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7-0 | 88 | Appendix I
AR 385-63. Installation commanding generals and range operations may have existing SDZ deviations or the
process to request them available to units, enabling units to execute LFXs with more realism for training
units. Unit master gunners should be heavily involved in this process to aid commanders with the needed
expertise to exercise live fire with the most realistic scenarios, while ensuring safety throughout. (See
AR 385-63 for details of deviation procedures.)
I-21. Fire control consists of fire control measures and fire commands. Fire control allows a unit to select
targets, initiate fires at desired instant, adjust fire, control rate of fire, and halt fire. Fire control measures
control the distribution of fires. Fire control measures should exist at all times (such as during movement,
halts, and actions on the objective). Fire commands execute the control measures desired. They can take the
form of oral commands, arm-and-hand signals, visual and sound signals, personal contact, or unit standard
operating procedure.
I-22. Graphic control measures must be trained at all echelons of live-fire planning and execution. These
control measures allow for the control of the maneuvering force and adjacent units, and allow higher level
headquarters to track mission progress and de-confliction. The proper use of graphic control measures in a
live-fire environment allows for maximum realism and massing weapon effects on enemy positions. Units
that employ graphic control measures correctly will allow for more complex and intensive live-fire scenarios.
I-23. Fire support coordination measures are used in live-fire. Leaders in a LFX must thoroughly
understand developing and employing fire support coordination measures in all phases of live-fire. These
control measures allow for the expeditious engagement of targets and provide a safeguard for planning the
maneuver of friendly forces. Coordinating, maintaining, and disseminating a complete list of fire support
coordination measures will facilitate avoidance of friendly fire incidents and de-conflict operations. These
measures will allow a synchronized and robust operation to occur with increased fluidity.
I-24. De-conflict airspace to ensure airspace is clear of the effects of direct and indirect weapons systems
prior to employing air assets to include unmanned aircraft systems, rotary-wing aircraft, and fixed-wing
aircraft. It is imperative that both trainers and participants understand aviation flight paths and altitudes tasked
to support LFXs. Accounting for the airspace and incorporating these elements into the planning process will
ensure that leaders, at echelon, understand how to account for the effects of direct and indirect fire weapon
systems on flight paths and allow for the simultaneous employment of all weapon systems in a LFX.
I-25. Rehearsals are critical to prevent personnel from becoming disoriented and to check control
procedures and marking techniques. Rehearsals must be conducted first during daylight to orient personnel
and then at night to test control procedures and equipment. Rehearsals also give leaders an opportunity to
identify gaps and refine the plan, as required.
I-26. Adjacent unit coordination is practiced by units during rehearsals for elements organic to the live-
fire and those outside the unit within the scenario. Successful planning of adjacent unit coordination enables
units to understand conditions required to be met before subsequent actions. This coordination ensures
integrated and maximum levels of fire to both defeat the enemy and train leaders to ensure their plan and
fires do not inhibit adjacent unit maneuver toward their respective enemy objectives.
I-27. Positioning of forces in live-fire is a procedure leaders consider. Unit leaders must plan for primary,
alternate, subsequent, and tertiary positions prior to execution. This planning allows for maximizing
employment of weapon systems and allows units to maximize weapons effects.
I-28. Engagement area development is essential for units to plan and understand how to employ all direct,
indirect, and aviation elements incorporated into the live-fire. This process will allow leaders to understand
how to employ all available assets to realistically defeat a complex and maneuvering enemy force replicated
through target presentation.
I-29. Target reference points are devices used by the unit for fire control and distribution. They should be
implemented using materials that enable both visible and limited visibility detection. Examples units use for
target reference points can include reverse polarity tape, infrared strobes, and other materials visible for
aircraft.
I-30. Night vision devices are necessary for personnel to work effectively if infrared lights or thermal
markers are used. Soldiers who intend to conduct live fire at night using night vision devices will conduct |
7-0 | 89 | Live-Fire Training
proper train up and qualification with those specific pieces of equipment to mitigate risk and ensure success
in gaining expertise.
I-31. Communications requirements are the same for a night live-fire range as they are for a day live-fire
range. The difference is that units use plain red star clusters as an emergency cease fire signal during the
night instead of red smoke which is not visible at night (see local range requirements).
I-32. Special considerations for night exercises exist for leaders of LFXs. At night, LFXs are inherently
more complex due to the increased difficulty of control, target identification, location identification, and
execution. Controlling movement and checking positions of personnel and vehicles becomes more difficult.
Every precaution must be taken to ensure the safety of personnel. A plan for night firing contains all the
details of day firing with additional considerations to ensure successful training and safety.
I-33. Light and weather data are considerations for leaders. When planning a night LFX, light data must
be considered. For example, high illumination greatly enhances command and control. On the other hand,
low illumination makes navigation and orientation more difficult especially when combining dismounted and
mounted elements. A heavy overcast will negate the effects of the moon and stars. As the time for the night
fire draws near, staff should closely monitor the weather.
I-34. Illumination should be planned by the firing unit as it would be in combat. Even if the firing unit does
not intend to use fire support, it should still plan for illumination for practice.
I-35. Training realism is a procedure leaders consider. Every effort should be made to increase the realism
of live fire to mirror the realism of combat. All Soldiers should participate in LFXs with the weapon system
and protective gear they would use in combat. This will allow Soldiers to acclimatize and prepare for combat
when needed. Vehicles in live fire should operate closed-hatch. Chemical, biological, radiological, and
nuclear (known as CBRN) protective garments should be worn, as available, to prepare dismounted Soldiers
and vehicle crews to operate in the most extreme of environments in training that they may encounter in
combat.
I-36. Multiechelon training is a consideration for leaders. All live-fire training should include as many
subordinate and higher-level echelons as can be incorporated. The complexity and synchronization
constructed will lead to a more robust and realistic live fire for both the training audience and the trainers.
I-37. Integration of assets at echelon by warfighting function is a procedure leaders consider. When
planning a LFX, commanders and staff account for additional assets that could be available by warfighting
function and at echelon. This is especially true when units utilize LFXs as part of multiechelon training.
LIVE FIRE AS LEADER DEVELOPMENT
I-38. LFXs provide an excellent opportunity to plan and execute leader development during each stage of
the training management cycle. The following vignette on page I-8 illustrates not only the complexity
involved in planning a successful combined arms live-fire exercise (known as CALFEX), but also the
opportunities available for leader development planning and execution. |
7-0 | 90 | Appendix I
Notional Combined Arms Live-Fire Exercise
In preparation for an upcoming combat training center rotation to the National Training
Center (known as NTC), COL Kerry Smith conducted multiple company-level
combined arms live-fire exercises (CALFEXs) with his brigade combat team (BCT).
COL Smith wanted to certify every troop, company, and battery in a combined arms
live-fire conducting a deliberate attack and transitioning to a hasty defense under live-
fire conditions. The deliberate decision of the commander to certify his company-level
leaders provided an invaluable opportunity for the commander to train and certify his
maneuver units, validate risk management processes, build shared understanding of
the BCT’s standards, and share best practices commensurate with learning
organizations. This opportunity enabled the commander to coach and mentor the
battalion or task force commanders and staff to manage training. Lastly, it enabled the
commander to check on the task force subordinate training objectives to ensure they
nested with the BCT commander’s intent.
During the rotation of units through the CALFEX, the BCT commander would observe
the planning process for the commanders, such as the operation order with graphics
and their rehearsals, including a walk-through rehearsal with a mounted rehearsal.
(See figure I-1 and figure I-2.) Following the preparation phase, the BCT commander
would follow in his combat platform with his battalion commander and provide the
necessary command and control to drive execution of the company-level training.
Upon completion of the training event, the commander would conduct the after action
review with the company leadership. They would develop a plan of action to conduct
retraining and disseminate best practices across the brigade to ensure the unit
improves each day.
The logical training objectives are the execution of the directed task: deliberate attack
and hasty defense. Indirectly, this task provided the BCT commander an opportunity
to coach and teach both the task force and company commanders positioning on the
battlefield, exercising command and control, conducting time management, adhering
to the BCT common operational picture, and staying accountable to the brigade
standing operating procedures. These coaching points reinforce and connect the
preparatory work to training management that enable a large organization to graduate
from crew- to collective-level training. Senior leader investment in the development of
leaders and units during home station training informs BCT-level readiness and
enables agile formations capable of executing in a multi-domain decisive action
environment. |
7-0 | 91 | Live-Fire Training
Figure I-1. Live-fire rehearsal
Figure I-2. Sample CALFEX graphic
I-39. Leaders should consider the following leader development opportunities for a combined arms live-fire
exercise:
* Planning and preparation:
Training guidance.
Commanders-to-commander dialogues (training briefings).
Leader development program.
Training event planning and resourcing.
Tactical planning (the military decision-making process and troop leading procedures).
Leader certification.
Risk management. |
7-0 | 92 | Appendix I
* Execution:
Command and control.
Coordination and distribution of fires.
Marksmanship.
Maneuver.
Sustainment.
Safety.
Managing fatigue.
* Evaluate and assess:
Certified leader evaluation of training (training and evaluation outline).
Commander-assessed training.
After action reviews.
Captured and shared lessons learned.
Leader counseling. |
7-0 | 93 | Appendix J
Training Environments
OVERVIEW
J-1. A training environment is an environment comprised of conditions, supporting resources, and
time that enables training tasks to proficiency. There are three basic training environments: live, virtual,
and constructive (LVC). With unlimited time and resources, units execute realistic training in a live
environment. The realities of limited training time and resources dictate that commanders use creative and
innovative means and resources to train in other-than-live training environments, or in a combination of all
three environments. See table J-1 for the environment descriptions.
J-2. Commanders leverage training support enablers to obtain required training proficiencies. For example,
when a company cannot get all the range time it needs to develop individual weapon proficiency, a
commander gets creative. The commander makes use of individual weapon simulators to develop basic skills
first before taking the unit to the live-fire range to qualify. This technique makes time at the range more
productive and efficient by reducing range time and cost. (See the Army Training Network (ATN) at
https://atn.army.mil for more other-than-live training environments.)
Table J-1. Training environments
Environment Participants Description
Live Training battalion and below executed in field conditions using tactical equipment
Virtual Training brigade and below computer-generated battlefields in simulators
Constructive platoon through echelons computer models and simulations
Training above corps
platoon through echelons two or more training environments
Blended Training
above corps
platoon through echelons virtual and constructive environments, to include
Integrated Training
above corps information systems
LIVE, VIRTUAL, AND CONSTRUCTIVE TRAINING
J-3. Live training is executed in field conditions using tactical equipment. It involves real people operating
real systems. Live training may be enhanced by the use of training aids, devices, simulations, and simulators
(known as TADSS).
J-4. Virtual training involves real people operating simulated or actual systems. Units use virtual training
to exercise motor control, decision-making, and communication skills. Sometimes called human-in-the-loop
training, it involves real people operating various systems. Gaming is a subset of the virtual training
environment. Gaming uses gaming technologies to create capabilities to help train individuals and small
units.
J-5. Constructive training uses computer models and simulations to exercise command and staff functions.
It involves real people interacting with simulated units operating simulated systems. Constructive training
can be conducted by units from platoon through echelons above corps.
J-6. Units use virtual and constructive training environments to supplement, enhance, and complement live
training. Virtual and constructive training environments help increase the entry level of proficiency for live
training and reduce the time needed to prepare training. Based on training objectives and available
resources—such as time, ammunition, simulations, and range availability—commanders determine the right
mix and frequency of LVC training to ensure organizations use resources efficiently. |
7-0 | 94 | Appendix J
J-7. Commanders can employ each training environment independently or combine two or more
environments to meet the training objective. Employing a training environment independently is the easiest
to plan and prepare. If using more than one training environment, leaders may use either a blended training
environment (known as BTE) or an integrated training environment (known as ITE).
BLENDED TRAINING
J-8. Blended training is unit training conducted concurrently within two or more training environments
(live, virtual, or constructive simulation). When planned and resourced, blended training can include
information systems that enable the unit commander and other leaders to receive a common operational
picture or that enable the activity in one training environment to be used to stimulate reactions in the other
environment. For example, if a company only has maneuver space for one live platoon, but wants to train the
company headquarters and leadership, then it can train two platoons in a tactical simulation or virtual
environment and train the third platoon in a live training environment. In this example, the company leaders
have the tactical challenge of commanding all three platoons and providing a more realistic training event
than if only the live platoon were training.
J-9. The integrated training environment is enabled by an integrated architecture allowing full interaction
between virtual and constructive environments, to include information systems. The integrated training
environment also allows limited interaction between live forces and virtual or simulated environments (for
example, virtual and simulated artillery can cause casualties in live forces, if enabled, and support ‘live’ fire
markers).
J-10. Figure J-1 depicts different training environments and their mixtures at different echelons in relation
to the level of training. There are several LVC options available; commanders determine the mix.
Figure J-1. Sample LVC training mix from brigade to individual Soldier |
7-0 | 95 | Appendix K
After Action Reviews
OVERVIEW
K-1. An after action review (AAR) is a guided analysis of a Soldier’s or organization’s performance,
conducted at appropriate times during and at the conclusion of a training event or operation with the objective
of improving future performance. It includes a facilitator, event participants, and other observers. AARs are
conducted at every echelon and are essential in correcting observed training deficiencies by providing
feedback that is immediate, direct, and standards based.
K-2. AARs are a professional discussion requiring the participation of those trained. AARs enable and
encourage participants to self-discover what happened then develop a plan for improving task performance.
AARs focus on the commander’s intent, guidance, training objectives, and task standards. They are not a
critique, and leaders avoid creating an environment of pointing out failures. The climate of the AAR must
encourage candid and open discussion of task performance without stifling learning and team building by—
* Emphasizing meeting the Army standard on tasks rather than judging success or failure.
* Using leading questions to encourage self-discovery and important lessons.
* Allowing a large number of Soldiers and leaders—including opposing forces (OPFORs)—to
participate so more lessons are shared.
* Assigning leader responsibility to improve task performance.
K-3. AARs also signal the start of the next planning cycle. Lessons learned from the review of performance
provide leaders the specifics of what and how to perform better for future training. The AAR process ensures
participants self-discover what went right, what went wrong, and how to perform to standard next time.
Leaders capture AAR results to craft better, more effective training plans and execution. AARs also help
leaders frame the unit’s retraining efforts. To the greatest extent, training is not complete until all training
objectives are met. When this is not possible, leaders ensure retraining is planned and executed as
expeditiously as possible.
K-4. AARs can be either formal or informal. A formal AAR is resource-intensive and involves planning for
and preparing the AAR site, supporting training aids, and supporting personnel. Informal AARs require far
less planning and preparation, and they can and should be conducted when unit performance requires it. (See
the Army Training Network (ATN) at https://atn.army.mil for more on AARs.)
FUNDAMENTALS OF TRAINING AFTER ACTION REVIEW
K-5. AARs have the following fundamental characteristics. They—
* Are conducted during or immediately after each event.
* Focus on commander’s intent, guidance, training objectives, and task standards.
* Involve all participants in the discussion.
* Use open-ended questions.
* Encourage initiative and innovation.
* Determine observed strengths and weaknesses.
* Link performance to subsequent training. |
7-0 | 96 | Appendix K
AGENDA FOR TRAINING AFTER ACTION REVIEW
K-6. AARs follow an agenda, which includes—
* A review of what was supposed to happen.
* Establishing what did happen.
* Determining what was right or wrong with what happened.
* Determining how to perform the task to standard next time.
K-7. A training AAR begins with a review of what was supposed to happen. A facilitator or evaluator, along
with participants, reviews what was supposed to happen. This review is based on the commander’s guidance,
training objectives, and tasks to train.
K-8. The training AAR continues as the evaluator establishes what happened. The facilitator and
participants jointly determine what actually occurred during the training event, phase, or operation. The
leader attempts to gather as many views or perspectives—such as from the OPFOR, squad leader, team
leader, or rifleman—as feasible. These views help to establish a common understanding of the operation or
event. Leaders then understand the complexity of an event and work to solve complex, ill-defined problems
quickly. An effective AAR requires an accurate account of events. The evaluator and participants determine
what actually happened during the performance of the task.
K-9. After establishing the events that occurred, the AAR covers what was right or wrong with what
happened. Participants identify the strong and weak points of their performances based on the commander’s
guidance and performance measures. The facilitator guides discussions to ensure maximum input that is
operationally sound and relevant to the training event. Effectively guided discussions reach conclusions that
are doctrinally sound, consistent with Army standards, and relevant to the unit mission.
K-10. The AAR concludes as participants determine how the unit should complete the task differently next
time. The facilitator guides the unit in self-determining how it might perform the task more effectively in the
future. The unit identifies problems and provides solutions as well as identifies who is responsible for making
the recommended changes. Additionally, the facilitator guides the discussion to determine a more effective
way to train the tasks to achieve the commander’s guidance.
PLANNING CONSIDERATIONS
K-11. Commanders identify opportunities to conduct AARs, assign evaluator responsibilities, and specify
the time and resources to conduct AARs. As leaders conduct training, subordinate leaders assess unit and
leader proficiency on collective and individual tasks, conduct on-the-spot coaching, and lead informal AARs.
These tasks require that leaders understand the commander’s intent, guidance, concept of operations, and
training objectives.
K-12. The amount and level of detail needed during the planning and preparation processes depend on the
type of AAR to be conducted and available resources. The AAR process has four steps:
* Plan.
* Execute.
* Evaluate.
* Integrate and share lessons learned.
STEP 1: PLAN
K-13. Commanders provide their guidance to develop an AAR plan for each training event. Subordinates
determine how to achieve the commander’s guidance. The guidance applies to formal and informal AARs
and identifies—
* Who conducts the AAR.
* Who provides information.
* Aspects of the operation an AAR evaluates.
* Who attends the AAR. |
7-0 | 97 | After Action Reviews
* When and where the AAR occurs.
* A senior trainer to capture the results of the AAR and to integrate results into training in
accordance with the 8-Step Training Model.
K-14. Leaders or evaluators use the AAR plan to identify critical locations and events to observe so they can
provide the unit a timely and valid assessment. Critical places can include unit maintenance collection points,
passage points, and unit aid stations. The AAR plan identifies responsible persons (internal or external to the
unit) who facilitate the AAR for a particular event. The leader or evaluator is the individual tasked to observe
training, provide control for the training, and lead the AAR.
Selecting and Training Evaluators
K-15. Commanders select leaders and evaluators who—
* Have demonstrated task proficiency.
* Know the duties they are observing.
* Know current doctrine.
K-16. External evaluators are at least equal in rank to the leader of the unit they assess. Evaluators are not
responsible for training the unit. That responsibility lies exclusively with the unit chain of command. If
commanders choose between experience and an understanding of current doctrine or rank, they should go
with experience. A staff sergeant with experience as a tank platoon sergeant is a better platoon evaluator than
a sergeant first class who has no platoon sergeant experience. Commanders are responsible for training and
certifying evaluators to include providing training on conducting AARs.
Reviewing Training and Evaluation Outlines
K-17. When planning the AAR, unit leaders review applicable training and evaluation outlines to understand
task requirements and standards.
Scheduling Stopping Points
K-18. Leaders schedule the time and place to conduct AARs as an integral part of training events. They plan
for AARs during and at the end of each critical phase or major training event. For example, a leader may plan
a stopping point after issuing an operation order, upon the unit’s arrival at a new position, or after
consolidation on an objective.
Determining Attendance
K-19. The AAR plan specifies who attends each AAR. At each echelon, an AAR has a primary set of
participants. At squad and platoon levels, everyone attends and participates. At company or higher levels, it
may not be practical to have everyone attend because of continuing operations or training. At company or
higher levels, unit and OPFOR commanders, unit leaders, and other key players may be the only participants.
Leaders or evaluators recommend additional participants attend based on specific observations.
