information collection. Joint ISR does not include reconnaissance and surveillance units. Joint usage of reconnaissance and surveillance refers to the missions conducted by predominately airborne assets. Two key concepts impact how Army conducts joint ISR in the joint operations area: integration and interdependence.

INTEGRATION

C-4. The Army uses integration to extend the principle of combined arms to operations conducted by two or more Service components. The combination of diverse joint force capabilities generates combat power more potent than the sum of its parts. This integration does not require joint command at all echelons; however, it does require joint interoperability at all echelons.

INTERDEPENDENCE

C-5. The Army uses interdependence to govern joint operations and impact joint ISR activities. This interdependence is the purposeful reliance by one Service’s forces on another Service’s capabilities to maximize the complementary and reinforcing effects of both. Army forces operate as part of an interdependent joint force. Areas of interdependence that directly enhance Army information collection activities include—

Joint command and control. Integrated capabilities that—

• Gain information superiority through improved, fully synchronized, integrated ISR, knowledge management, and information management.
• Share a common operational picture.
• Improve the ability of joint force and Service component commanders to conduct operations.

Joint intelligence. Integrated processes that—

• Reduce unnecessary redundancies in collection asset tasking through integrated ISR.
• Increase processing and analytic capability.
• Facilitate collaborative analysis.
• Provide global intelligence production and dissemination.
• Provide intelligence products that enhance situational understanding by describing and assessing the operational environment.

C-6. Other Services also rely on Army forces to complement their capabilities, including intelligence support, detainee and prisoner of war operations, and others.

JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE DOCTRINE

C-7. JP 2-01 governs joint ISR doctrine. The joint force headquarters in the theater of operations govern operational policies and procedures specific to that theater. Army personnel serving in joint commands must be knowledgeable of joint doctrine for ISR. Army personnel involved in joint operations must understand the joint operation planning process. The joint operation planning process focuses on the interaction between an organization’s commander and staff and the commanders and staffs of the next higher and lower commands. The joint operation planning process continues throughout an operation.

JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE PLANNING SYSTEMS

C-13. Two joint ISR planning systems— the collection management mission application and the Planning Tool for Resource, Integration, Synchronization, and Management (PRISM)—help facilitate access to joint resources. In joint collection management operations, the collection manager, in coordination with the operations directorate, forwards collection requirements to the component commander exercising tactical control over the theater reconnaissance and surveillance assets. A mission tasking order goes to the unit selected to be responsible for the collection operation. At the selected unit, the mission manager makes the final choice of specific platforms, equipment, and personnel required for the collection operations based on operational considerations such as maintenance, schedules, training, and experience. The collection management mission application is used by the Air Force. It is a web-centric information systems architecture that incorporates existing programs sponsored by several commands, Services, and agencies. It also provides tools for recording, gathering, organizing, and tracking intelligence collection requirements for all disciplines. PRISM, a subsystem of collection management mission application, is a Web-based management and synchronization tool used to maximize the efficiency and effectiveness of theater operations. PRISM creates a collaborative environment for resource managers, collection managers, exploitation managers, and customers.

JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE CONCEPT OF OPERATIONS

C-16. The counterpart to the joint ISR plan is the joint ISR concept of operations, which is developed in conjunction with operational planning. The joint ISR concept of operations is based on the collection strategy and ISR execution planning, and is developed jointly by the joint force J-2 and J-3. The joint ISR concept of operations addresses how all available ISR assets and associated tasking, processing, exploitation, and dissemination infrastructure, to include multinational or coalition and commercial assets, are used to answer the joint force’s intelligence requirements. It identifies asset shortfalls relative to the joint force’s validated priority intelligence requirements (PIRs). It requires periodic evaluation of the capabilities and contributions of all available ISR assets in order to maximize their efficient utilization, and to ensure the timely release of allocated ISR resources when no longer needed by the joint force. JP 2-01 chapter 2 discusses the concept of operations in detail.

NATIONAL INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE RESOURCES AND GUIDELINES

C-17. Within the context of the National Intelligence Priorities Framework, the concept of ISR operations may be used to justifying requests for additional national ISR resources. National collection resources are leveraged against national priorities. Intelligence officers must remember that these assets are scarce and have a multitude of high-priority requirements.

NATIONAL INTELLIGENCE SUPPORT TEAMS

C-18. National intelligence support teams (NISTs) are formed at the request of a deployed joint or combined task force commander. NISTs are comprised of intelligence and communications experts from Defense Intelligence Agency, Central Intelligence Agency, National Geospatial-Intelligence Agency, National Security Agency, and other agencies as required to support the specific needs of the joint force commander. Defense Intelligence Agency is the executive agent for all NIST operations. Once on station, the NIST supplies a steady stream of agency intelligence on local conditions and potential threats. The needs of the mission dictate size and composition of NISTs.