Choosing Training Aids
K-20. Effective training aids directly support the discussion of the training and promote learning. The local
training support center catalogs available training aids. Home station training support center support and
training aids are available within the Army Training Support Enterprise. Under the right conditions, dry-erase
boards, video equipment, digital maps, terrain models, and enlarged maps support AAR discussions. For
example, if reconnaissance reveals no sites provide a view of the exercise area, the AAR facilitator can use
a terrain table or digital map. When choosing training aids in the AAR plan, leaders consider terrain visibility,
group size, suitability to task, and availability of electrical power. Leaders need only use a training aid if it
makes the AAR better. |
7-0 | 98 | Appendix K
Reviewing the After Action Review Plan
K-21. The AAR plan is only a guide. Leaders and evaluators regularly review the AAR plan during training
meetings to ensure the training meeting stays on topic and the plan meets the unit’s training needs.
Commanders, leaders, and evaluators can adjust the plan as necessary, but changes take preparation and
planning time away from subordinate leaders or evaluators.
Using After Action Review Facilitators
K-22. AAR facilitators are either internal or external evaluators. Internal facilitators participate in the training
and are part of the organization whereas external facilitators do not. Facilitators have the responsibility to
make and consolidate insights, observations, and lessons to facilitate the discussion of what happened. They
accurately record what they see and hear to prevent loss of valuable information and feedback. These records
include events, actions, and observations by time sequence. Facilitators use any recording system—such as
notebooks, mobile devices, prepared forms, index cards, or video cameras—as long as it is reliable and
sufficiently detailed (identifying times, places, and names). A recording system notates the date-time group
of each observation so evaluators can easily integrate their observations with observations of other evaluators.
This collection of observations provides a comprehensive and detailed overview of what happened.
K-23. Facilitators determine when and where to observe training. The best location is where the performance
of important tasks will occur. They do not always need to stay close to the unit leader. They should position
themselves to avoid distracting training participants. Facilitators also avoid compromising the unit’s location
or guidance by being obvious. They are professional, courteous, and as unobtrusive as possible at all times.
They look and act like a member of the unit. For example, facilitators use individual and vehicle camouflage,
movement techniques, and cover and concealment.
Selecting After Action Review Sites
K-24. AARs occur at or near the training site. During formal AARs, leaders identify and inspect designated
AAR sites and prepare a site diagram showing the placement of training aids and other equipment. Designated
AAR sites allow pre-positioning of training aids and rapid assembly of key personnel, minimizing wasted
time.
K-25. An effective AAR site allows Soldiers to see the terrain where training took place. If this is not possible,
the trainer finds a location that allows them to see the terrain where the most critical or significant actions
occurred. Time and resources determine the type and complexity of the terrain model, enlarged map, sketch,
or copy of the unit’s graphics.
Collecting Observations
K-26. Leaders and senior evaluators need a complete picture of what happened during the training to conduct
an effective AAR. During an informal AAR, the leader or facilitator can rely upon the input from the unit
during the AAR or gather observations from subordinates and OPFOR (if applicable). The observations
gathered assist the leader with gaining an understanding of the operation from subordinate leaders that help
drive the AAR.
K-27. During a formal AAR, the senior evaluator receives input from subordinates, supporting units, and
adjacent units. This combined input provides the senior evaluator with a comprehensive review of the
observed unit and its impact on the higher unit’s mission. The senior evaluator also receives input from
OPFOR leaders, players, and evaluators.
Organizing the After Action Review
K-28. The facilitator gathers all the information from evaluators and observers and organizes notes in a
chronological sequence to understand the flow of events. The facilitator selects and sequences key events of
the operation in their relevance to the commander’s guidance, training objectives, tasks to train, and key
discussion or teaching points. |
7-0 | 99 | After Action Reviews
K-29. The facilitator then organizes the AAR using one of three techniques: chronological order of events,
warfighting functions, or key events, themes, or issues. The chronological order of events technique is logical,
structured, and easy to understand. It follows the flow of training from start to finish. By covering actions in
the order they took place, Soldiers and leaders can better recall what happened. The warfighting functions
technique structures the AAR using the warfighting functions. The AAR focuses on the warfighting functions
and their associated systems (people, organizations, information, and processes) and links to the
commander’s guidance and training objectives. Participants can identify strengths and weaknesses across all
phases and can recommend solutions. This technique is useful in training staff sections. The last technique
focuses on key events, themes, or issues. This technique focuses on critical training events, which directly
support training objectives. This technique is effective when time is limited.
Rehearsing
K-30. Facilitators rehearse delivery of the AAR. They also rehearse with any supporting evaluators and
observers as necessary. This rehearsal includes considering the possible questions or issues that participants
may broach. Effective rehearsals include all the training resources that the actual AAR will use.
STEP 2: EXECUTE
K-31. The AAR begins when training activities stop, AAR preparation is complete, and key players assemble
at the designated AAR site. The facilitator reviews the purpose and sequence of the AAR to ensure everyone
understands why the AAR is conducted. The purpose of the AAR is for participants to discover strengths and
weaknesses, propose solutions, and adopt actions to improve performance.
Provide an Introduction and Rules
K-32. First, the facilitator introduces everyone and requests the following:
* Everyone participates if they have an insight, observation, or question that will help the unit
identify and correct deficiencies or sustain strengths. The AAR is a dynamic, candid, and
professional discussion of training that focuses on unit performance measured against the task
standards (as expressed in the training and evaluation outline).
* Participants avoid using the AAR as a critique. No one—regardless of rank, position, or strength
of personality—has all the information or answers. AARs maximize training benefits by allowing
Soldiers to learn from each other.
* The AAR focuses on identifying weaknesses to improve and strengths to sustain.
K-33. Soldier participation directly correlates to the atmosphere created during the introduction and
command climate. The AAR leader makes a concerted effort to draw in Soldiers who seem reluctant to
participate. The following guidance can help the facilitator create an atmosphere conducive to maximum
participation:
* Permit respectful disagreement.
* Focus on learning and encourage people to give honest opinions.
* Use open-ended and leading questions to guide the discussion of performance.
* Enter the discussion only when necessary.
State the Agenda
K-34. The leader or evaluator states the AAR agenda. The leader or evaluator reviews the commander’s
training objectives and restates the tasks reviewed, including conditions and standards for the tasks. Using
tools—such as maps, operational graphics, terrain boards, sticks, and rocks—the commander or leader
restates the mission, guidance, and concept of operations. The leader or evaluator may guide the discussion
to ensure everyone understands the plan and the commander’s guidance. Another technique is to have
subordinate leaders restate the mission and discuss the commander’s guidance and concept of operations.
K-35. In a formal AAR, the OPFOR commander explains the OPFOR plan and actions. The OPFOR
commander uses the same training aids as the friendly force commander, so that all participants understand
the correlation between the plans. |
7-0 | 100 | Appendix K
Summarize What Happened
K-36. The facilitator guides the review using a logical sequence of events to describe and discuss what
happened. The facilitator and participants determine to the extent possible what actually happened during the
training event, phase, or operation. The leader gathers as many views or perspectives (such as from the
OPFOR, squad leader, team leader, and rifleman) as possible. These varied perspectives help the facilitator
to establish a common understanding. Leaders then understand the complexity of an event and work to solve
complex, ill-defined problems.
K-37. The facilitator does not ask yes or no questions but encourages participation and guides discussion by
using open-ended, leading questions. An open-ended question allows the person answering to reply based on
what was significant to the Soldier. Open-ended questions are also much less likely to put Soldiers on the
defensive; these questions are more effective in finding out what happened. As the discussion expands and
more Soldiers add their perspectives, a clearer picture of what really happened emerges. The facilitator does
not tell the Soldiers or leaders what was good or bad. The facilitator ensures that participants reveal specific
issues, both positive and negative.
Identify What Needs Improvement or Sustainment
K-38. The unit discusses both its successes and failures in the context of the training mission, objectives, and
performance measures. Participants consider whether the resulting decisions and actions were ethical,
effective, and efficient. To sustain success, the unit needs to know what it performs well. Also participants
concentrate on identifying what went wrong and not on the person responsible. If necessary, it is better to
identify the duty position rather than the person. For example, they refer to “the platoon leader” rather than
to “2LT Wilson.”
Determine How the Task Should Be Done Differently
K-39. The facilitator helps the unit determine a more effective method for the unit to perform the task in the
future. The unit identifies conditions to modify to increase complexity. A more complex training environment
challenges leaders and subordinates so they can better identify opportunities to take prudent risk within the
commander’s guidance. Additionally, the facilitator guides the discussion to determine a more effective
method the unit can implement to train the tasks to achieve the commander’s guidance.
Provide Closing Comments
K-40. During the summary, the facilitator reviews and summarizes key points identified during the
discussion. The AAR ends on a constructive note and links conclusions to future training. The facilitator then
leaves the immediate area so the unit or subordinate leaders and Soldiers can discuss the training in private.
STEP 3: EVALUATE
K-41. AARs provide leaders a critical tool to evaluate training. Through the professional and candid
discussion of performance, Soldiers can compare their performance against the standard and identify specific
ways to improve proficiency. The benefits of AARs come from applying results in developing future training.
Commanders use the results gathered from AARs to help assess unit performance and to plan future training.
STEP 4: INTEGRATE AND SHARE LESSONS LEARNED
K-42. Implementing and sharing lessons learned from AARs are an important last step in the AAR process.
Commanders must use AARs and lessons learned to shape training and operations to correct identified
deficiencies and sustain superior performance. Lessons learned from the AAR process are always recorded.
Additionally, at higher echelons the results of AARs and their lessons learned are shared with other units—
and the Army—in the after action report.
K-43. Commanders organize and write after action reports and lessons learned in a logical, chronological
order, usually by operational phase or warfighting function. The after action report provides observations and
insights from the lessons learned that allow the unit to reflect on the operation, and share these lessons with |
7-0 | 101 | After Action Reviews
the Army. Documenting what did not work well and the actions established to correct future performance,
should receive as much attention as what did work well.
K-44. The format and content of an after action report is at the discretion of the commander. They are retained
by the unit, periodically reviewed and discussed by leaders, and provided to the next higher commander for
comment and possible dissemination outside the unit and to the Army as appropriate. |
7-0 | 103 | Source Notes
This division lists sources by page number. Where material appears in a paragraph, it
lists both the page number followed by the paragraph number.
1-1 “We must be …” James C. McConville in “40th Chief of Staff of the Army Initial Message to
the Army Team,” U.S. Army homepage, August 12, 2019.
2-1 “Do essential things …” General Bruce C. Clarke in Guidelines for the Leader and the
Commander (Lanham, Maryland: Stackpole Books, 1973), 64.
3-1 “Training in all …” Dwight D. Eisenhower in The Papers of Dwight David Eisenhower: The
War Years (Baltimore, Maryland: The Johns Hopkins Press, 1970), 398–399.
4-1 “The more you …” proverb.
5-1 “The truth is …” Leslie J. McNair letter to commanding generals on 15 May 1941 as cited in
Greenfield, K.R., R.R. Palmer, and B.I. Wiley, The United States Army in World War II: The
Army Ground Forces: The Organization of Ground Combat Troops (Washington, DC:
Historical Division, Department of the Army, 1947), 44. |
7-0 | 105 | Glossary
SECTION I – ACRONYMS AND ABBREVIATIONS
2LT second lieutenant
AAR after action review
ADP Army doctrine publication
AR Army regulation
ATG annual training guidance
ATP Army techniques publication
DA Department of the Army
DD Department of Defense (form)
EXCON exercise control
EXEVAL external evaluation
FM field manual
FORSCOM United States Army Forces Command
FY fiscal year
LFX live-fire exercise
MET mission-essential task
METL mission-essential task list
MOS military occupational specialty
NATO North Atlantic Treaty Organization
NCO noncommissioned officer
OPFOR opposing force
Pam pamphlet
RC Reserve Component
Reg regulation
SDZ surface danger zone
SITREP situation report
STP Soldier training publication
T&EO training and evaluation outline
TC training circular
TRADOC United States Army Training and Doctrine Command
U.S. United States
SECTION II – TERMS
*after action review
A guided analysis of an organization’s performance, conducted at appropriate times during and at the
conclusion of a training event or operation with the objective of improving future performance. |
7-0 | 106 | Glossary
*battle task
A platoon or lower echelon collective task that is crucial to the successful accomplishment of a
company, battery, or troop mission-essential task.
*mission-essential task
A collective task on which an organization trains to be proficient in its designed capabilities or
assigned mission.
*mission-essential task list
A tailored group of mission-essential tasks.
multiechelon traininng
A training technique that allows for the simultaneous training of one or more echelons on different or
complementary tasks. (ADP 7-0)
*training and evaluation outline
A summary document that provides performance and proficiency standards for individual and
collective tasks.
*training environment
An environment comprised of conditions, supporting resources, and time that enables training tasks to
proficiency.
*training objective
A statement that describes the desired outcome of a training event. |
7-0 | 107 | References
All websites accessed on 24 May 2021.
REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
DOD Dictionary of Military and Associated Terms. January 2021. https://www.jcs.mil/Doctrine/.
FM 1-02.1. Operational Terms. 09 March 2021.
FM 1-02.2. Military Symbols. 10 November 2020.
ADP 7-0. Training. (date TBD).
RELATED PUBLICATIONS
These documents are cited in this field manual and contain relevant supplemental information.
ARMY PUBLICATIONS
Most Army doctrinal and administrative publications are available online at
https://armypubs.army.mil/.
AR 350-1. Army Training and Leader Development. 10 January 2018.
AR 385-63/MCO 3570.1C. Range Safety. 29 February 2012.
ATP 5-19. Risk Management. 14 April 2014.
DA Pam 385-63. Range Safety. 16 April 2014.
FM 6-22. Leader Development. 30 June 2015.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare. 07 August 2019.
FM 7-22. Holistic Health and Fitness. 01 October 2020.
STP 17-19D1-SM-TG. Cavalry Scout, MOS 19D, Skill Level 1. 14 January 2021.
STP 21-1-SMCT. Warrior Skills Level 1. 07 November 2019.
STP 21-24 SMCT. Warrior Leader Skills Level 2, 3, and 4. 09 September 2008.
TC 3-20.0. Integrated Weapon Training Strategy (IWTS). 18 June 2019.
TC 7-100. Hybrid Threat. 26 November 2010.
TC 7-101. Exercise Design. 26 November 2010.
ARMY TASKS
Most Army tasks are available online at Army Training Network https://atn.army.mil.
06-PLT-5424. Process Fire Missions.
07-CO-1073. Conduct a Movement to Contact - Rifle Company (SBCT).
07-CO-1092. Conduct an Attack - Rifle Company.
07-PLT-0333. Conduct a Gap Crossing - Rifle Platoon (SBCT).
07-PLT-1082. Conduct a Forward Passage of Lines - Platoon.
07-PLT-1092. Conduct an Attack.
07-PLT-1093. Conduct an Attack - Rifle Platoon (SBCT).
07-PLT-1198. Conduct a Mounted Tactical Road March - Platoon.
07-PLT-9013. Conduct Actions on Contact - Platoon. |
7-0 | 108 | References
07-SQD-1092. Conduct an Attack - Squad.
07-SQD-3000. Conduct Support by Fire - Squad.
061-283-6003. Adjust Indirect Fire.
071-326-5605. Control Movement of a Fire Team.
071-COM-0501. Move as a Member of a Team.
071-COM-0502. Move Under Direct Fire.
081-831-1026. Perform First Aid for an Open Chest Wound.
150-AWT-1002. Employ Hand Grenade.
150-LDR-5012. Conduct Troop Leading Procedures.
171-300-0050. Perform Duties as a Member of a Battalion Staff.
OTHER PUBLICATIONS
Eisenhower, Dwight David. The Papers of Dwight David Eisenhower: The War Years. Eds Alfred D.
Chandler, Jr. and Stephen E. Ambrose. Baltimore, Maryland: The Johns Hopkins Press, 1970.
Greenfield, K.R., R.R. Palmer, and B.I. Wiley. The United States Army in World War II: The Army
Ground Forces: The Organization of Ground Combat Troops. Washington, DC: Historical
Division, Department of the Army, 1947.
McConville, James C. 40th Chief of Staff of the Army Initial Message to the Army Team.
12 August 2019. https://api.army.mil/e2/c/downloads/561506.pdf.
NATO Standardization Agreement 2449. Training in the Law of Armed Conflict. 26 June 2019.
https://assist.dla.mil.
U.S. Army. “Action Plan to Prioritize People and Teams.” U.S. Army webpage. 13 October 2020.
https://www.army.mil/article/239837/action_plan_to_prioritize_people_and_teams.
WEBSITES
Army Publishing Directorate (APD). https://armypubs.army.mil/.
Army Training Network (ATN). https://atn.army.mil.
Central Army Registry (CAR). https://atiam.train.army.mil/catalog/dashboard.
Combined Arms Training Strategies (CATS). https://atn.army.mil/ATNPortalUI/CATS/.
Digital Training Management System (DTMS). https://dtms.army.mil/.
Project Athena Leader Self-Development Tool. https://capl.army.mil.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA Forms are available on the APD website at: https://armypubs.army.mil/ .
DD Forms are available on the Executive Services Directorate website at:
https://www.esd.whs.mil/Directives/forms/.
DA Form 581. Request for Issue and Turn-In of Ammunition.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
DD Form 2977. Deliberate Risk Assessment Worksheet. |
7-0 | 109 | Index
Entries are by paragraph number.
A battalion training meetings, E-2– communications, I-31
E-3 communications exercise, F-6
adjacent unit coordination, I-26
battle drill, 4-24, C-10, E-32 company, training schedule, 3-15–
advanced task proficiency, 1-4
battle rhythm, 3-2 3-17
after action report, K-42–K-44
battle rosters, 4-35 company training meeting,
external evaluation, H-14
battle task participants, E-5–E-14
after action review, 4-29–4-30,
defined, 2-5 constructive training, J-5–J-6
K-1–K-44
agenda, K-6–K-10, K-34–K-35 nesting, C-2 coordination
climate, K-2 blended training, J-8–J-10 adjacent unit, I-26
collect observations, K-26– briefing, 3-2, 3-7 training, E-18
K-27 mid-range, 3-13 crawl-walk-run method, 3-4
defined, 4-29 brigade training meetings, E-2– live fire, I-15
evaluate, K-41
E-3 crew drill, 4-24
execute, K-31–K-40
facilitators, K-22–K-23 C crew-served weapons, C-12
guidance, K-13, K-33
calendar, training meetings, E-15 D
leaders, K-14
lessons learned, K-42–K-44 certification, 3-21, 4-36, I-4 deployment exercise, F-7
location, K-24–K-25 mid-range planning, 3-13 development
organize, K-28–K-29 challenges engagement, I-28
participants, K-1, K-19 resources, 2-4 leader, 1-20–1-22
plan, K-13–K-30 training, 4-11 drills
plan review, K-21
chief evaluator, external battle, C-10
planning cycle and, K-3
evaluation, H-5–H-6 types, 4-24
planning process, K-12
collective live fire
rehearsal, K-30 E
prioritizing, 2-17
schedule, K-18
emergency deployment readiness
task proficiency, 1-2, 1-4
selecting evaluators, K-15–
exercise, F-8–F-9
K-16 collective tasks
engagement area, development,
summarize, K-36–K-37 prioritizing, 2-5–2-7
I-28
training aid, K-20 supporting, 2-11
training fundamentals, K-5 collective training, C-3 environments, training, 1-11, 3-4,
4-20, I-18, J-1–J-10
agenda, after action review, K-6– live-fire training, I-8
K-10, K-34–K-35 combined arms live-fire exercise, evaluate, after action review, K-41
airspace de-confliction, I-24 F-3 evaluation
planning, 5-5
annual training briefing, 3-7 combined arms team, train as, 1-9
situation report, E-24
annual training guidance, 3-3, command post exercise, F-4–F-5
evaluation and assessment
3-13 commander
training, 5-1–5-8
process, A-3–A-4 advice to, 1-7
training proficiency, 5-2
Army Warrior Training, C-8–C-10 assessment by, 5-7
evaluator. See also facilitator.
challenges of, 3-18
assessment, 1-23, 5-7–5-8
chief, H-5–H-6, H-14, K-26–
considerations of, 4-18, A-2
assets, 1-8, 2-4, 3-5 K-27
evaluated, H-10
integration, I-37 external, K-16
external evaluation, H-3–H-4
handbook, G-14
B responsibilities, 1-5, 3-7, 5-7,
noncommissioned officers, H-7
A-1, E-2, H-3–H-4, J-2, K-43
band of excellence, 1-12 selecting for after action
tools of, 5-4
review, K-15–K-16
training and, 1-17–1-19
tools, 5-5 |
7-0 | 110 | Index
Entries are by paragraph number.
event, 3-18 individual training, C-1–C-17 stages, 4-16, I-5
training, 3-4 informal after action review, 4-29, tools as, 4-13
execute, after action review, K-4, K-26 weapons qualification, I-9–I-11
K-31–K-40 installation training resource location, after action review, K-14,
execution, 4-1–4-37 conference, 3-13 K-23, K-24–K-25
exercise. See also specific long-range planning, 3-3–3-12
L
exercises. long-range preparation, 3-3–3-12
lane handbook, G-13
external evaluation, H-1–H-15 resources, 3-5
night, I-32 lane training, 4-25, G-1–G-14 long-range training guidance,
activities, G-5–G-7, G-13
exercise control, H-12 execution, 4-1
advantages, G-3
external evaluation, H-1–H-15, long-range training plan
documentation, G-11–G-14
F-10, 5-6 approval, 3-7–3-8
locations, G-2
after action report, H-14 elements of, 3-6
objectives, G-8–G-9
organization, H-15 guidance, A-5–A-6
support, G-10
personnel, H-2–H-13 publication, 3-9
lane training support package,
F G-12 M
Facilitator. See also evaluator. leader maintenance, 1-13–1-15
after action review, K-22–K-23 after action review, K-14 maneuver training, live-fire
guidance from, K-37 considerations, 1-19, E-16, training, I-12
responsibilities, K-22–K-23, I-32, I-33, I-39
map exercise, F-15
K-28–K-30, K-32, K-39 development, I-38–I-39
field training exercise, F-11 evaluated, H-10 meeting
lane training, G-4 mid-range, 3-13
fire control, live-fire training, I-21 responsibilities, 1-5, 3-1, 4-2– techniques, E-29
fire coordination exercise, F-12– 4-3, 4-4, 4-27, 5-1, B-2, D-3, training, E-1–E-32
F-13 E-14, E-20, E-26, E-6, E-8, mid-range planning, 3-13
fire support coordination K-24 mid-range preparation, 3-13
measures, I-23 senior, 1-17–1-19, 3-7–3-8,
4-3, H-3–H-4, H-7, H-8, mission readiness exercise, F-16
formal after action review, K-4,
tasks, 2-9, C-14 mission-essential task
K-35
training and, 1-17–1-19 defined, 2-2
fundamentals, focus on, 4-8 training and certifying, 3-13 prioritizing, 2-4–2-12, B-1
G leader books, 4-34 mission-essential task list
graphic control measures, live-fire leader development, training as, assigned, 2-14
training, I-22 1-20–1-22 defined, 2-2
development of, 2-13
green-amber-red cycle, 3-4 leader development plan,
standard, 2-4
mid-range, 3-13
guidance
mission-essential task proficiency,
after action review lessons learned, after action
1-2
participating, K-33 review, K-42–K-44
models, training, 3-21, 4-29
long-range training plans, A-5– live fire, 1-13–I-15
A-6 crawl-walk-run, I-15 multiechelon training, 1-8, 4-20–
mid-range, 3-13 leader development, I-38–I-39 4-22, I-36
multiechelon training, I-16–I-18 defined, 3-4
H
positioning forces, I-27 live fire, I-16–I-18
higher commander, H-8–H-9
live training, 3-4, J-3 N
high-payoff tasks, 2-12
live, virtual, and constructive night, exercises, I-32
I–J–K training, 4-20–4-22, J-3–J-7
night vision devices, I-30
benefits, 4-22
illumination, I-34 noncommissioned officer
live-fire exercise, F-14
individual, weapons, C-12 external evaluations, H-7
events, 1-15
responsibilities, 4-3, 4-27,
individual tasks, C-6
live-fire planning, I-19–I-37, 4-12– E-11, E-20
critical, C-11
4-16, I-1–I-39 trainers, 1-7
nesting, C-2
benefits, I-1
prioritizing, 2-8 maneuver training, I-12 O
standards, C-17
prerequisite training, I-6–I-8 observations, collect for after
types, C-13–C-16
proficiency, 4-14 action review, K-26–K-27 |
7-0 | 111 | Index
Entries are by paragraph number.
opportunity training, 4-26–4-27 records, types of, 4-33 target reference points, I-29
platoon, E-28 rehearsal task
opposing force after action review, K-30 improving performance, K-2
contribution, K-35 live-fire training, I-25 individual, C-6, C-11
tasks, C-15 Reserve Component individual standards, C-17
team leader, H-12 considerations, 3-10–3-12 leader, C-14
organization, techniques, K-28– leaders, 1-18 opposing force, C-15
K-29 scheduling training, E-17, E-19 staff, C-16
training, E-4 warrior, C-9
P–Q
resources task crosswalk, B-1–B-6
participants, after action review, challenges, 2-5 process, B-3–B-6
K-19
lane training, G-11–G-14 task mastery, 4-9–4-10
plan, after action review, K-13– maximize, 1-8 team leader, opposing force, H-12
K-30
reverse-cycle training, 4-11 techniques, training, 4-23–4-28
planning
risk management, 3-4 time, maximize, 1-8
after action review
considerations, K-11–K-44 S time management system, 3-4
considerations, 3-4, I-19–I-37 schedule, after action review, tool, live-fire training, 4-13
long range, 3-3–3-12 K-18 trainers, commanders as, 1-6
platoon training, E-25–E-29
training evaluation, 5-5 senior commander, external training
training management cycle, evaluation, H-3–H-4 after action review evaluators,
3-1 sergeant’s time training, 4-28 K-15–K-16
basic, 4-8
planning cycle, after action review short-range planning, 3-14–3-21
blended, J-8–J-10
and, K-3 short-range preparation, 3-14–
collective tasks, C-3
platoon 3-21 coordination, E-18
planning, E-25–E-29 activities, 3-20 evaluation, 5-3–5-6
training meeting, E-18–E-29 simulations, 4-17–4-19 evaluation and assessment,
training meeting participants, situation report, platoon, E-22– 5-1–5-8
E-19 E-23 individual, C-7–C-12
positioning forces, live fire, I-27 individual tasks, C-4
situational training exercise, E-32,
integrated environment, J-9
practiced task proficiency, 1-4 F-17
live, virtual, and constructive,
preparation skills, proficiencies and, C-3–C-5 J-3–J-7
considerations of, 3-4–3-5
staff, E-11 managing, E-30
long range, 3-3–3-12
guidance to, A-5–A-6 performing, 4-4–4-7
prerequisite training, live-fire tasks, C-16 presenting, 4-4–4-7
training, I-6–I-8 exercise, F-15, F-18 principles of, 1-5–1-16
principles of training, 1-5–1-16 prioritizing tasks, 2-10 prioritize, 1-16, 2-1–2-17, 4-10
proficiency, 1-2–1-4
prioritized training, 2-1–2-17, 4-10 standard, train to, 1-10, 1-19, 3-4,
realism in, I-35
3-13, 4-3,
proficiency recording results, 4-31–4-37
collective live-fire task, 1-2 standard mission-essential task simulations, 4-17
live-fire training, 4-14, I-4 list, 2-3, 2-13, tracking, E-31
mission-essential task, 1-2 standard, individual task, C-17 training agenda, after action
skills and, C-3–C-5
subordinate, 3-8, K-26 review, K-6–K-10
sustainment of, 1-12
training, 1-2–1-4 professional development, training aid, after action review,
weapons qualification, 1-2 1-22, 3-13, K-13 K-20
training of, 1-19, 2-9, A-3,
publication, long-range training collective tasks, B-5 training and evaluation outline,
plan, 3-9 D-1–D-3
support, lane training, G-10 after action review, K-17
R surface danger zone, live-fire defining, D-1
rating, task proficiency, 1-4, 4-9, training, I-20 purposes, D-2–D-3
H-1 synchronization, battle rhythm, 3-2 training domains, C-1
realism, 1-11, 4-20–4-22, J-1 training environment, J-1–J-10
T
live fire, I-35 defined, J-1
training, 1-11 tactical exercise without troops,
training events, 3-4
F-19 |
7-0 | 112 | Index
Entries are by paragraph number.
training exercises, F-1–F-20 scheduling, E-15–E-17 V
types, F-2–F-20 training model, 3-21, 4-29 virtual training, J-4, J-6
training fundamentals, after action training objective visibility, I-33
review, K-5 defined, 1-22 training challenges with, 4-11
training guidance, 3-4, A-1–A-6 lane training, G-8–G-9
W–X–Y–Z
issuance, A-2 training plan, approved, 3-8
platoon, E-27 warfighter exercise, F-20
training proficiency
training management cycle, 1-23 evaluation and assessment, warrior tasks, C-9
live fire, I-38–I-39 5-2 weapons
planning, 3-1 support to, J-2 crew-served, C-12
training management systems, training requirements, 3-4 individual, C-12
4-37
training schedule weapons qualification
training meeting, E-1–E-32 changes to, 3-18 live-fire training, I-9–I-11
agenda, E-3, E-21 company, 3-15–3-17 prioritizing, 2-15–2-16
battalion, E-2–E-3 proficiency, 1-2
training techniques, 4-23–4-28
brigade, E-2–E-3
weather, I-33
company, E-4–E-29 training week framework, 3-14
challenges, 4-11
focus, E-4
U white cell, external evaluation,
participants, E-2
platoon, E-18–¬E-29 untrained task proficiency, 1-4 H-13 |
7-0 | 113 | FM 7-0
14 June(cid:3)(cid:21)(cid:19)21
(cid:37)(cid:92)(cid:3)(cid:50)(cid:85)(cid:71)(cid:72)(cid:85)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:54)(cid:72)(cid:70)(cid:85)(cid:72)(cid:87)(cid:68)(cid:85)(cid:92)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:36)(cid:85)(cid:80)(cid:92)(cid:29)(cid:3)
(cid:45)(cid:36)(cid:48)(cid:40)(cid:54)(cid:3)(cid:38)(cid:17)(cid:3)(cid:48)(cid:38)(cid:38)(cid:50)(cid:49)(cid:57)(cid:44)(cid:47)(cid:47)(cid:40)(cid:3)(cid:3)
(cid:42)(cid:72)(cid:81)(cid:72)(cid:85)(cid:68)(cid:79)(cid:15)(cid:3)(cid:56)(cid:81)(cid:76)(cid:87)(cid:72)(cid:71)(cid:3)(cid:54)(cid:87)(cid:68)(cid:87)(cid:72)(cid:86)(cid:3)(cid:36)(cid:85)(cid:80)(cid:92)(cid:3)(cid:3)
(cid:38)(cid:75)(cid:76)(cid:72)(cid:73)(cid:3)(cid:82)(cid:73)(cid:3)(cid:54)(cid:87)(cid:68)(cid:73)(cid:73)(cid:3)
(cid:50)(cid:73)(cid:73)(cid:76)(cid:70)(cid:76)(cid:68)(cid:79)(cid:29)(cid:3)
(cid:46)(cid:36)(cid:55)(cid:43)(cid:47)(cid:40)(cid:40)(cid:49)(cid:3)(cid:54)(cid:17)(cid:3)(cid:48)(cid:44)(cid:47)(cid:47)(cid:40)(cid:53)(cid:3)
(cid:36)(cid:71)(cid:80)(cid:76)(cid:81)(cid:76)(cid:86)(cid:87)(cid:85)(cid:68)(cid:87)(cid:76)(cid:89)(cid:72)(cid:3)(cid:36)(cid:86)(cid:86)(cid:76)(cid:86)(cid:87)(cid:68)(cid:81)(cid:87)
(cid:3)(cid:87)(cid:82)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:54)(cid:72)(cid:70)(cid:85)(cid:72)(cid:87)(cid:68)(cid:85)(cid:92)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:36)(cid:85)(cid:80)(cid:92)
2115400
DISTRIBUTION:
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3-55 | 3 | FM 3-55
Field Manual Headquarters
Department of the Army
No. 3-55
Washington, DC, 3 May 2013
Information Collection
Contents
Page
PREFACE.............................................................................................................. iii
INTRODUCTION ................................................................................................... iv
Chapter 1 INFORMATION COLLECTION FOUNDATIONS .............................................. 1-1
Information Collection and Knowledge ............................................................... 1-1
Information Collection and ISR ........................................................................... 1-1
Information Collection Activities ......................................................................... 1-3
Information Collection Purpose .......................................................................... 1-4
Primary Information Collection Tasks and Operations ....................................... 1-5
Chapter 2 COMMANDER AND STAFF ROLES AND RESPONSIBILITIES ..................... 2-1
The Commander’s Role ...................................................................................... 2-1
The Commander’s Needs ................................................................................... 2-2
The Commander’s Guidance ............................................................................. 2-2
The Staff’s Role .................................................................................................. 2-3
The Working Group’s Input to Information Collection ........................................ 2-5
Chapter 3 INFORMATION COLLECTION PLANNING AND ASSESSMENT ................... 3-1
Information Collection Planning Considerations................................................. 3-1
Personnel Recovery Support ............................................................................. 3-2
The MDMP and Information Collection Planning ............................................... 3-2
Information Collection Assessment .................................................................... 3-8
Chapter 4 INFORMATION COLLECTION TASKING AND DIRECTING ........................... 4-1
Importance of Tasking and Directing .................................................................. 4-1
Final Information Collection Plan ........................................................................ 4-1
Information Collection Overlay ........................................................................... 4-3
Information Collection Scheme of Support ......................................................... 4-3
Chapter 5 INFORMATION COLLECTION ASSETS .......................................................... 5-1
Information Collection Capability ........................................................................ 5-1
Information Collection Plan by Level .................................................................. 5-1
Information Collection Assets by Phase ............................................................. 5-2
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
* This publication supersedes FM 3-55, dated 23 April 2012. |
3-55 | 4 | Contents
Information Collection Assets by Echelon .......................................................... 5-4
Network-Enabled Information Collection .......................................................... 5-11
Chapter 6 JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE ........... 6-1
Joint ISR and Unified Action ............................................................................... 6-1
Joint ISR Concepts ............................................................................................. 6-1
Joint ISR Doctrine ............................................................................................... 6-2
Joint ISR Resources ........................................................................................... 6-2
Joint ISR Planning Systems ................................................................................ 6-3
National ISR Resources and Guidelines ............................................................ 6-4
Joint ISR Considerations .................................................................................... 6-6
Joint ISR Organization ........................................................................................ 6-6
Appendix A THE INFORMATION COLLECTION ANNEX TO THE OPERATION ORDER A-1
GLOSSARY ..........................................................................................G lossary–1
REFERENCES ..................................................................................R eferences–1
INDEX ......................................................................................................... Index–1
Figures
Figure 1-1. Information collection activities ............................................................................ 1-4
Figure 4-1. Sample information collection matrix ................................................................... 4-2
Figure 4-2. Example of an information collection overlay ...................................................... 4-4
Figure A-1. Example Annex L (Information Collection) annotated format ............................. A-2
Tables
Table 2-1. Example of the operations and intelligence working group .................................. 2-7
Table 4-1. Scheme of support ................................................................................................ 4-5
Table 5-1. Sample information collection assets ................................................................... 5-2
Table 5-2. Battlefield surveillance brigade information collection assets .............................. 5-6
Table 5-3. Infantry brigade combat team information collection assets ................................ 5-8
Table 5-4. Armored brigade combat team information collection assets ............................... 5-9
Table 5-5. Stryker brigade combat team information collection assets ............................... 5-10
Table A-1. Sample information collection plan ...................................................................... A-7 |
3-55 | 5 | Preface
Field Manual (FM) 3-55, Information Collection, provides the tactics and procedures for information collection
and the associated activities of planning requirements and assessing collection, tasking, and directing
information collection assets. It also contains the actions taken by the commanders and staffs in planning,
preparing, executing, and assessing information collection activities. As the Army fields new formations and
equipment with inherent and organic information collection capabilities, it needs a doctrinal foundation to
ensure proper integration and use to maximize capabilities.
The principal audience for FM 3-55 is all members of the profession of arms. Commanders and staffs of Army
headquarters serving as joint task force or multinational headquarters should also refer to applicable joint or
multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers
and educators throughout the Army will also use this manual.
Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable U.S.,
international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their
Soldiers operate according to the law of war and the rules of engagement. (See FM 27-10.)
FM 3-55 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. Terms for which FM 3-55 is the proponent publication (the authority) are marked with an
asterisk (*) in the glossary. Definitions for which FM 3-55 is the proponent publication are boldfaced in the
text. For other definitions shown in the text, the term is italicized and the number of the proponent publication
follows the definition.
FM 3-55 applies to the Active Army, Army National Guard/Army National Guard of the United States, and
United States Army Reserve unless otherwise stated.
The proponent of FM 3-55 is the United States Army Combined Arms Center. The preparing agency is the
Combined Arms Doctrine Directorate, United States Army Combined Arms Center. Send comments and
recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to
Commander, U.S. Army Combined Arms Center and Fort Leavenworth, ATTN: ATZL-MCK-D (FM 3-55),
300 McPherson Avenue, Fort Leavenworth, KS 66027-2337; by e-mail to
[email protected]; or submit an electronic DA Form 2028. |
3-55 | 6 | Introduction
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 in or between echelons.
FM 3-55 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 responsibilities in information
collection planning and execution. The emphasis is 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 and outcomes measured by effects on
populations. This increases the complexity of information collection planning, execution, and assessment
and requires more situational understanding from commanders. The staff is part of information collection
activities and every Soldier collects and reports information. This field manual cannot provide all the
answers. Its purpose is to prompt the user to ask the right questions. This FM complies with Doctrine 2015
guidelines.
Chapter 1 provides the Army definition of information collection and its relation to the joint construct of
intelligence, surveillance, and reconnaissance.
Chapter 2 examines the roles and actions of the commander and staff in information collection planning
and execution. This chapter also discusses the working group for information collection.
Chapter 3 describes information collection planning and information collection activities assessment.
Chapter 4 discusses information collection tasking and directing. The operations staff integrates collection
assets through a deliberate and coordinated effort across all warfighting functions. Tasking and directing is
vital to control limited collection assets.
Chapter 5 provides an overview of the information collection assets and capabilities available to Army
commanders.
Chapter 6 examines joint intelligence, surveillance, and reconnaissance activities.
Appendix A provides instructions for preparing Annex L (Information Collection) in Army plans and
orders.
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.
Commanders use intelligence preparation of the battlefield (IPB) to develop an in-depth understanding of
the enemy and the operational environment. They 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 to bring clarity to an uncertain situation.
They also express gaps in relevant information as commander’s critical information requirements (CCIRs).
The challenge is for information collection activities to answer those requirements with timely, relevant,
and accurate intelligence that enables commanders to make sound decisions. |
3-55 | 7 | Chapter 1
Information Collection Foundations
This chapter presents information collection. It begins with information collection
and knowledge and then discusses information collection and intelligence,
surveillance, and reconnaissance. This chapter then discusses information collection
activities and purpose. Finally, this chapter discusses information collection purpose
and the primary information collection tasks and operations.
INFORMATION COLLECTION AND KNOWLEDGE
1-1. Knowledge is the precursor to effective action in the informational or physical domains. 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 (CCIRs). Commanders use reconnaissance and surveillance
to provide intelligence to reduce the inherent uncertainty of war. Achieving success in today’s conflicts
demands extraordinary commitment to reduce this uncertainty.
INFORMATION COLLECTION AND ISR
1-2. The Army executes intelligence, surveillance, and reconnaissance (ISR) through the operations and
intelligence processes (with an emphasis on intelligence analysis and leveraging the larger intelligence
enterprise) and information collection. Consistent with joint doctrine, intelligence, surveillance, and
reconnaissance is an activity that synchronizes and integrates the planning and operation of sensors, assets,
and processing, exploitation, and dissemination systems in direct support of current and future operations.
This is an integrated intelligence and operations function (JP 2-01).
1-3. ISR provides commanders with detailed and timely intelligence. This intelligence helps commanders
gain situational understanding of the threat and the operational environment. This is accomplished by
answering requirements focused in time and space and identifying any threats to mission accomplishment.