C-19. Depending on the situation, NIST personnel are most often sent to support corps- or division-level organizations. However, during recent operations in Operation Iraqi Freedom and Operation Enduring Freedom, national agencies placed personnel at the brigade combat team level in some cases.

PLANNING AND REQUESTS FOR INFORMATION SYSTEMS

C-20. Several national databases and Intelink Web sites contain information applicable to the intelligence preparation to the battlefield process and national ISR planning. Commanders and their staff should review and evaluate those sites to determine the availability of current data, information, and intelligence products that might answer intelligence or information requirements.

REQUIREMENTS MANAGEMENT SYSTEM

C-21. The requirements management system provides the national and Department of Defense imagery communities with a uniform automated collection management system. The requirements management system manages intelligence requirements for the national and Department of Defense user community in support of the United States’ imagery and geospatial information system.

The requirements management system determines satisfaction of imagery requests, can modify imagery requests based on input from other sources of intelligence, and provides analytical tools for users to exploit.

C-22. The generated messages of the requirements management system are dispatched for approval and subsequent collection and exploitation tasking. The system is central to current and future integrated imagery and geospatial information management architectures supporting national, military, and civil customers.

C-23. Nominations management services provide the coordination necessary to accept user requirements for new information. These services aggregate, assign, and prioritize these user requirements. Nominations management services also track requirement satisfaction from the users.

NATIONAL SIGNALS INTELLIGENCE REQUIREMENTS PROCESS

C-24. The national signals intelligence requirements process (NSRP) is an integrated and responsive system of the policies, procedures, and technology used by the intelligence community to manage requests for national-level signals intelligence products and services. The NSRP replaced the previous system called the national signals intelligence requirement system.

C-25. The NSRP establishes an end-to-end crypto-logic mission management tracking system using information needs. Collectors of signals intelligence satisfy tactical through national-level consumer information needs based on NSRP guidance. The NSRP improves the consumer’s ability to communicate with the collector by adding focus and creating a mechanism for accountability and feedback.

GUIDELINES FOR ACCESSING NATIONAL RESOURCES FOR INFORMATION

C-29. Depending upon local procedures and systems available, the Army intelligence officer may use various means to submit a request for information. The guidelines below assist in accessing national-level resources to answer the request for information—

Know the PIRs and identify gaps that exist in the intelligence database and products.
Know what collection assets are available from supporting and supported forces.
Understand the timeline for preplanned and dynamic collection requests for particular assets.

• Identify collection assets and dissemination systems that may help answer the commander’s PIRs.
• Ensure liaison and coordination elements are aware of PIRs and timelines for satisfaction. Ensure PIRs are tied to specific operational decisions.
• During planning, identify collection requirements and any trained analyst augmentation required to support post-strike battle damage assessment or other analysis requirements.
• Plan for cueing to exploit collection platforms.

 

 

JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE CONSIDERATIONS

C-30. Communication and cooperation with other agencies and organizations in the joint operations area can enhance ISR collection efforts, creating sources of information with insights not otherwise available. Commanders must understand the respective roles and capabilities of the civilian organizations in the joint operations area to coordinate most effectively. Civilian organizations have different organizational cultures and norms. Some organizations may work willingly with Army forces while others may not. Some organizations are particularly sensitive about being perceived as involved in intelligence operations with the military. Some considerations in obtaining the valuable information these organizations may have access to are—

• Building a relationship—this takes time, effort, and a willingness to schedule time to meet with individuals.
• Patience—it is best not to expect results quickly and to avoid the appearance of tasking other agencies to provide information.
• Reciprocity—U.S. forces often can provide assistance or support that facilitate cooperation.
• Mutual interests—other organizations may have the same interests as U.S. forces (such as increased security).
• Trust—it should be mutual. At a minimum, organizations trust U.S. forces will not abuse the relationship and that the information is provided in good faith.

C-31. Commanders cannot task civilian organizations to collect information. However, U.S. government intelligence or law enforcement agencies normally collect or have access to information as part of their operations. These organizations may benefit by mutual sharing of information, and can be an excellent resource.

INTERGOVERNMENTAL AND NONGOVERNMENTAL ORGANIZATIONS

C-39. In addition to working with U.S. government agencies, unified action involves synchronizing joint or multinational military operations with activities of other government agencies, intergovernmental organizations, nongovernmental organizations, and contractors. These organizations may have significant access, specialized knowledge, or insight and understanding of the local situation because of the nature of what they do. These organizations vary widely in their purposes, interests, and ability or willingness to cooperate with the information-gathering activities of U.S. forces. It is often preferable to simply cultivate a relationship that enables the exchange of information without revealing specific requirements.