The intelligence staff provides commanders with predictive assessments of threats, terrain and weather, and
civil considerations. These assessments also provide commanders with a running estimate regarding the
degree of confidence the staff places in each analytic assessment. 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 (ADP 5-0).
1-4. 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 systems
in direct support of current and future operations. This activity implies a function, mission, or action
and identifies the organization that performs it. Information collection activities are a synergistic whole
with emphasis on synchronizing and integrating all components and systems. Information collection
integrates the intelligence and operations staff functions focused on answering the CCIRs. Information
collection replaces ISR synchronization and ISR integration. For joint operations, see chapter 6.
1-5. Information collection is the acquisition of information and the provision of this information to
processing elements. This includes the following:
* Plan requirements and assess collection.
* Task and direct collection.
* Execute collection. |
3-55 | 8 | Chapter 1
PLAN REQUIREMENTS AND ASSESS COLLECTION
1-6. The intelligence staff collaborates with the operations officer and the entire staff to receive and
validate requirements for collection, prepare the requirements planning tools, recommend collection assets
and capabilities to the operations staff, and maintain synchronization as operations progress. (See chapter 3
for more information on planning requirements and assessing collection).
TASK AND DIRECT COLLECTION
1-7. The operations officer, based on recommendations from the operations staff, tasks and directs the
information collection assets. (See chapter 4 for more information on tasking and directing information
collection.)
EXECUTE COLLECTION
1-8. 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 (AO) and provide that
information to intelligence processing and exploitation elements. Collection activities begin soon after
receipt of mission and continue throughout preparation and execution of the operation. These activities do
not cease at the end of the mission but continue as required. This allows the commander to focus combat
power, execute current operations, and prepare for future operations simultaneously.
1-9. Execute collection subtasks include:
* Establish technical channels and provide guidance.
* Collect and report information.
* Establish a mission intelligence briefing and debriefing program.
Establish Technical Channels and Provide Guidance
1-10. This subtask provides and conducts technical channels to refine and focus the intelligence
disciplines’ information collection tasks. It coordinates the disciplines’ assets when operating in another
unit’s AO. (See FM 2-0 for additional information on this task and its two subtasks: “Establish and
maintain technical channels” and “Conduct deconfliction and coordination.”)
1-11. Due to the characteristics of intelligence operations, technical channels ensure adherence to
applicable laws and policies, ensure proper use of doctrinal techniques, and provide technical support and
guidance to intelligence operations and discipline assets. Applicable laws and policies include all relevant
U.S. laws, the law of war, international laws, directives, Department of Defense instructions, and orders.
Commanders direct operations but often rely on technical control to conduct portions of the collection
effort.
1-12. 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 in the
information collection plan. While not a formal command or support relationship, establishing technical
channels is a critical function that ensures the collection asset has the required technical data to perform
mission-related tasks.
1-13. Technical channels also involve translating tasks into the parameters used to focus the highly
technical intelligence operations collection or the legally sensitive aspects of signals intelligence collection.
These channels also include human intelligence military source operations and counterintelligence tasks.
Technical channels provide the means to meet the overall commander’s intent for intelligence operations.
Technical channels include but are not limited to defining, managing, or guiding the use of intelligence
assets or identifying critical technical collection criteria (such as technical indicators and recommending
collection techniques or procedures). |
3-55 | 9 | Information Collection Foundations
Note: In specific cases, regulatory authority is granted to national and Department of Defense
intelligence agencies for intelligence discipline collection and is passed through technical control
channels.
Collect and Report Information
1-14. 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 AO. 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.
1-15. As part of the collection plan, elements of all units obtain information and data concerning the threat,
terrain and weather, and civil considerations in the AO. Well-developed procedures and carefully planned
flexibility to support emerging targets, changing requirements, and combat assessment is critical. Once
staffs collect the information, they develop a form for analysts to extract essential information and produce
intelligence and targeting data. Once Soldiers collect the information, they develop a form for 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.
1-16. Collection assets must follow standard operating procedures (SOPs) to ensure staffs tag reports with
the numbers of the tasks satisfied in the reports. Simultaneously, SOPs ensure assets understand and report
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 an
indicator. As a part of reporting, the staff tracks where the collection task originated. This tracking ensures
the staff provides the collected information to the original requester and to all who need the information.
Correlating the 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.
Establish a Mission Intelligence Briefing and Debriefing Program
1-17. The commander establishes, supports, and allocates appropriate resources for a mission briefing and
debriefing program. The battle updates and after action reviews are separate tasks from the mission briefing
and debriefing program. The G-2 (S-2) develops a mission intelligence briefing program and
complementary debriefing program to support the commander’s program.
INFORMATION COLLECTION ACTIVITIES
1-18. At the tactical level, commanders use reconnaissance, surveillance, security, and intelligence
missions or operations to plan, organize, and execute shaping operations that answer the CCIRs and support
the decisive operation. Figure 1-1 on page 1-4 displays information collection activities.
1-19. The intelligence and operations staffs work together to collect, process, and analyze information
about 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 on the processing and exploitation common to these activities.
1-20. 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 that results in the product and to the
organizations engaged in such activity (JP 2-0). Intelligence informs commanders and staffs where and
when to look. Reconnaissance, security, intelligence operations, and surveillance are the ways—with the |
3-55 | 10 | Chapter 1
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 is successful
execution and assessment of operations. This result depends on effective synchronization and integration of
the information collection effort.
Figure 1-1. Information collection activities
1-21. Information collection activities help the commander understand and visualize the operation by
identifying gaps in information, aligning assets and resources against those gaps, and assessing the
collected information and intelligence to inform the commander’s decisions. These activities 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. The staff assesses information and
intelligence, refines the plan, and issues fragmentary orders to the plan to retask or assign a new mission to
assets and units.
INFORMATION COLLECTION PURPOSE
1-22. Information collection activities provide commanders with detailed, timely, and accurate intelligence.
By answering the CCIRs, information collection activities help commanders make informed decisions. |
3-55 | 11 | Information Collection Foundations
1-23. For effective information collection activities to occur, the staff must—
* Provide relevant information and intelligence products to commanders and staffs.
* Provide combat information to commanders.
* Contribute to situational awareness and facilitate continuous situational understanding.
* Develop a significant portion of the common operational picture (COP) vertically and
horizontally among organizations, commanders, and staffs.
* Support the commander’s visualization, permitting more effective mission command.
* Answer the CCIRs.
* Facilitate intelligence preparation of the battlefield (IPB).
* Support effective, efficient, and accurate targeting.
* Decrease risk for the unit.
INFORMATION COLLECTION PLANNING
1-24. Commanders and staffs continuously plan, task, and employ collection assets and forces to collect
information. They request information and resources through higher echelons. This information and
intelligence helps commanders turn decisions into actions.
1-25. Information collection planning is crucial to mission success. The four fundamentals to plan,
synchronize, and integrate information collection activities include:
* An information collection effort driven by the commander.
* Full staff participation in effective information collection synchronization and integration.
* A collection capability, either organic or augmented by nonorganic resources, to conduct
information collection.
* A capability to analyze and produce actionable intelligence to conduct information collection.
1-26. Commanders must quickly and clearly articulate their CCIRs to the staff during the information
collection planning process. This enables the staff to facilitate the commander’s vision and decisionmaking
by focusing on the CCIRs.
STAFF INVOLVEMENT AND INPUT
1-27. Effective information collection requires the entire staff’s involvement and input. This enables the
intelligence staff to identify and assess information requirements and the operations staff to task and direct
the effort.
1-28. Conducting information collection activities requires a collection capability, either organic or
augmented by nonorganic resources. Commanders use reconnaissance tasks, security operations,
surveillance tasks, intelligence operations, and the skills of Soldiers to obtain information. All activities that
help develop understanding of the AO 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. (See chapter 5 for more information on
information collection assets.)
1-29. Conducting information collection 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 not resolved using 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.
PRIMARY INFORMATION COLLECTION TASKS AND
OPERATIONS
1-30. Information collection includes all activities and operations that gather data and information used to
create knowledge and support the commander’s requirements, situational understanding, and visualization.
Commanders achieve information collection when they employ all collection tasks and operations together |
3-55 | 12 | Chapter 1
in an operation. This appropriate mix of collection tasks and operations helps satisfy many different
requirements. 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 operations it primarily
conducts as a part of the information collection plan:
* Reconnaissance.
* Surveillance.
* Security operations.
* Intelligence operations.
RECONNAISSANCE
1-31. Reconnaissance is a mission 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, hydrographic, or geographic characteristics of a particular area (JP 2-0). Reconnaissance
primarily relies on the human dynamic rather than technical means and it is a focused collection effort. A
combined arms operation, reconnaissance actively collects information against targets for a specified time
based on mission objectives.
1-32. Successful and effective units combine three methods to perform reconnaissance: dismounted,
mounted, and aerial. Sensors can augment each method. To gain information on the enemy or a particular
area, units use passive surveillance, technical means, and human interaction or they fight for information.
1-33. 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.
1-34. 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 before unit movements and occupation of assembly areas is critical to protecting the
force and preserving combat power. It also keeps Army forces free from contact to focus on the decisive
operation.
Reconnaissance Objective
1-35. Commanders orient their reconnaissance by identifying a reconnaissance objective in the AO.
Reconnaissance objective is a terrain feature, geographic area, enemy force, adversary, or other mission or
operational variable, such as civil considerations, about which the commander wants additional
information. (ADRP 3-90).The reconnaissance objective specifies the most important result to obtain from
the reconnaissance mission. Every reconnaissance mission specifies a reconnaissance objective.
Commanders assign reconnaissance objectives based on CCIRs, reconnaissance asset capabilities, and
reconnaissance asset limitations. The reconnaissance objective can be information about a geographical
location (such as the cross-country trafficability of an area), an enemy activity to confirm or deny, an
enemy element to locate or track, or civil considerations (such as critical infrastructure). The unit uses the
reconnaissance objective to guide in setting priorities when it lacks time to complete all the tasks associated
with a form of reconnaissance.
1-36. Commanders may need to provide additional detailed instructions beyond the reconnaissance
objective (such as tasks performed or the priority of tasks). Commanders issue additional guidance to their
reconnaissance units or specify 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 trafficable
without obstacles, the commander may direct the reconnaissance squadron to conduct a zone
reconnaissance mission. The commander may provide guidance to move rapidly and report, by exception,
any terrain obstacles that significantly slows the movement of subordinate maneuver echelons.
Alternatively, when the objective is to locate an enemy force, the reconnaissance objective would be that |
3-55 | 13 | Information Collection Foundations
force. Additional guidance could be to conduct only that terrain reconnaissance necessary to find the enemy
and develop the situation.
Reconnaissance Fundamentals
1-37. 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
1-38. The commander conducts reconnaissance before, during, and after all operations. Before an
operation, reconnaissance focuses on filling gaps in information about the enemy, 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 adopts 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. It also focuses on collecting information necessary for
planning subsequent operations. In stability and defense support of civil authorities operations,
reconnaissance focuses on civil considerations.
Do Not Keep Reconnaissance Assets in Reserve
1-39. Reconnaissance assets, such as artillery assets, are never kept in reserve. When committed,
reconnaissance assets use all resources to accomplish the mission. This does not mean that all assets are
committed all the time. Commanders use reconnaissance assets based on their capabilities and the mission
variables to achieve the maximum coverage needed to answer the CCIRs. At times, this requires
commanders to withhold or position reconnaissance assets to ensure the assets are available at critical times
and places. Commanders sustain and rest reconnaissance assets as necessary, but do not place these assets
in reserve. Commanders treat all reconnaissance assets as committed assets with missions. This
fundamental does not apply to units with multiple roles that can conduct reconnaissance, security, and other
combat missions in an economy of force role. Commanders may elect to place these units in reserve as
needed.
Orient on the Reconnaissance Objective
1-40. 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. When time, unit capabilities limitations, or
enemy actions prevent a unit from performing all the tasks normally associated with a particular form of
reconnaissance, the unit uses the reconnaissance objective to focus the reconnaissance effort.
Report Information Rapidly and Accurately
1-41. Reconnaissance assets acquire and report accurate and timely information on the enemy, civil
considerations, and the terrain where operations occur. Information may quickly lose its value.
Reconnaissance units report exactly what they see and, if appropriate, what they do not see. Information
that seems unimportant may be 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. |
3-55 | 14 | Chapter 1
Retain Freedom of Maneuver
1-42. Reconnaissance assets must retain battlefield mobility to accomplish missions. If these assets are
decisively engaged, reconnaissance stops and a battle for survival begins. 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. Before 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 the enemy’s ability to engage the unit. The IPB process helps the
commander identify anticipated areas of likely contact. Using indirect fires to provide suppression and
obscuration and destroy point targets is a method reconnaissance assets use to retain freedom of maneuver.
Gain and Maintain Enemy Contact
1-43. 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 maintains contact using all available resources. The
methods of maintaining contact 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. If this is the intent, the units use maneuver
(fire and movement) to maintain contact while avoiding decisive engagement.
Develop the Situation Rapidly
1-44. When a reconnaissance asset encounters an enemy force or an obstacle, it must quickly determine the
threat it faces. For an enemy force, the reconnaissance asset 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 obstacle’s type and extent and if 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
1-45. ADRP 3-90 discusses the five forms of reconnaissance in detail. Those five forms of reconnaissance
operations are—
* Route reconnaissance.
* Zone reconnaissance.
* Area reconnaissance.
* Reconnaissance in force.
* Special reconnaissance.
Route Reconnaissance
1-46. Route reconnaissance focuses along a 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 the
route and terrain along the route where the enemy could influence the friendly force’s movement. The
commander normally assigns this mission to use a route for friendly movement.
Zone Reconnaissance
1-47. Zone reconnaissance involves a directed effort to obtain detailed information on all routes, obstacles,
terrain, enemy forces, or civil considerations in 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 |
3-55 | 15 | Information Collection Foundations
the terrain. A zone reconnaissance may include several route or area reconnaissance missions assigned to
subordinate units.
Area Reconnaissance
1-48. Area reconnaissance focuses on obtaining detailed information about the enemy activity, terrain, or
civil considerations in 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
1-49. 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 that
discovers or tests the enemy’s strength, dispositions, or reactions. This force also obtains other information.
For example, battalion-sized task forces or larger organizations usually conduct a reconnaissance in force.
A commander assigns a reconnaissance in force when the enemy operates in an area and the commander
cannot obtain adequate intelligence by any other means. A unit may also conduct a reconnaissance in force
in restrictive-type terrain where the enemy is likely to ambush smaller reconnaissance forces. The overall
goal of reconnaissance in force is to determine enemy weaknesses. It differs from other reconnaissance
because it is only conducted to gain information about the enemy and not the terrain.
Special Reconnaissance
1-50. Special reconnaissance includes reconnaissance and surveillance actions conducted as a special
operation in hostile, denied, or politically sensitive environments to collect or verify information of
strategic or operational significance, employing military capabilities not normally found in conventional
forces (JP 3-05). Special operations forces capabilities for gaining access to denied and hostile areas,
worldwide communications, and specialized aircraft and sensors enable them to conduct special
reconnaissance against targets inaccessible to other forces or assets. Special reconnaissance activities
include—
* Environmental reconnaissance.
* Armed reconnaissance.
* Target and threat assessment.
* Post strike reconnaissance.
1-51. See JP 3-05 for additional information on these special reconnaissance activities.
Reconnaissance Focus, Reconnaissance Tempo, and Engagement Criteria
1-52. Commanders decide what guidance they 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 is also generally applied to surveillance assets, but in the
sense of focusing a reconnaissance mission, it more closely applies to reconnaissance. Paragraphs 1-53
through 1-59 describe these criteria in terms of reconnaissance.
Reconnaissance Focus
1-53. Reconnaissance focus, combined with one or more reconnaissance objectives, helps 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 the scope of operations. An operation may have a terrain focus
where the status of routes, bridges, and obstacles are more important than the enemy. Conversely, the
operation may focus on the enemy. Friendly forces must locate the enemy’s security zone, main body, and
reserves. Additionally, commanders may express their focus in terms of reconnaissance pull and push. |
3-55 | 16 | Chapter 1
1-54. Commanders use a reconnaissance pull when they are not familiar with the enemy situation 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 early to collect information for developing COAs. The commander uses
reconnaissance assets to confirm or deny initial CCIRs before deciding on a COA or maneuver option. This
pulls the unit to the decisive point on the battlefield. Success of the reconnaissance pull requires an
integrated information collection plan used before the commander makes a COA decision.
1-55. 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 a 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
1-56. Tempo is the relative speed and rhythm of military operations over time with respect to the enemy
(ADRP 3-0). In reconnaissance, tempo defines the pace of the operation and 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 rapid or deliberate and
forceful or stealthy.
1-57. Rapid operations and deliberate operations provide a description of the degree of completeness
required by the commander. Rapid operations focus on key pieces of information and include few tasks.
These operations describe reconnaissance that personnel must perform in a time-constrained environment.
Deliberate operations are slow, detailed, and broad-based and accomplish numerous tasks. The commander
must allocate a significant amount of time to conduct a deliberate reconnaissance.
1-58. Forceful and stealthy operations provide a description of the level of covertness that commanders
require. Units conduct forceful operations with little concern about who observes. 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 detection. These operations occur dismounted and require increased time for success.
Engagement Criteria
1-59. Engagement criteria establish minimum thresholds for engagement (lethal and nonlethal). The
criteria clearly specify which targets the reconnaissance element expects to engage and which the
reconnaissance element 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 develop a plan to maintain visual contact with bypassed
threats.
SURVEILLANCE
1-60. 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.
1-61. 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 target area of interest (TAI). Surveillance may be a stand-alone mission or 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.
1-62. 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). |
3-55 | 17 | Information Collection Foundations
1-63. Generally, surveillance is a “task” when performed as part of a reconnaissance mission. However,
many Army, joint, and national systems are designed 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. Reconnaissance
and surveillance both include observation and reporting.
1-64. Surveillance is distinct from reconnaissance. Surveillance is tiered and layered with technical assets
that collect information. It is passive and continuous. Reconnaissance is active in the collection of
information (such as maneuver) and usually includes human participation. Additionally, reconnaissance
may involve fighting for information. Sometimes these operations are deliberate, as in a reconnaissance in
force; however, 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 a tactic or technique. Commanders complement surveillance with
frequent reconnaissance. Surveillance, in turn, increases the efficiency of reconnaissance by focusing those
missions while reducing the risk to Soldiers.
1-65. Both reconnaissance and surveillance involves detection, location, tracking, and identification of
entities in an assigned area gaining environmental data. Reconnaissance and surveillance are not executed
the same way. During reconnaissance, collection assets find information by systematically checking
different locations in the area. During surveillance, collection assets watch the same area and wait for
information to emerge when an entity or its signature appears.
1-66. Reconnaissance and surveillance complement each other by cueing the commitment of collection
assets against locations or specially targeted enemy units. An airborne surveillance asset may discover
indicators of enemy activity that cues a reconnaissance mission. In some cases, surveillance assets may
answer questions.
Surveillance Characteristics
1-67. Effective surveillance—
* Maintains continuous observations of all assigned NAIs and TAIs.
* Provides early warning.
* Detects, tracks, and assesses key targets.
* Provides mixed, redundant, and overlapping coverage.
Maintains Continuous Surveillance of All Assigned Named Areas of Interest and Target Areas of Interest
1-68. 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. Continuous surveillance requires multiple collection assets, a purpose
(requirement), a location (NAI or TAI) for each asset, and an information collection task. Effective
commanders avoid designating too many NAIs and TAIs. Information collection suffers because of
excessive requirements. During the plan and assess phase, the staff selects collection assets that best answer
the information requirements developed from the CCIRs. During tasking and direct phases, the operations
officer tasks assets to ensure continuous coverage.
Provides Early Warning
1-69. Surveillance provides 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. Commanders then
orient assets to observe these locations for indicators of threat actions. Reporting must be timely and
complete.
Detects, Tracks, and Assesses Key Targets
1-70. Surveillance support to targeting includes detecting, tracking, and assessing key targets. This support
includes detecting and tracking desired targets in a timely, accurate manner. Clear and concise tasks are
required so the surveillance systems can detect a given target. Target tracking is inherent to detection. |
3-55 | 18 | Chapter 1
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 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 targeting objectives were met.
Provides Mixed, Redundant, and Overlapping Coverage
1-71. 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
1-72. The types of surveillance are—
* Zone surveillance.
* Area surveillance.
* Point surveillance.
* Network surveillance.
Note: Forms of reconnaissance, as opposed to types of surveillance, are associated with
maneuver units and missions.
Zone Surveillance
1-73. Zone surveillance is the temporary or continuous observation of an extended geographic zone
defined by boundaries. It is associated with, but 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 employed in zone surveillance.
Area Surveillance
1-74. Area surveillance is the temporary or continuous observation of a prescribed geographic area. It is
associated with, but 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 man-made 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
1-75. Point surveillance is the temporary or continuous observation of a place (such as a structure), person,
or object. This is associated with, but not limited to, a TAI or a NAI. Out of all forms of surveillance, it is
the most limited in geographic scope. 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
1-76. 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 everyday life. It is
associated with, but not limited to, a TAI or a NAI. |
3-55 | 19 | Information Collection Foundations
SECURITY OPERATIONS
1-77. Security operations are those operations undertaken by a commander to provide early and accurate
warning of enemy operations, to provide the force being protected with time and maneuver space within
which to react to the enemy, and to develop the situation to allow the commander to effectively use the
protected force (ADRP 3-90). Security operations are shaping operations that can occur during all
operations. 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.
1-78. 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 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 protected, while reconnaissance is
enemy, populace, and terrain oriented.
1-79. The five tasks of security operations commanders may employ are screen, guard, cover, area
security, and local security. (See ADRP 3-90 for more information on the five tasks of security operations
and their tactical employment.)
1-80. Successful security operations depends on 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.
1-81. To collect information and apply the fundamentals for security operations, 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 help
the main body counter it. Terrain information focuses on its possible use by the enemy or friendly force,
either for offensive or defensive operations. Stationary security forces use combinations of observation
posts, aviation, intelligence collection assets, and battle positions to perform reconnaissance. Moving
security forces perform zone, area, or route reconnaissance along with using observation posts and
battlefield positions to apply this fundamental.
INTELLIGENCE OPERATIONS
1-82. Intelligence operations are the tasks undertaken by military intelligence units and Soldiers to obtain
information to satisfy validated requirements (ADRP 2-0). (See ADRP 2-0 for further discussion on
intelligence operations and each discipline.) Intelligence operations align intelligence assets and resources
against requirements to collect information and intelligence to inform the commander’s decisions.
Conducting intelligence operations requires an organic collection and analysis capability. Successful
intelligence operations support the unit’s ability to conduct focused intelligence analysis. Data and
information collected during the course of intelligence operations is essential to the development of timely,
relevant, accurate, predictive, and tailored intelligence products. 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 and complimentary intelligence capability provides the commander with technical
capabilities and sensors. Because of the capabilities and characteristics of intelligence operations, these
capabilities and sensors require guidance through technical channels. The Army’s intelligence disciplines
that contribute to intelligence operations are—
* Counterintelligence.
* Geospatial intelligence. |
3-55 | 20 | Chapter 1
* Human intelligence.
* Measurement and signature intelligence.
* Open-source intelligence
* Signals intelligence.
* Technical intelligence.
1-83. The Army’s complementary intelligence capabilities that contribute to intelligence operations are—
* Biometrics-enabled intelligence.
* Cyber-enabled intelligence.
* Document and media exploitation.
* Forensics-enabled intelligence. |
3-55 | 21 | Chapter 2
Commander and Staff Roles and Responsibilities
This chapter examines the roles, needs, and guidance of the commander in
information collection activities. This chapter then discusses the role of the staff.
Lastly, this chapter discusses the working group’s input to information collection.
THE COMMANDER’S ROLE
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 (COP) through the filter of the
commander’s knowledge and experience.
2-2. Numerous factors determine the commander’s depth of understanding. Information collection and the
resulting intelligence products help the commander understand the area of operations (AO). Formulating
commander’s critical information requirements (CCIRs) and keeping them current also contributes to this
understanding. Maintaining understanding is a dynamic ability; a commander’s situational understanding
changes as an operation progresses.
2-3. The commander participates 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 the assets’ full
effectiveness.
2-4. Commanders prioritize collection activities by providing their guidance and commander’s intent
early in the planning process. Commanders must—
* Identify and update CCIRs.
* Tie CCIRs directly to the scheme of maneuver and decision points.
* Limit CCIRs to only the commander’s 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 CCIRs. EEFI establish friendly information to protect and not enemy information to obtain. However,
the commander may need to determine if the enemy has learned EEFI. In this case, finding this out can
become a CCIR. (See ADRP 5-0 for detailed information on EEFI.)
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.
The chief of staff or executive officer ensures all staff members participate in and provide their functional
expertise into the IPB process and information collection planning, preparation, execution, and assessment.
Full staff engagement in these activities supports planning and helps facilitate the commander’s
visualization and understanding.
2-7. Information collection planning and assessment must be continuous. Commanders properly assign
information collection tasks based on the unit’s abilities to collect. Therefore, commanders match their
information requirements so they do not exceed the information collection and analytical ability of their
unit. When not using organic assets, commanders use habitual relationships to optimize effective operations
as a combined arms team when possible. |
3-55 | 22 | Chapter 2
2-8. Commanders assess operations and 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 during the planning, preparation, and execution
activities. The commander’s involvement and interaction enable the operations and intelligence officers to
effectively assess and update collection activities. The commander’s own assessment of the current
situation and progress of the operation provides insight to new information needed and information no
longer required. The commander communicates this to the staff to help them update CCIRs. Commanders
should use regularly scheduled staff assessments (for example, end of phase assessments) to update
information collection guidance and increase their own understanding of the situation. Every echelon works
together and tailors the intelligence enterprise. This removes information sharing barriers.
THE 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. Commanders must visualize how multiple collection components work together and
understand how their unit’s activities fit into and contribute to those of higher, adjacent, and lower
echelons.
2-11. Extended AOs, 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 coordinate with
many agencies and organizations in the AO so the unit can perform information collection activities.
Terminology is essential to this coordination. Commanders ensure civilians and organizations understand
terminology and provide or request clarification as needed. Commanders should gain a working knowledge
of joint and multinational vocabulary and ways of operating. They should also know about the roles and
contributions of other organizations to better communicate and leverage resources.
THE COMMANDER’S GUIDANCE
2-12. Commanders plan by providing guidance. This should include 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 points in the
process:
* Commander’s initial guidance following receipt of mission.
* Initial planning guidance following mission analysis to guide course of action (COA)
development.
* Refined commander’s intent, CCIRS, and EEFI after the COA decision but before the final
warning order.
2-13. See figure 2-6 in ADRP 5-0 to review all key inputs, steps, and key outputs of the MDMP.
COMMANDER’S INITIAL GUIDANCE
2-14. After a unit receives a mission, the commander issues initial guidance. The initial guidance
accomplishes several things. It—
* Begins the visualization process by identifying the tactical problem (the first step to problem
solving).
* Defines the AO. This presents a COP for the commander and staff to see the terrain, including
the populace.
* Develops the initial commander’s intent, specifically key tasks (including tasks for
reconnaissance), decisive point, and end state. |
3-55 | 23 | Commander and Staff Roles and Responsibilities
* Lists challenges and initial CCIRs. Challenges include any guidance for staff sections.
* Results in the warning order.
2-15. For information collection planning, the initial guidance includes—
* Initial timeline for information collection planning.
* Initial information collection focus.
* Initial information requirements.
* Authorized movement.
* Collection and product development timeline.
2-16. The initial warning order can alert information collection assets to begin collection activities. If this
is the case, the initial warning order includes—
* Named areas of interest (NAIs) covered.
* Collection tasks and information requirements collected.
* Precise guidance on infiltration method, reporting criteria and timelines, fire support, and
casualty evacuation plan.
INITIAL PLANNING GUIDANCE
2-17. 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.
2-18. The commander issues the initial commander’s intent with the commander’s planning guidance. The
staff verifies the draft information collection plan synchronizes with the commander’s initial intent and
assesses any ongoing information collection activities. The staff recommends changes to support the
commander’s intent, CCIRs, and concept of operations.
REFINED COMMANDER’S INTENT, CCIRS, AND EEFI
2-19. 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.
* Rehearsals.
THE STAFF’S ROLE
2-20. The staff must function as a single, cohesive unit. Effective staff members know their respective
responsibilities and duties. They are also familiar with the responsibilities and duties of other staff
members. (See ATTP 5-0.1 for staff duties and responsibilities.) Other coordinating staff members’
information collection responsibilities include helping develop the information collection plan and annexes.
2-21. The chief of staff or executive officer directs the efforts of coordinating and special staff officers,
integrates and synchronizes plans and orders, and supervises management of the CCIRs.
2-22. The G-2 (S-2) must work 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 |
3-55 | 24 | Chapter 2
plan. The G-2 (S-2) also identifies those intelligence assets and resources that provide answers to the
CCIRs.
2-23. The G-2X (S-2X) (hereafter referred to as the 2X) is the doctrinal term for the counterintelligence
and human intelligence staff officer who works directly for the G-2 (S-2). The term also refers to the staff
section led by the 2X. The 2X manages counterintelligence and human intelligence operations to support
the overall unit operation. The 2X section works with the G-2 (S-2) in information collection planning and
assessing, taking developed counterintelligence and human intelligence requirements and identifying the
proper assets to answer the requirements. This information helps develop requirement planning tools and
the overall collection plan.
2-24. The G-3 (S-3) is the primary information collection tasking and directing staff officer in the unit,
tasking the organic and assigned assets for execution. The G-3 (S-3) collaboratively develops the
information collection plan and ensures it synchronizes with the operation plan.
2-25. The other members of the staff support the operations process. Through the planning process, staffs
develop requirements, including CCIRs, and put those 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 and continuously assess how new information impacts 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, the
requirements are answered, or new requirements are developed.
2-26. Staff members consider the following when supporting the information collection planning and
execution:
* Nature of the mission. Offensive, defensive, and stability or defense support of civil authorities
operations have different requirements, timeframes, rules of engagement, and other differences.
These differences influence information staffs require to provide recommendations or decisions.
Unit movements before an operation begins may require a route reconnaissance.
* Terrain and weather. Environments (urban, mountain, jungle, and desert), the size of the
operational area, trafficability, and severe weather conditions affect when and how assets are
deployed and may degrade sensor capabilities. Additionally, terrain management for asset
locations is a staff responsibility when creating the information collection plan.
* Higher commander’s intent and guidance. The commander’s intent and guidance may specify
the initiation of collection activities or may leave leeway for subordinate commanders and staffs.
Staffs determine how information collection activities support the commander’s visualization
expressed in the commander’s intent.
* The known and unknown of the enemy and environment. The commander determines the
criticality of the information identified through CCIRs, which include the LTIOV. The
information required drives the collection timeframe. The staff recommends requirements as part
of the CCIR development process, ensuring that requirements remain current with the situation
and ongoing operations.
* Risk to collection assets. Using the risk management process, commanders include acceptable
risk to collection assets in their guidance. This may preclude the use or early use of some types
of assets. For example, a long-range surveillance company may be available, but the nature of
the terrain and the enemy may dictate the use of a less vulnerable asset.
* Rules of engagement that affect information collection activities. These may include
limitations on where or when aircraft may fly, the use of tracked vehicles in urban areas,
protection measures, surveillance of U.S. citizens (in defense support of civil authorities), and
other restrictions that affect information collection activities.
* Need for operations security. Staffs balance the need for information with the need to avoid
revealing intentions by conducting information collection activities. Operations security may
dictate selection of assets, such as an airborne asset instead of ground reconnaissance asset, or
the use of military deception instead of these assets. |
3-55 | 25 | Commander and Staff Roles and Responsibilities
* Support for friendly military deception operations. Information collection activities can
support friendly deception operations by causing the enemy to predict friendly intentions based
on the reconnaissance and surveillance efforts the enemy observes.
* Available assets. The availability, capabilities, and limitations of assets influence decisions on
when and how to deploy them.
* Enemy counterreconnaissance. Staffs remain cognizant of the nature of the enemy’s
counterreconnaissance intentions and capabilities and plan to defeat or avoid them.
THE WORKING GROUP’S INPUT TO INFORMATION COLLECTION
2-27. A working group is a grouping of predetermined staff representatives who meet to provide analysis
and recommendations for a particular purpose or function. Working groups are cross-functional by design
to synchronize the contributions of multiple command posts’ cells and staff sections.
2-28. A board is a grouping of predetermined staff representatives with delegated decision authority for a
particular purpose or function. Boards are similar to working groups. However, commanders appoint
boards to arrive at a decision. When the process or activity requires command approval, a board is the
appropriate forum.
2-29. A battle rhythm is a deliberate cycle of command, staff, and unit activities intended to synchronize
current and future operations. A headquarters’ battle rhythm consists of a series of meetings, briefings, and
other activities synchronized by time and purpose. The chief of staff or executive officer oversees the battle
rhythm. Each meeting, including working groups and boards, are logically sequenced so that one meeting‘s
outputs are available as another meeting‘s inputs (including higher headquarters meetings).
OPERATIONS AND INTELLIGENCE WORKING GROUP
2-30. 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. The
operations and intelligence staffs provide this function. 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 are not delegated, the 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.
2-31. Unit standard operating procedures (SOPs) and battle rhythms determine how frequently an
operations and intelligence working group meets. This working group should align with both the current
operations and future operations (or plans) cells to ensure requirements planning tools are properly
integrated into the overall operations plan. These planning tools should also be in the concepts for plans.
2-32. The operations and intelligence working group is a temporary grouping of designated staff
representatives who coordinate and integrate information collection activity and provide recommendations
to the commander. This group ensures maximum efficiency in information collection by carefully
employing all the collection tasks or missions together in the information collection plan. This helps satisfy
several requirements and ensures the operations and intelligence working group does not favor or become
too reliant on one particular unit, discipline, or system. The working group usually includes, at a minimum,
the following representatives:
* Chief of staff or executive officer.
* G-3 (S-3) (alternate chair) or representative.
* Engineer coordinator representative.
* Air defense airspace management or brigade aviation element representative.
* G-2 (S-2) or representative.
* G-2X (S-2X) or representative.
* Military intelligence company commander or representative.
* Reconnaissance squadron S-3, S-2, the S-3 and S-2, or a representative.
* G-2X (S-2X) or representative. |
3-55 | 26 | Chapter 2
* Fire support officer or representative.
* G-7 (S-7) or representative.
* Signal officer or representative.
* Electronic warfare officer.
* G-9 (S-9) or representative.
* Chemical, biological, radiological, and nuclear (CBRN) officer.
* Sustainment cell representative.
* Subordinate unit representatives (if available).
* Special operations forces representative (if available).
* Legal representative (if available).
2-33. The working group brings staff sections together. The staff sections validate requirements and
deconflict organic and attached collection assets’ missions and taskings. Input is required from each
member of the working group. The output of the working group is validation of outputs. This includes the
following:
* Understand how the enemy is going to fight.
* Refine the list of requirements.
* Confirm the final disposition of all collection assets.
* Review friendly force information requirements, priority intelligence requirements (PIRs), and
EEFI.
* Validate outputs of other working groups (for example, fusion and targeting working groups).
* Review and establish critical NAIs and target areas of interest (TAIs).
2-34. 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.
2-35. 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.
2-36. The G-2 (S-2) (or representative) comes prepared to provide the following:
* The current enemy situation.
* The current information collection priorities and strategies.
* Current requirements planning tools.
* The situational template tailored to the time discussed.
* Support from resources the G-2 (S-2) must request from higher headquarters.
* Weather and effects of weather on intelligence collection, reconnaissance, and surveillance.
2-37. Table 2-1 describes an example for the operations and intelligence working group. |
3-55 | 27 | Commander and Staff Roles and Responsibilities
Table 2-1. Example of the operations and intelligence working group
Purpose: To synchronize information collection Staff Proponent: G-2 (S-2)
with operations, determine current requirements Chair: Deputy commander
and make full use of all available assets to meet
Attendees: Primary staff sections, fires officer,
the commander’s intent and requirements.
G-2X (S-2X), brigade or battalion liaison officers,
Frequency: Twice weekly. and Air Force liaison officer.
Duration: 30 to 45 minutes.
Location: To be determined.
Inputs: Agenda:
• Command group guidance. • Command group guidance review.
• Area of operations update. • Area of operations review.
• CCIRs update. • Past information collection plan review.
• Future operations requirements. • Weather.
• Subordinate unit requirements. • Future operations requirements.
• Targeting requirements. • Subordinate unit requirements.
• Air tasking order nomination. • Targeting requirements.
Outputs: • Allocation of collection resources and
• Priorities and recommendations for latest assets availability.
information collection plan. • Issues review.
• Latest scrub of the commander’s critical • Summary.
information requirements. • Closing comments.
• Fragmentary order input.
FUSION WORKING GROUP
2-38. Typically, brigade and above form a fusion working group. This working group refines and fuses 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
2-39. The targeting working group synchronizes the unit’s targeting assets and priorities. For the staff,
supporting the planning for the decide, detect, deliver, and assess (known as D3A) activities of the targeting
process requires continuous update 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 early in the targeting process to support target development and other assessments.
2-40. Information collection support to target development takes D3A methodology and applies this to the
development of targets. Units using other targeting techniques—such as find, fix, finish, exploit, analyze,
and disseminate (known as F3EAD) or find, fix, track, target, engage, and assess—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.
2-41. The results of these working groups form the basis of the requests for information collection and
products the intelligence staff uses to create requirements planning tools. The operations staff integrates
these tools in the creation of the information collection plan. |
3-55 | 29 | Chapter 3
Information Collection Planning and Assessment
This chapter describes information collection planning considerations. It then
discusses personnel recovery support. Next, this chapter discusses the military
decisionmaking process and information collection. Lastly, this chapter discusses
information collection assessment.
INFORMATION COLLECTION PLANNING CONSIDERATIONS
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 and provide 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 military actions in time, space, and purpose to produce maximum relative combat power at
a decisive place and time (JP 2-0). This collaborative effort by the staff, with the commander’s
involvement, is essential to synchronize information collection with the overall operation. Planning,
preparing, executing, and assessing information collection activities is a continuous cycle with a timeframe
that depends on the echelon, assets engaged, and the type of operation. For example, offensive operations
have a significantly shorter timeframe for gathering information and expecting to see changes in the
situation than stability operations.
3-3. Conducting information collection activities consists of various staff functions such as 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 to capitalize on the different
capabilities. The plan synchronizes and coordinates collection activities in the overall scheme of maneuver.
A good information collection plan fits into and supports the overall operations plan or order (see table A-1
on page A-7 for an example). It positions and tasks collection assets to collect the right information, sustain
or reconstitute for branches or sequels, or shift priorities as the situation develops. Effective information
collection focuses on answering the commander’s requirements through collection tasks translated into
orders.
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 (COA) selection and targeting
requirements. The intelligence staff, in coordination with the operations staff, ensures all available
collection assets provide the required information. The staff also recommends adjustments to asset
locations, if required.
3-5. An effective 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 to include in the information collection plan. Additionally, the plan must synchronize with the
scheme of maneuver and be updated as that scheme of maneuver changes. Properly synchronized
information collection planning begins when the IPB (threat characteristics, enemy templates, enemy COA
statements, and, most importantly, an enemy event template or matrix) is developed and updated. Properly
synchronized information collection planning ends with well-defined CCIRs and collection strategies based
on the situation and commander’s intent. |
3-55 | 30 | Chapter 3
PERSONNEL RECOVERY SUPPORT
3-6. Personnel recovery support consists of the staff activities and unit capabilities focused on collecting
information to recover and return their own personnel—whether Soldier, Army civilian, selected
Department of Defense contractors, or other personnel as determined by the Secretary of Defense—who are
isolated, missing, detained, or captured in an area of operations (AO). This support also includes
developing detailed analysis, detailed products, and running estimates to defense support of civil authorities
undertaken to recover isolated, missing, detained, or captured personnel.
THE MDMP AND INFORMATION COLLECTION PLANNING
3-7. Information collection planning is 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 decisionmaking process.
Within the MDMP, the staff must prepare certain products used during the plan and prepare activities of the
operations process.
3-8. Information collection activities are continuous, collaborative, and interactive. Several of the outputs
from the MDMP require the collaboration of the staff, especially the intelligence and operations staffs. The
information collection plan is not 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 cooperate 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. Information collection
planning inputs and outputs during the MDMP are highlighted in paragraphs 3-9 through 3-56. (See
ADRP 5-0 for more information on the MDMP.)
RECEIPT OF MISSION
3-9. Before receipt of the mission, the intelligence staff develops intelligence knowledge. In addition to
the knowledge already available, the intelligence staff uses intelligence reach and requests additional
information from higher headquarters to fill the information gaps in the initial intelligence estimate. The
intelligence staff should identify and tap into any ongoing or existing information collection activities or
joint intelligence, surveillance, and reconnaissance collection that offers relevant information to fill gaps.
3-10. The commander and staff shift their efforts to describing the operational environment using mission
variables when a mission is received. The commander and staff also begin preparations for the MDMP.
Commanders provide their initial guidance to the staff. The staff uses it to develop the initial information
collection tasks to units and transmits it as part of the first warning order. Commanders state the critical
information required for the area of operations in their guidance. Expressed in later steps of the MDMP,
these requirements identify the critical pieces of information for the commander to successfully plan,
prepare, execute, and assess 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 include—
* The commander’s initial information collection guidance.
* Intelligence reach tasks.
* Requests for information to higher headquarters.
* Directions for accessing ongoing or existing information collection activities or joint
intelligence, surveillance, and reconnaissance.
* The first warning order with initial information collection tasks. |
3-55 | 31 | Information Collection Planning and Assessment
MISSION ANALYSIS
3-13. When mission analysis begins, the staff should have the higher headquarters plan or order all
available products. The staff adds its updated running estimates to the process. The initial information
collection tasks issued with the first warning order may yield information for analysis and evaluation 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 COA 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 answered by existing collection activities, intelligence reach, and requests for
information to higher echelons. The remaining information gaps 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 may affect information collection planning.
Note: When considering terrain effects, planners can use the geospatial information team to
develop line-of-sight products.
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 helps develop 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 target areas of interest (TAIs) where collection assets focus their
collection efforts. Indicators, coupled with information requirements and essential elements of friendly
information (EEFI), provide collection assets with the required information that units identify and report.
(See chapters 1 and 2 of FM 2-01.3 for 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, the requests for collection support, and the 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 to
fill those gaps. Additionally, the operations officer and the remainder of the staff thoroughly understand the
unit missions, tasks, and purposes. |
3-55 | 32 | Chapter 3
Determine Specified, Implied, and Essential Tasks
3-19. The staff also identifies specified, implied, and essential information collection tasks. Specified tasks
are directed towards 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. These tasks are the focus of the information collection effort.
Review Available Assets
3-20. The staff must review all available collection assets and create an inventory of capabilities to apply
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 may help.
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. Capabilities include—
* Range.
* Day and night effectiveness.
* Technical characteristics.
* Reporting timeliness.
* Geolocation accuracy.
* Durability.
* Threat activity.
* Sustainability.
* Vulnerability.
* Performance history.
3-22. Range deals with the collector’s ability to provide target coverage. It is important to consider mission
range (duration and distance) and the distance of the collection asset from the target. In addition,
intelligence staffs consider the communications requirements from the asset to the controlling headquarters.
* What is the asset’s effective range to observe target activity?
* What is the asset’s ability to move and maneuver including travel and support times?
* If the best asset is an unmanned aircraft system, what it the range of the aircraft?
* What is the flight time duration? How far is the preplanned coverage area from the aircraft
launch locations?
3-23. Day and night effectiveness is the collector’s ability to collect information in varying degrees of
light. Some collection sensors are designed for nighttime or limited visibility conditions, while some
sensors cannot operate at night or with limited visibility.
* Is the asset capable of conducting collection during the hours of darkness and low visibility?
* How does thermal crossover affect the asset’s capabilities?
3-24. Technical characteristics address the capabilities and limitations of the collector’s resources. Urban
environments degrade some capabilities of collection sensors. Weather effects on sensors must be
considered. Collectors consider the time factors each asset requires for task performance.
* Can the sensor see through obscurants?
* What are the effects of the environment (including such factors as urban or rural terrain and soil
composition) on the collection asset?
* Can the sensor continue despite hostile electronic attack?
* Can the aircraft launch in high winds or limited visibility?
* Can the prime mover cross restricted terrain? |
3-55 | 33 | Information Collection Planning and Assessment
3-25. Reporting timeliness deals with the collector’s promptness for reporting. Some collection assets
require additional processing time to convert data into a useable format.
* What are the established reporting criteria for each collection asset?
* How long does it take a collector to disseminate collected information to the requestor?
3-26. Geolocation accuracy discusses the collector’s ability to identify exact locations. Targeting
requirements and rules of engagement may require greater geolocational accuracy. Accuracy implies
reliability and precision.
* How accurate is the locational data provided by the asset?
* Is the asset capable of providing locational accuracy required for precision guided munitions?
3-27. Durability addresses the stability and endurance of the materials used by collectors.
* Can the aircraft launch in high winds or limited visibility?
* Can the prime mover cross restricted terrain?
3-28. Threat activity deals with how much enemy activity the collector identifies. Can the collection
system obtain and report the threat conducting activities?
3-29. Sustainability addresses the length of time a collector can use an asset without additional resources.
Each collection asset has distinct sustainment requirements; therefore, the staff must consider the collection
asset’s sustainability for long duration operations. The longer the collection period, the harder it will be to
find assets for continuous activity. Weather can significantly affect sustainability of certain collection
assets.
3-30. Vulnerability includes the collector’s vulnerability to threat forces, not only in the target area but also
along the entire route of travel. Collectors evaluate their vulnerability to threat forces. Collectors consider
the threat’s ability to locate, identify, and destroy them anywhere their collection mission might take them.
* What is the threat’s ability to locate, identify, and destroy the collection asset?
* Is the collection asset or sensor vulnerable to threat denial and deception?
3-31. Performance history covers the known reliability of collection assets. Experienced staffs know which
collection assets they can rely on to meet the commander’s requirements. Readiness rates, responsiveness,
and accuracy over time may raise one collector’s reliability factor. Certain sensors require confirmation,
especially if targeting is an issue.
3-32. Staffs evaluate the availability of collection assets and know the collectors and processors available
at their own echelon and echelons above and below. Staffs also know how to access those assets and
resources. Theater and joint echelons apportion joint intelligence, surveillance, and reconnaissance assets to
subordinate echelons. Corps and divisions allocate support from the apportioned amount they receive to
brigade combat teams (BCTs) and below. Staffs understand the system of apportionment and allocation to
determine what is available and what to request. Staffs do this by analyzing the higher headquarters order
and reviewing the various scheduling or tracking mechanisms.
Note: Military source operations take time to establish and cultivate. Human intelligence
collection availability and responsiveness links to geographic access, support relationships,
protection restrictions, and workload. (See FM 2-22. 3 and TC 2-22.303 for more information on
military source and human intelligence.)
Signals intelligence assets are also valuable collection assets in stability operations when
properly focused and supported through all-source intelligence analysis. Staffs employ signals
intelligence collection with another collection asset. This mix of coverage allows signals
intelligence collectors to cue and be cued by other collection assets.
3-33. Certain capabilities require confirmation, especially if targeting is an issue. For example, target
selection standards may require the staff to rely on systems capable of providing targeting accuracy. If
experience shows that a particular system is often unavailable because of local weather patterns, the staff
considers this in evaluating the system’s performance history. The staff may select an alternate system. |
3-55 | 34 | Chapter 3
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 using certain collection assets. In other cases, system 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 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 to develop effective plans. The initial information collection plan sets information
collection in motion. Staffs may issue it as part of a warning order, 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 still must
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. (See chapter 4 for additional information on tasking and directing
collection assets.) |
3-55 | 35 | Information Collection Planning and Assessment
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 subsequent 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 begin before the
information collection plan is fully integrated into the scheme of maneuver.
* Insertion and extraction methods for reconnaissance, security, surveillance, and intelligence
units.
* Contingencies for inclement weather to ensure coverage of key NAIs or TAIs.
* The communications plan for transmission of reports from assets to tactical operations centers.
* The inclusion of collection asset locations and movements into 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 system where all units can see requests. 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
in its own information collection plan. At each echelon, the requirement is validated and a determination
made if that echelon can satisfy the requirement. If that echelon cannot satisfy the requirement, it is passed
to the next higher echelon.
Note: This process continues until the requirement is satisfied and the information or
intelligence requirement is no longer needed or cannot be satisfied.
3-47. Throughout the request for information process, units must apprise the submitting organization of the
status of their request for information as either accepted for action, passed to another organization for
action, returned without action (invalid or impracticable request), or closed (satisfied). For the priority
intelligence requirement (PIR), the intelligence staff tracks all production requirements, particularly those
transmitted to higher echelons. When a requirement is satisfied or overcome by events, intelligence officers
must notify the higher headquarters that the requirement is closed.
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 helps the commander achieve situational understanding. Staffs devote the remainder
of the analytical effort to processing, analyzing, and disseminating data and information. |
3-55 | 36 | Chapter 3
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.
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 course of action 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 GAME)
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, DISSEMINATION, AND TRANSITION
3-56. Orders production is putting the plan into effect and directing units to conduct 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. In the parallel and collaborative planning process, planners at all echelons are involved in the
orders process.
INFORMATION COLLECTION ASSESSMENT
3-57. Assessment is the determination of the progress toward accomplishing a task, creating a condition, or
achieving an objective (JP 3-0). Assessment guides every operations process activity. Assessing
information collection activities enables the operations and intelligence staffs to monitor and evaluate the
current situation and progress of the operation. This ensures 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 (LTIOV).
3-59. The running estimate informs the staff of the status of collection on all requirements. A running
estimate is even more effective when staffs compare previous ones that refer to the same time. This
comparison grades accuracy and relevancy of the prediction to what actually occurred enabling the staff to
develop COAs that avoid repeating mistakes. |
3-55 | 37 | Information Collection Planning and Assessment
3-60. After each phase of the operation, staffs conduct an assessment. They examine the audit trail to
determine which requirements were answered and not answered. Afterwards, the operation and intelligence
staffs assess the accuracy and effectiveness of the collection assets and analytic elements. (See chapter 5 of
ADRP 5-0 for more information on assessment.) |
3-55 | 39 | Chapter 4
Information Collection Tasking and Directing
This chapter describes the importance of information collection tasking and directing.
It discusses how the staff finalizes the information collection plan and develops the
information collection overlay. Lastly, this chapter discusses the development of the
information collection scheme of support.
IMPORTANCE OF TASKING AND DIRECTING
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 tasking and directing information collection, the staff recommends redundancy, mix, and cue
as appropriate. 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 retasking to refine, update, or create new
requirements.
FINAL 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 activities 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 prioritized requirements. When collection tasks or requests are passed to
units, the staff provides details that clearly define the collection requirements. These requirements
identify—
* What to collect—information requirements and essential elements of information.
* Where to collect it—named areas of interest (NAIs) and target areas of interest (TAIs).
* When and how long to collect.
* Why to collect—answer commander’s critical information requirements (CCIRs).
4-3. The information collection plan is an execution order. It should be published in the five-paragraph
operation order format as a warning order, an operation order, or a fragmentary order. Staffs use the
information collection plan to task, direct, and manage collection assets (both assigned and attached assets)
to collect against the requirements. The operations officer tasks and directs information collection
activities. The intelligence staff helps the staff develop the information collection plan by providing the
requirement planning tools. (See ATTP 2-01 for additional information on developing planning
requirement tools). Staffs—
* Integrate the information collection plan into the scheme of maneuver.
* Publish annex L (information collection) to the operation order that tasks assets to begin the
collection effort.
* Ensure the information collection plan addresses all of the commander’s requirements.
* Ensure assigned and attached assets have been evaluated and recommended for information
collection tasks within their capabilities.
* Ensure the 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 fragmentary orders and warning orders associated with information collection. |
3-55 | 40 | Chapter 4
4-4. Appendix A contains examples of annex L and an information collection warning order. Figure 4-1 is
a sample information collection matrix format to use as an appendix to annex L. (See chapter 3 of
ATTP 2-01 for additional information and techniques on completing the information collection matrix.)
4-2 FM 3-55 3 May 2013
BCT
brigade
combat
team
XX
organic
asset
nominated
to
the
operations
staff
for
tasking
AO
area
of
operations
R
requests
for
collection
submitted
by
the
intelligence
staff
to
nonorganic
assets
requirement. intelligence priority sheet
per
Normally
one
requirement. intelligence priority Approved
Priority intelligence requirement
requirement. intelligence a
priority
would
answer
related
to
and
requirements a
subset
of
information
are
elements
of
Essential
Essential elements of information
course
of
action.
selection
of
a
commander’s
•
May
influence
the
particular
activity.
threat
of
a
rejection
by
the
adoption
or
•
Points
toward
the
vulnerabilities. threat
•
Points
toward
the
AO
that—
or
any
characteristic
of
evidence
of
threat
activity
Positive
or
negative Indicators
to
assets.
requirement matching tasking
by
facilitate requirements Information
Information requirement
Named area of interest
Start time
End time
XX
1st battalion
Brigade
combat
team
XX–primary
R–request
2d battalion
3rd battalion
Q-36/Q-37
Engineer
Low-cost counter-mortar radar
Reconnaissance
Shadow full motion video
BCT human intelligence
BCT counterintelligence
Prophet
R
Full motion video
R
Division
and
higher
Human intelligence
R
Counterintelligence
R
Communications intelligence
R
Imagery intelligence
R
Moving target indicator |
3-55 | 41 | Information Collection Tasking and Directing
4-5. An information collection plan is the primary means of tasking assets. Staffs can issue this plan as
part of the completed operation order; however, the tactical situation may impose a limited time constraint.
In such cases, staffs can issue the information collection plan as early as the initial warning order. This
gives collection assets time to prepare for information collection activities. Staffs use fragmentary orders to
retask assets already conducting operations and to adjust execution as requirements and priorities change.
INFORMATION COLLECTION OVERLAY
4-6. The staff may issue an information collection overlay depicting the information collection plan in
graphic form as an appendix to annex L to the operation order. Typical items on the overlay include the
following:
* Friendly boundaries and phase lines.
* Reconnaissance handover lines.
* NAIs and TAIs.
* Limits of advance and limits of reconnaissance. Limits of reconnaissance are constraints derived
from higher headquarters orders that may designate a limit of advance that impact
reconnaissance units.
* Counterreconnaissance areas.
* Fire support control measures.
* Graphics depicting zone, area, or route reconnaissance.
* Route start points, release points, infiltration lanes, and checkpoints.
* Primary and alternate observation post locations.
* Ambulance exchange points and logistic release points.
* Planned or existing obstacles.
* Scanned sectors for sensors.
* Unmanned aircraft system flight paths.
* Retransmission locations.
4-7. Figure 4-2 on page 4-4 displays an example of an information collection overlay.
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. |
3-55 | 42 | Chapter 4
Figure 4-2. Example of an information collection overlay
4-9. The staff publishes the scheme of support in annex L. At a minimum, the scheme of support
addresses the items shown in table 4-1. |
3-55 | 43 | Information Collection Tasking and Directing
Table 4-1. Scheme of support
Warfighting
Items Addressed
Functions
Movement and • Provide asset movement routes to and from mission execution location.
maneuver
Fires • Call for fire.
• Request immediate attack helicopter support.
• Request immediate close air support.
Protection • Air defense.
Sustainment • Medical evacuation request.
• Casualty evacuation request.
• Landing zone and pickup zone procedures for rotary-wing aircraft to perform
air-ground integration, casualty evacuation, or aerial resupply.
• Casualty reporting.
• Reconstitution.
• Postal and administrative support.
• Religious support.
• Resupply of classes I, III, and V.
• Field maintenance support, recovery, and evacuation of unserviceable
equipment including vehicles, collection platforms, and systems.
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 (ATTP 3-90.15). (See ATTP 3-90.15 for additional information
on site exploitation.)
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 choose 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. Sometimes the staff’s assumptions about
enemy courses of action (COAs) are not correct. This will result in a change in requirements and
adjustments to the timelines. Staffs may initiate abbreviated versions of the intelligence preparation of the
battlefield (IPB) and decisionmaking processes to accommodate changes in their assumptions.
CORRELATE REPORTS TO REQUIREMENTS
4-13. Correlating information reporting to the original requirement and evaluating reports is important for
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. |
3-55 | 44 | Chapter 4
4-14. To correlate reports, the staff tracks the collection task, where it originates, what the requirement is
and ensures those who need the collected information receive it. For efficiency and timeliness, the staff
links production tasks to requirements. The staff determines which requirements have been satisfied and
which require additional collection.
4-15. The staff addresses 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 or unnecessary message traffic that 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. Was the asset reported by the LTIOV established in the original task?
* 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 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 an indicator. Indicating nothing significant to report is not a reliable indicator of
the absence of activity.
PROVIDE FEEDBACK
4-18. The staff provides feedback to all collection assets on mission effectiveness and to analytic sections
on production. The mission command element of that unit usually 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 maintain information collection effectiveness and alert leaders of
deficiencies to correct.
4-19. As the operation continues, the intelligence and operations staffs track the status of each collection
task, analyze reporting, and 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 and 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 collection tasks that remain outstanding and what remains to be done.
* Collection assets of new tasks designed to exploit cueing and other opportunities.
4-21. By monitoring operations, correlating reports to requirements, screening reports, and providing
feedback, the staff ensures the most effective employment of collection assets. |
3-55 | 45 | Information Collection Tasking and Directing
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. This optimizes collection and exploitation capabilities. The staff
constantly updates requirements to ensure that information gathering efforts synchronize with current
operations and support 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 include—
* Maintain information collection activities synchronized to operations.
* Cue assets to other collection requirements.
* Eliminate satisfied requirements.
* Develop and add new requirements.
* Retask assets.
* Transition to the next operation.
4-24. Each step to update information collection taskings requires intelligence and operations staff to
collaborate. Some steps predominately engage the intelligence staff and others engage the operations staff.
Some steps 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. The staff stays alert to the need for recommending changes in the
information collection plan because of these refinements. As the need for change arises, the intelligence
staff coordinates with the appropriate staff sections to update products required to refine the information
collection plan. This may be as simple as updating timelines or the staff may completely redo these
products.
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. The staff identifies requirements that were satisfied during the evaluation of the information
collection plan. The staff eliminates requirements no longer relevant, whether satisfied or 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.
Develop and Add New Requirements
4-28. As the operation progresses and the situation develops, commanders develop 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. |
3-55 | 46 | Chapter 4
Retask Assets
4-29. The staff may issue orders to retask assets. This is normally in consultation with the intelligence
officer and other staff sections. Retasking is assigning an information collection asset with a new task and
purpose. It occurs—
* Upon completion of the staff’s initial requirement.
* On order, after the LTIOV and having not satisfied the original requirement. (Adjusting the
LTIOV may be required.)
* As planned to support a branch or sequel.
* In response to a variance.
TRANSITION TO THE NEXT OPERATION
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. |
3-55 | 47 | Chapter 5
Information Collection Assets
This chapter discusses information collection assets and capability. It then discusses
those assets by level, phase, and echelon. Lastly, this chapter discusses the network-
enabled information collection.
INFORMATION COLLECTION CAPABILITY
5-1. An information collection capability is any human or automated sensor, asset, or processing,
exploitation, and dissemination system directed to collect information that enables better decisionmaking,
expands understanding of the operational environment, and supports warfighting functions in decisive
action. Factors including a unit’s primary mission, typical size area of operations (AO), number of
personnel, and communications and network limitations significantly affect what sensors, platforms, and
systems are fielded.
5-2. When a unit requires more robust collection assets to meet its mission, it may request resources and
products from higher echelons and adjacent units. During prolonged conflict or joint and multinational
operations, the conduct of routine or protracted reconnaissance, security, surveillance, and intelligence
operations also impact joint intelligence, surveillance, and reconnaissance (ISR) resource allocation and
formalized information collection tasking and requesting procedures.
INFORMATION COLLECTION PLAN BY LEVEL
5-3. Staffs ensure the collection activities remain focused on the commander’s critical information
requirements (CCIRs). Staffs continuously update products and incorporate those products into the running
estimates and common operational picture (COP). Lastly, staffs quickly identify and report threats and
decisive points in the AO.
5-4. Paragraphs 5-5 through 5-8 illustrate collection activities at different levels during different activities
of an operation. Strategic, operational, and tactical levels have different tasks to perform during the
activities of an operation, but all levels work together to provide commanders the intelligence needed to
complete each phase of an operation. Table 5-1 (page 5-2) provides some examples of information
collection assets.
STRATEGIC
5-5. 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 important to support situational awareness during deployment and entry phases because
they—
* Monitor protection indicators.
* Provide warning of ballistic missile launches threatening aerial and seaports of debarkation and
other threats to arriving forces.
* Provide the communications links to forces en route.
* Provide meteorological information that could affect operations. |
3-55 | 48 | Chapter 5
Table 5-1. Sample information collection assets
Levels Examples of information collection assets
• Defense Human Intelligence Service agents.
• Central Intelligence Agency.
Strategic • Federal Bureau of Investigation.
• Defense Intelligence Agency.
• National Security Agency.
• Regionally focused joint information centers.
• Army’s military intelligence brigades.
Operational
• Army aerial exploitation battalions.
• Joint aerial assets.
• A battlefield surveillance brigade.
• Target acquisition radars.
• Reconnaissance and cavalry squadrons and troops.
Tactical
• Attack reconnaissance aviation units.
• Unmanned aircraft system.
• Any Soldier with information to report.
OPERATIONAL
5-6. 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 organic
means provide the deploying tactical force with 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. The theater army’s
military intelligence brigade provides overwatch and functions as both a command post and a research
node. The military intelligence brigade intelligence staff must completely understand the deploying tactical
force commanders’ intent. The military intelligence brigade must understand the deploying forces’ situation
and current mission statuses. In addition, the military intelligence brigade requires access to all relevant
data and knowledge about what is planned at higher headquarters and national levels.
TACTICAL
5-7. The entire information collection and analysis effort shifts to provide tailored support to deploying
forces in response to their CCIRs. Priority in the brigade combat team (BCT) shifts to planning to deploy
and conduct offensive operations to secure a lodgment in the objective areas. The BCT prepares to conduct
combat operations upon arrival. The BCT commander understands the situation sufficiently to employ the
combat power of the BCT effectively. The BCT’s intelligence element collaborates with higher echelons to
satisfy CCIRs and provide the context and focus to the information gathered.
5-8. As the unit prepares to fight upon arrival, it synchronizes its information collection activities with
division and higher echelon headquarters. Operational-, theater-, and national-level intelligence collection
reports are used to develop and continually update the COP.
INFORMATION COLLECTION ASSETS BY PHASE
5-9. Paragraphs 5-10 through 5-17 illustrate collection activities at different phases of an operation. Units
perform different tasks during deployment, entry, and transition. Commanders require certain information
assets to complete each phase of an operation successfully. |
3-55 | 49 | Information Collection Assets
DEPLOYMENT
5-10. Before issuing the execution order, higher tactical echelons and joint, interagency,
intergovernmental, and multinational information collection assets support situation development and
shaping operations in the objective area. Upon receipt of the execution order and approval of the course of
action (COA), the geographic combatant command expands the size and scope of information collection
activities. The geographic combatant command is in the area of responsibility with significant collection
assets to detect, identify, and track adversary decision points and centers of gravity. The geographic
combatant command collects information immediately available to the tactical echelon through the
network. This continuously updates the COP and intelligence running estimate. Combat assessments of
lethal and nonlethal effects drive decisions regarding the deployment timing, locations, and actions on
arrival.
ENTRY
5-11. During the entry phase, deploying units are particularly vulnerable to enemy actions. Effective
intelligence reduces that vulnerability. Tactical forces use the information that their higher headquarters,
and theater- and national-level assets provide to maintain situational awareness and refine plans. The
intelligence running estimate provides the commander predictive intelligence to anticipate adversary
actions. Updates en route provide continuing information about the situation, the threat, and the
environment. Updates allow the commander to adjust the plan before arrival to respond to changes in the
AO or threat actions.
5-12. Forces conduct tactical assault upon arrival as necessary. They conduct continuous reconnaissance,
intelligence, and security operations. As the buildup of forces continues, the tactical forces reduce
dependence on higher echelon resources and rely more on organic assets. As organic and supporting assets
arrive into the theater, commanders immediately employ these assets to support tactical-level situational
awareness. In addition, operational and strategic resources still contribute to the COP. Arriving units and
staffs establish liaisons with units already in the AO.
5-13. As the BCT enters the AO, it relies primarily on national-, theater-, and higher-tactical echelon
information collectors until its organic assets become fully available. The intelligence overwatch support
section provides context and focus to information gathered by theater and national collectors. Appropriate
to echelon, the S-2 and military intelligence elements focus and put the information collected, analyzed,
and disseminated by higher echelons into context. The different echelons integrate raw and analyzed
information to answer their commander’s priority intelligence requirements (PIRs) and tailor reports to
mission requirements. In the early phases of entry operations, focused, detailed collection and analysis of
the BCT’s operational environment remains a primary responsibility of its higher headquarters. The BCT
provides its own situational awareness of the operational environment when assigned its operational area.
5-14. Once on the ground, the BCT immediately begins to deploy its information collection reconnaissance
units, sensors, and collection systems. The tactical echelon expands its sensing and collecting capabilities
until the entire force is on the ground and achieves maximum situational awareness. During entry
operations, echelons above brigade provide collection support and serve to complement the BCT’s organic
reconnaissance units and assets. Once the BCT deploys, strategic and operational echelons continue to
complement the BCT’s organic assets and focus on those areas outside the sensing range and capability of
the maneuver elements. Sensors covering the noncontiguous AO provide early warning and cueing of the
BCT’s reconnaissance squadron and sensors.
TRANSITION
5-15. Information collection requirements during the transition phase shift from one operation to another.
The combatant commander remains aware that major combat operations and stability operations may occur
simultaneously.
5-16. Commanders may reprioritize strategic and operational echelon information collection assets. The
BCT’s collection assets become a resource for division headquarters and higher echelon units for their
information needs. The AO generally involves other nations. Often, multinational information collection
focus increases along with the involvement of nongovernmental organizations. Multinational collection |
3-55 | 50 | Chapter 5
entities may operate in each brigade’s AO with no formal command relationship. Commanders must
effectively integrate these capabilities into collection plans and processes to prevent unnecessary
redundancy and maximize information sharing.
5-17. During this phase, the combatant commander and all subordinate echelons redefine adversary centers
of gravity and focus information collection activities on political, social, economic, information, and
criminal activities that pose a threat to friendly forces and the stability of the AO. Collaboration and
interaction with all friendly elements in the AO is essential. Predictive assessments for the remaining threat
forces or illicit factions contribute to future operational planning and force disposition.
INFORMATION COLLECTION ASSETS BY ECHELON
5-18. Paragraphs 5-19 through 5-41 illustrate collection activities in different echelons of an operation.
Different units perform different tasks at each echelon. Commanders at different echelons require certain
information assets to complete each phase of an operation successfully.
SPECIAL OPERATIONS FORCES
5-19. Special operations forces may possess a high degree of cultural awareness due to their extensive
training, experience, and regional orientation. Some members of every unit communicate in the local
language. Civil affairs units are also sources of useful information; however, commanders recognize that
the legitimacy of civil affairs operations often hinges on whether the local population perceives those forces
are collecting information. Civil affairs may be tasked to collect information en route to or returning from a
meeting with host-nation personnel but may not be tasked to collect information during the meeting. Some
special operations forces make ideal collection assets during stability operations because they can interact
with the local population.
5-20. Historically, special operations forces have operated independently from conventional forces,
although both plan and execute operations in a synchronized framework to support the joint force
commander’s overall plan. Recent operations have produced situations where conventional forces and
special operations forces operate in the same operational area simultaneously and require close
coordination. Conventional forces and special operations forces can complement one another in a number
of areas, including information collection activities. Special operations forces can provide conventional
forces with special reconnaissance capabilities, positive identification of targets, target marking and
terminal guidance, battle damage assessment, information on indigenous forces, and combat weather
support. Conventional forces can provide special operations forces with robust fire support, multiple attack
resource options, lethal and nonlethal effects, and other resources available to heavier forces.
5-21. Key lessons for successfully integrating conventional forces with special operations forces include:
* Establish personal relationships (rapport).
* Train integrated forces before conducting tactical operations.
* Clearly define and articulate command relationships.
* Fully integrate planning and intelligence efforts to alleviate misunderstandings.
* Understand the strengths and limitations of each force and use this knowledge as an advantage.
MILITARY INTELLIGENCE BRIGADE
5-22. The theater army’s military intelligence brigade provides intelligence support, including support for
information collection activities. The military intelligence brigade supports the theater army, other Army
operational-level commands in the area of responsibility, and combatant, joint, or multinational commands.
5-23. The military intelligence brigade consists of the—
* Operations battalion.
* Forward collection battalion (counterintelligence and human intelligence).
* Forward collection battalion (signals intelligence).
* Strategic signals intelligence battalion.
* Theater support battalion. |
3-55 | 51 | Information Collection Assets
5-24. The military intelligence brigade performs intelligence operations, all-source intelligence analysis,
intelligence production, intelligence collection management, and intelligence dissemination support of the
theater army. It provides dedicated long-term, continuous support to the geographic combatant commander
or subunified commander for that commander’s theater security cooperation plan and small-scale
contingencies. It also provides in-theater intelligence support during major combat operations.
5-25. The military intelligence brigade provides the theater army commander with dedicated intelligence
capabilities for all intelligence disciplines. It has robust counterintelligence and human intelligence
capabilities with interrogation and exploitation potential. Each military intelligence brigade has dedicated
imagery intelligence analysts and most have imagery intelligence collection capabilities. The military
intelligence brigade also has measurement and signature intelligence capabilities.
BATTLEFIELD SURVEILLANCE BRIGADE
5-26. The battlefield surveillance brigade (BFSB) conducts reconnaissance and security to collect
information to defense support of civil authorities at echelons above brigade level. It helps develop the
COP and it enhances commanders’ decisionmaking. Table 5-2 (page 5-6) identifies BFSB collection assets.
The BFSB fills two roles in division-level and higher operations. It augments BCTs and supporting
brigades to enhance their abilities to accomplish missions. It also executes their portion of the information
collection plan—
* In that portion of the AO not assigned to a subordinate unit.
* In an AO assigned to it by the supported unit.
* In an area that has characteristics of both types (assigned AO).
5-27. Assets above division level can fulfill many intelligence requirements but may not answer all of
them. Often, higher-level operational needs take precedence and cause assets at these levels to focus on the
next higher echelon’s CCIRs. In some cases, higher-level assets may not provide the level of detail or
timeliness the BFSB’s supported command requires. The BFSB bridges the gap between the tactical
reconnaissance and security executed at brigade level and the operational and strategic reconnaissance
executed at levels above the division.
5-28. In its other role, the BFSB augments other brigades by providing counterintelligence, human
intelligence, signals intelligence, and unmanned aircraft system. In some situations, augmentation includes
elements of the reconnaissance squadron. The BFSB provides a means for the supported commander to
weigh the decisive operation or the main effort and to provide other brigades with assets, capabilities, or the
increased capacity required for a mission or operation. (See FM 3-55.1 for additional information on BFSB
operations.)
COMBAT AVIATION BRIGADE
5-29. The combat aviation brigade accomplishes reconnaissance and surveillance with its attack
reconnaissance battalions and (when fielded) one unmanned aircraft system company. The heavy, medium,
light, and expeditionary combat aviation brigade have similar organization, varying only in the type and
number of attack reconnaissance battalions. Heavy and medium combat aviation brigades have more robust
firepower capabilities than light and expeditionary combat aviation brigades.
5-30. The combat aviation brigade commander is the higher commander’s senior advisor for employment
of aviation assets. The combat aviation brigade commander and staff are the primary integrators of manned
aircraft and unmanned aircraft system operations.
5-31. The unmanned aircraft system company of the combat aviation brigade, when fully fielded, deploys a
one system ground control station to the BFSB and fires brigade as required for mission planning and
execution. Based on higher echelon requirements, the BFSB and fires brigade control the unmanned
aircraft for reconnaissance and surveillance operations. The combat aviation brigade launches the aircraft
and turns control over to the one system ground control station operators. The one system ground control
station locates where it can best control the aircraft and disseminates collected information. |
3-55 | 52 | Chapter 5
Table 5-2. Battlefield surveillance brigade information collection assets
Warfighting
Organization Capability
Function
Movement and Reconnaissance
Conduct area, zone, or route reconnaissance.
Maneuver squadron
Provide signals intercept and signal emitter location data that
use 12-person multifunction teams that combine signals
intelligence, human intelligence, and counterintelligence
capabilities and supporting operational management teams.
Provide counterintelligence and human intelligence teams
and supporting operational management teams that provide
Military intelligence general support to division or corps collection requirements.
Intelligence battalion
Provide counterintelligence and human intelligence teams
intelligence operations
that provide general support to augment capabilities of a
maneuver brigade.
Provide counterintelligence or human intelligence capability to
a functional brigade.
Provide aerial reconnaissance and surveillance capability.
Provide battle damage assessment capability.
Support development of brigade common operational picture,
targeting, intelligence preparation of the battlefield, and
analysis of reporting across all the warfighting functions and
development of intelligence products.
Provide geospatial intelligence.
Headquarters and
Intelligence
headquarters company Receive, process, and display near-real time information from
nonorganic airborne sensors, including joint surveillance
target attack radar system.
Provide additional information collected during conduct of
primary missions.
Provide information and intelligence developed and
Brigade support
Sustainment disseminated through mission command systems (such as
company
command post of the future).
Provide additional information collected during conduct of
Brigade headquarters
Mission primary missions.
and headquarters
Command Provide signal retransmission teams that provide additional
company
observation posts.
FIRES BRIGADE
5-32. Normally fires brigades are assigned, attached, or placed under the operational control of a division
headquarters. However, these brigades may be attached or placed under operational control to a corps
headquarters, a joint forces land component command, a joint task force (JTF), or another Service or
functional component. Fire brigades are task organized to accomplish missions.
5-33. Fires brigades reconnoiter, detect, and attack targets and confirm the effectiveness of fires. Fire
brigades have robust communications and control systems that facilitate the efficient application of fires.
They have the necessary fire support and targeting structure to effectively execute the entire decide, detect,
deliver, and assess targeting process for their assigned tasks.
5-34. The fires brigade and each of its subordinate organizations can be augmented (task-organized) as
required. For instance, executing a strike may require placing additional collection assets capabilities under
operational control of the fires brigade headquarters. Alternatively, the BFSB can retain control of its
organic assets and provide the information and desired effects to the fires brigade. |
3-55 | 53 | Information Collection Assets
BRIGADE COMBAT TEAM
5-35. The BCT is the Army’s largest defined combined arms organization and the Army’s primary close
combat force. For combat operations, the combatant commander builds the ground component of a JTF
around the BCT. The BCT includes units and capabilities from every warfighting function; it is task-
organized to meet mission requirements. Some capabilities, such as unmanned aircraft system platoons, are
assets with a sole purpose to support information collection activities. However, commanders consider
some information collection assets not immediately obvious when planning reconnaissance and
surveillance tasks and missions to answer CCIRs fully. See tables 5-3 (page 5-8), 5-4 (page 5-9), and 5-5
(page 5-10) for each BCT’s information collection assets.
5-36. The BCT conducts reconnaissance, security, and intelligence operations. The BCT commander gains
situational understanding by conducting integrated reconnaissance and security operations that answer the
CCIRs. The BCT assigns short-term reconnaissance, intelligence, and security tasks to its reconnaissance
squadron; sustained missions usually require participation from the entire BCT. When the BCT assigns
reconnaissance or security tasks to a subordinate element, the BCT task-organizes the subordinate element
and allocates the resources necessary to meet its mission requirements. The BCT may allocate tank and
mechanized infantry units, reconnaissance units, engineer elements, attack helicopter units, close air
support priority, and intelligence systems to perform reconnaissance or security tasks. (See FM 3-90.6 for
information on reconnaissance, security, and intelligence operations for the BCT.)
5-37. The BCT operations section—
* Develops the information collection plan.
* Tasks subordinate units.
* Ensures the information collection plan supports the overall scheme of maneuver.
5-38. The BCT intelligence section—
* Assesses information received to derive intelligence.
* Performs requirements planning and assessment of information collection. |
3-55 | 54 | Chapter 5
Table 5-3. Infantry brigade combat team information collection assets
Warfighting
Organization Capability
Function
Conduct Soldier sensor missions, as needed, to satisfy
requirements.
Reconnaissance
Conduct security operations and surveillance tasks as
squadron
required.
Movement and
Conduct area, zone, or route reconnaissance.
Maneuver
Conduct Soldier sensor missions, as needed, to satisfy
requirements, including tactical questioning.
Infantry battalion
Provide scout platoon capability for real-time detection,
recognition, and identification of distant target locations.
Conduct intelligence operations, military source operations,
document exploitation, interrogation and debriefing, and
counterintelligence operations (such as preliminary
investigations).
Military intelligence Support development of brigade common operational
Intelligence
company picture, targeting, intelligence preparation of the battlefield,
analysis, reconnaissance and surveillance reporting across
all the warfighting functions, and intelligence products.
Provide organic aerial reconnaissance and surveillance
and battle damage assessment capability.
Conduct Soldier sensor missions, as needed, to satisfy
information requirements.
Fires Fires battalion
Detect artillery and mortar fires and establish long-duration
observation posts.
Provide additional information collected during conduct of
primary missions.
Sustainment Brigade support Provide information on types of wounds or injuries,
battalion diseases, and health and welfare of population that refines
understanding of operational environment or enemy
capabilities.
Provide information collected during internment and
Brigade special troops
resettlement, area security, and maneuver mobility defense
battalion
support of civil authorities.
Conduct Soldier sensor missions, as needed, to satisfy
Protection
information requirements.
Engineer company Provide terrain teams and reconnaissance teams that
identify key terrain, obstacle intelligence, and infrastructure
information.
Provide information and intelligence developed and
disseminated through mission command systems.
Mission Brigade special troops
Conduct route, area, and zone CBRN reconnaissance to
Command battalion
detect, identify, mark, report, and sample for presence of
CBRN hazards.
CBRN chemical, biological, radiological, and nuclear |
3-55 | 55 | Information Collection Assets
Table 5-4. Armored brigade combat team information collection assets
Warfighting
Organization Capability
function
Conduct security operations and surveillance tasks
Reconnaissance squadron including Soldier sensor missions, as needed, to satisfy
information requirements.
Movement
Conduct area, zone, or route reconnaissance.
and
Conduct Soldier sensor missions, as needed, to satisfy
Maneuver
information requirements, including tactical questioning.
Combined arms battalion
Provide scout platoon capability for real-time detection,
recognition, and identification of distant target locations.
Conduct intelligence operations, source operations,
document exploitation, interrogation and debriefing, and
counterintelligence operations (such as preliminary
investigations).
Intelligence Military intelligence company
Provide organic aerial reconnaissance and surveillance
and battle damage assessment capability.
Receive, process, and display near real-time
information from non-organic airborne sensors.
Conduct Soldier sensor missions, as needed, to satisfy
information requirements.
Fires Fires battalion
Detect artillery and mortar fires.
Establish long-duration observation posts.
Provide additional information collected during conduct
of primary missions.
Provide information on types of wounds or injuries,
diseases, and health and welfare of population that
Sustainment Brigade support battalion
refines understanding of operational environment or
enemy capabilities.
Provide additional information collected during conduct
of primary missions.
Provide information collected during internment and
resettlement, area security, and maneuver mobility
support operations.
Conduct Soldier sensor missions, as needed, to satisfy
information requirements.
Brigade special troops
Protection Provide terrain teams and reconnaissance teams to
battalion
identify key terrain, obstacle intelligence, and
infrastructure information.
Conduct route, area, and zone CBRN reconnaissance
to detect, identify, mark, report, and sample for
presence of CBRN hazards.
Provide additional information collected during conduct
Mission Brigade special troops of primary missions.
Command battalion Provide signal retransmission teams that can provide
additional observation post capability.
CBRN chemical, biological, radiological, and nuclear |
3-55 | 56 | Chapter 5
Table 5-5. Stryker brigade combat team information collection assets
Warfighting
Organization Capability
function
Conduct security operations, surveillance tasks, and tactical
questioning to include Soldier sensor missions, as needed, to satisfy
information requirements.
Conduct area, zone, or route reconnaissance.
Provide organic unmanned aircraft system platoon to conduct aerial
reconnaissance and surveillance and battle damage assessment.
Reconnaissance
Movement Provide prophet signal intercept system to provide signals intercept
squadron
and and signal emitter location data.
Maneuver
Provide CBRN platoon to conduct route, area, and zone CBRN
reconnaissance to detect, identify, mark, report, and sample for
presence of CBRN hazards.
Provide unattended ground sensors platoon for increased unmanned
monitoring of terrain.
Stryker Conduct Soldier sensor missions, as needed, to satisfy information
battalions requirements including tactical questioning.
Conduct intelligence operations military source operations. Document
exploitation, interrogation and debriefing, and counterintelligence
operations (such as preliminary investigations).
Military Support development of brigade common operational picture,
Intelligence intelligence targeting, intelligence preparation of the battlefield, analysis of
company reporting across all the warfighting functions, and development of
intelligence products.
Receive, process, and display near real time information from non-
organic airborne sensors.
Conduct Soldier sensor missions, as needed, to satisfy information
collection requirements.
Fires Fires battalion
Detect artillery and mortar fires. Establish long duration observation
posts.
Provide additional information collected during conduct of primary
missions.
Brigade support
Sustainment Provide information on types of wounds or injuries, diseases, and
battalion
health and welfare of population that refines understanding of
operational environment or enemy capabilities.
Provide information collected during internment and resettlement,
Military police area security, and maneuver mobility support operations
platoon Conduct route, area, and zone CBRN reconnaissance to detect,
identify, mark, report, and sample for presence of CBRN hazards.
Protection
Conduct Soldier sensor missions, as needed, to satisfy information
Engineer requirements.
company Provide terrain teams and reconnaissance teams to identify key
terrain, obstacle Intelligence, and infrastructure information.
Provide combat information and intelligence developed and
disseminated through mission command systems (such as command
post of the future).
Mission Brigade support
Provide additional information collected during conduct of primary
Command battalion
missions.
Provide signal retransmission teams that can provide additional
observation post capabilities.
CBRN chemical, biological, radiological, and nuclear |
3-55 | 57 | Information Collection Assets
BRIGADE COMBAT TEAM RECONNAISSANCE SQUADRON
5-39. The reconnaissance squadrons of the armored BCT, infantry BCT, and Stryker BCT are organized to
accomplish reconnaissance and security missions throughout the BCT’s AO. By leveraging information
technology with air and ground reconnaissance capabilities in complex terrain, the reconnaissance squadron
focuses on all categories of threats in a designated AO. The BCT commander maintains battlefield mobility
and agility while choosing the time, place, and method to confront the enemy. The squadron commander
has various tools to conduct reconnaissance and security missions across the range of military operations.
The squadron commander can task-organize to optimize complementary effects while maximizing support
throughout the BCT’s AO. (See FM 3-20.96 for information on the BCT reconnaissance squadrons.)
5-40. Army information collection assets at the brigade level ensure intelligence and information is
available to commanders in increasingly decentralized AOs. Corps, division, and BCTs often require
information from the same assets. The requirement for layering information collection capabilities—some
with theater-level applications—and the logistics, processing, exploitation, and dissemination of those
assets require management at echelons above brigade.
5-41. Information collection capabilities rapidly evolve to meet new challenges of the current and future
AOs and provide the flexibility required to provide information across the range of military operations. To
act decisively, commanders and staffs identify, understand, and integrate (sometimes creatively) the
multitude of information collection capabilities found at every echelon across the warfighting functions.
NETWORK-ENABLED INFORMATION COLLECTION
5-42. Joint elements network to create information sharing and collaboration. This networking provides a
greater unity of effort, synchronization, and integration of all 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 JTFs. The DCGS-A integrates intelligence tasking,
collection, processing, and dissemination across the Army and joint community. DCGS-A unites 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. |
3-55 | 59 | Chapter 6
Joint Intelligence, Surveillance, and Reconnaissance
The Army conducts operations as part of a joint force. This chapter examines joint
intelligence, surveillance, and reconnaissance activities as part of unified action. It
discusses the joint intelligence, surveillance, and reconnaissance concepts, doctrine,
resources, and planning systems. It then discusses national intelligence, surveillance,
and reconnaissance resources and guidelines. Lastly, this chapter discusses joint
intelligence, surveillance, and reconnaissance considerations and organization.
JOINT ISR AND UNIFIED ACTION
6-1. 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 and 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.
6-2. Army forces in an operational area are exposed to many non-Army participants. Multinational
formations, host-nation forces, other governmental agencies, contractors, and nongovernmental
organizations are located 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 gain by working with and leveraging the capabilities of these entities. The Army
expands the joint intelligence, surveillance, and reconnaissance (ISR) doctrine (see JP 2-01) by defining
information collection as an activity that focuses on answering the commander’s critical information
requirements (CCIRs).
JOINT ISR CONCEPTS
6-3. Joint ISR is an intelligence function. The J-2 controls joint ISR’s collections systems, which are
intelligence assets and resources. 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 airborne assets. Integration and interdependence are two key concepts that influence
how the Army conducts joint ISR in the joint operations area.
INTEGRATION
6-4. 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 creates 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. |
3-55 | 60 | Chapter 6
INTERDEPENDENCE
6-5. 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. This includes integrated capabilities that—
Gain information superiority through improved, fully synchronized and integrated ISR,
knowledge management, and information management.
Share a common operational picture (COP).
Improve the ability of joint force and Service component commanders to conduct
operations.
* Joint intelligence. This includes 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 an operational environment.
JOINT ISR DOCTRINE
6-6. 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 know 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.
6-7. Army and joint doctrine share many of the same terms and definitions; however, commanders and
staffs must understand their use and differences. Examples include joint use of ISR and the Army’s use of
information collection, joint operations area instead of area of operations (AO), and the joint operation
planning process instead of the military decisionmaking process (MDMP).
JOINT ISR RESOURCES
6-8. When organic collection assets or other Army resources are not sufficient, the intelligence officer and
operations officer need to understand how to access joint resources. The exact procedures vary in each
operational theater. The joint force collection manager reviews all requests for joint ISR resources based on
validated needs established by the command’s formal intelligence requirements.
6-9. A request for information is one type of resource. Subordinate Army commanders submit their
requests for information through echelon channels. If the intermediate echelons cannot answer the requests,
they are passed to the joint task force’s (JTF) request for information section for research and response.
Once a request for information is returned without an answer, subordinate commanders can submit a
request for joint ISR support to the joint intelligence operations center. The joint intelligence operations
center apportions its assets or other resources from higher echelons against the requests it receives, in order
of priority, as defined by the JTF commander. Requests that cannot be satisfied by assets controlled or
apportioned by the JTF are translated into the national intelligence system for collection.
6-10. Another resource is air support. At echelons below Army Service component command, requests for
joint ISR air support go through an air support operations center or similar organization. Units requesting
joint ISR support must accurately write air support requests and request the desired capability or effect, not
the airframe. Air Force air liaison officers at that headquarters may help train Army personnel how to
prepare air support requests; however, their primary duty is to advise the commander and staff. |
3-55 | 61 | Joint Intelligence, Surveillance, and Reconnaissance
6-11. Some resources are outside the theater. The mission may require joint ISR resources not organic to
the theater or to the components of the subordinate joint force. Joint ISR resources are typically in high
demand and requirements usually exceed platform capabilities or inventory. The joint force collection
manager must ensure that all requests for additional joint ISR resources are based on validated needs as
established by the command’s formal intelligence requirements.
JOINT ISR PLANNING SYSTEMS
6-12. 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. 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. In joint collection management operations, the collection manager
coordinates with the operations directorate to forward collection requirements to the component
commander exercising tactical control over the theater reconnaissance and surveillance assets. A mission
tasking order goes to the unit responsible for the collection operations. At the selected unit, the mission
manager makes the final choice of platforms, equipment, and personnel required for the collection
operations based on operational considerations such as maintenance, schedules, training, and experience.
The Air Force uses the collection management mission application. This application 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.
JOINT AIR PLANNING PROCESS
6-13. Any joint ISR plan involving airborne assets or resources must consider the joint air planning
process. The combatant commander has an air component with an air and space operations center. This air
and space operations center controls the airspace in the area of responsibility and all air activity above the
coordinating altitude determined by that commander. The air and space operations center must know
everything flying above the coordinating altitude. The air and space operations center prioritizes joint ISR
requirements for the assets that the Air Force component command controls and apportions. In a
multinational headquarters, the air and space operations center is the combined air and space operations
center.
6-14. Recent operations have demonstrated the value of having joint ISR liaison officers at Army
organizational headquarters to help tactical commanders integrate theater ISR assets into their operations.
These officers come from the air and space operations center, combined air and space operations center, or
the Combined Forces Air Component Command. These liaison elements provide joint expertise and direct
liaison with the combined air and space operations center. These liaison elements also provide insight to the
combined air and space operations center and related organizations into the operations they support.
JOINT ISR CONCEPT OF OPERATIONS
6-15. The counterpart to the joint ISR plan is the joint ISR concept of operations. The concept of
operations is developed with operational planning. The joint ISR concept of operations is based on the
collection strategy and ISR execution planning. It 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, including 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 to maximize efficient utilization and ensure the
timely release of allocated ISR resources when no longer needed by the joint force. (See chapter 2 of
JP 2-01 for more information on the concept of operations in detail.) |
3-55 | 62 | Chapter 6
NATIONAL ISR RESOURCES AND GUIDELINES
6-16. In the context of the National Intelligence Priority Framework, ISR operations justifies 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
6-17. 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 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.
6-18. Depending on the situation, NIST personnel are 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 (BCT) level in some cases.
PLANNING AND REQUESTS FOR INFORMATION SYSTEMS
6-19. Several national databases and Intelink Web sites contain information applicable to the intelligence
preparation of the battlefield (IPB) 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 answer intelligence or information requirements.
* Modernized integrated database contains current, worldwide order-of-battle data organized by
country, unit, facility, and equipment.
* National Geospatial-Intelligence Agency’s National Exploitation System permits users to
research the availability of imagery coverage over targets of interest and to access historical
national imagery archives and imagery intelligence reports.
* Country knowledge bases and crisis home pages are maintained by many combatant command
and joint force commands as Intelink Web sites containing the best and most up-to-date
intelligence products available from the intelligence community.
* Signals intelligence online information system is a database that contains current and
historical finished signals intelligence products.
* Secure analyst file environment is a set of structured data files that provide access to the
following databases:
Intelligence Report Index Summary File contains index records and the full text of
current and historical intelligence information reports.
All-Source Document Index contains index records and abstracts for hardcopy all-source
intelligence documents produced by Defense Intelligence Agency.
* Human intelligence collection requirements is a registry of all validated human intelligence
requirements and tasking.
* Modernized Defense Intelligence Threat Data System is a collection of analytic tools that
support the retrieval and analysis of information and intelligence related to counterintelligence,
indications and warning, and counterterrorism.
* Community online intelligence system for end users and managers is a database application
that allows the user to identify and track the status of all validated crisis and noncrisis
intelligence production requirements. |
3-55 | 63 | Joint Intelligence, Surveillance, and Reconnaissance
REQUIREMENTS MANAGEMENT SYSTEM
6-20. 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 to
support the United States’ imagery and geospatial information system. The National Geospatial-
Intelligence Agency manages this system and provides end-to-end management of national and strategic
imagery collection, exploitation, and dissemination. This system enables creation, review, and approval of
imagery requests. It tasks requirements for collection, production, and exploitation of imagery to
appropriate locations. The requirements management system determines satisfaction of imagery requests,
modifies imagery requests based on input from other sources of intelligence, and provides analytical tools
for users to exploit.
6-21. The developed 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.
6-22. 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
6-23. 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.
6-24. The NSRP establishes an end-to-end cryptologic mission management tracking system using
information needs. Collectors of signals intelligence satisfy tactical through national 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.
6-25. Information needs are used in NSRP to relay the collection requirements to signals intelligence
collectors and systems. Users prioritize and classify information needs according to standardized time
categories. Priorities for research information needs involve limited efforts and only exist for a set time
using existing data (no new collection is required). Limited duration information needs require collection
and production over a period of up to 90 days. Standing information needs require sustained collection over
periods exceeding 90 days and up to 2 years.
6-26. Information needs are further prioritized based on how quickly the signals intelligence community
must react to the request for collection by identifying—
* Routine information needs that require action in 30 or more days.
* Time sensitive information needs that require actions in 4 to 29 days after submission.
* Time critical information needs that require actions in the first three days after submission.
6-27. Requests for national signals intelligence collection must be sponsored at the national level, validated
by the intelligence community, and prioritized among all the other competing requirements.
GUIDELINES FOR ACCESSING NATIONAL RESOURCES FOR INFORMATION
6-28. Depending upon local procedures and systems available, the Army intelligence officer may use
various means to submit a request for information. The bulleted guidelines in this paragraph help access
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. |
3-55 | 64 | Chapter 6
* 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 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 ISR CONSIDERATIONS
6-29. Communication and cooperation with other agencies and organizations in the joint operations area
enhances ISR collection efforts and creates 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 with the Army while others may not. Some organizations are
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—
* Relationship building. 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 help or support to facilitate cooperation.
* Mutual interests. Other organizations may have the same interests as U.S. forces (such as
increased security).
* Mutual trust. At a minimum, organizations trust U.S. forces will not abuse the relationship and
that the information is provided in good faith.
6-30. Commanders cannot task civilian organizations to collect information. However, U.S. government
intelligence or law enforcement agencies collect or have access to information as part of their operations.
These organizations may benefit by mutually sharing information and can be an excellent resource.
Provincial reconstruction teams, for example, work in cooperation with military efforts and can provide
information important to the commander’s lines of effort such as infrastructure, governance, economic
development, and healthcare.
JOINT ISR ORGANIZATION
6-31. The JTF is the primary organization for joint operations. If other nations are included, it is a
combined JTF. The JTF performs missions of short duration with specific, limited objectives. The JTF
draws units from theater components and may receive augmentation of units, intelligence capabilities, and
communications from outside the theater.
6-32. When Army forces operate under a JTF or combined JTF for unified action, several organizations in
the joint intelligence architecture help lower echelons with their joint ISR and information collection plans.
The J-2 headquarters of a typical JTF has a joint intelligence operations center. In this center, the collection
management and the request for information sections are useful to Army intelligence officers as they plan
joint ISR operations. In some cases, the collection management and dissemination sections are combined
by the J-2. (See chapter 2 of JP 3-33 for information on organization of JTF staff).
6-33. Key joint organizations for joint ISR include—
* Joint intelligence support element.
* Air and space operations center or combined air and space operations center.
* Intergovernmental and nongovernmental organizations.
* Multinational operations. |
3-55 | 65 | Joint Intelligence, Surveillance, and Reconnaissance
JOINT INTELLIGENCE SUPPORT ELEMENT
6-34. The joint intelligence support element may also augment the J-2 element of the JTF. The collection
management operations branch section within the joint intelligence support element is the interface where
subordinate Army commanders receive support from the JTF. The collection management operations
branch oversees the JTF’s ISR activities. Dynamic retasking of joint resources must be coordinated with
the joint intelligence support element collection management operations branch.
AIR AND SPACE OPERATIONS CENTER OR COMBINED AIR AND SPACE OPERATIONS
CENTER
6-35. Joint air planning products produced by the air and space operations center include the air tasking
order, airspace control order, and special instructions. The air tasking order, airspace control order, and
special instructions provide operational and tactical direction at the appropriate levels of detail. For aerial
assets, these products are important for intelligence staffs as well as mission managers and operators (for
example, unmanned aircraft system operators and aircraft pilots).
6-36. Army intelligence staffs coordinate with the air and space operations center through an Army unit
called a battlefield coordination detachment. The battlefield coordination detachment is the Army Service
component command’s liaison at the air and space operations center. This detachment communicates the
land component commander’s issues to the air component commander. Aerial collection requests flow
through the battlefield coordination detachment to the air and space operations center for consideration.
(See ATTP 3-09.13 for more information on battlefield coordination detachment duties and
responsibilities).
6-37. The air and space operations center sends a liaison element to the air component command element
to communicate the air component commander’s issues to the land component commander.
INTERGOVERNMENTAL AND NONGOVERNMENTAL ORGANIZATIONS
6-38. In addition to working with U.S. government agencies, unified action involves synchronizing joint or
multinational military operations with activities of other governmental agencies, intergovernmental
organizations, nongovernmental organizations, and contractors. These organizations may have significant
access, specialized knowledge, or insight and understanding of the local situation. 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 important to develop a relationship to exchange information without revealing
requirements.
MULTINATIONAL OPERATIONS
6-39. Multinational operations is a collective term to describe military actions conducted by forces of two
or more nations, usually undertaken within the structure of a coalition or alliance (JP 3-16). Intensive
coordination, training, and extensive liaison are important to effective multinational ISR operations.
6-40. In multinational operations, the JTF must share intelligence to accomplish the mission with foreign
military forces and coordinate the exchange of intelligence liaisons with those forces. Command and
control of ISR resources may remain essentially national or be integrated into a combined command and
control structure. There is no single intelligence doctrine for multinational operations. Each coalition or
alliance develops its own procedures. (See JP 2-01 for more information on the intelligence considerations
for multinational operations.)
6-41. Multinational force commanders establish a system that optimizes each nation’s contributions.
Managing assets from multinational partners requires close coordination and maintenance support. U.S.
forces also provide technical assistance to share information and intelligence.
6-42. Early, concurrent planning is critical to the success of joint and multinational operations.
Multinational ISR planning activities include, but are not limited to— |
3-55 | 66 | Chapter 6
* Developing requirements—information regarding the threat and the environment that needs to be
collected and processed to meet the intelligence requirements of the commander.
* Developing indicators—activity or lack of activity that confirms or denies the action or event
specified in an intelligence requirement. Intelligence analysts develop indicators.
* Developing the ISR plan—coordination between the collection manager and operations
directorate.
6-43. U.S. personnel assigned to a multinational organization should know, and remain sensitive to,
cultural and religious differences among its members. In some instances, these differences may result in
periods of increased vulnerability for the joint force or require scheduling changes for meetings or
briefings.
6-44. In most multinational operations, U.S. forces share intelligence with foreign military forces and
receive intelligence from those forces. Intelligence policy and criteria are tailored to each multinational
operation. In some multinational operations or campaigns, existing international standardization
agreements may provide a basis for establishing rules and policies for conducting joint intelligence
operations. Since each multinational operation is distinct, such agreements may have to be modified or
amended based on the situation. Policy and procedures are tailored based on theater guidance and national
policy as contained in DODD 5230.11. Staffs never disclose classified information automatically. Any
disclosure must be consistent with U.S. national policy and U.S. military objectives, be done with security
assurances in place, present a clearly defined U.S. advantage, and be limited to only necessary information. |
3-55 | 67 | Appendix A
The Information Collection Annex to the Operation Order
This appendix provides a format for Annex L (Information Collection) in Army plans
and orders. The format for the annex can be modified to meet the requirements of the
base order and operations. This chapter also includes a sample information collection
plan. See ATTP 5-0.1 for additional guidance on formatting and procedures.
ANNEX L (INFORMATION COLLECTION)
A-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 A-1 on pages A-2 through A-6. 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). |
3-55 | 68 | Appendix A
[CLASSIFICATION]
Place the classification at the top and bottom of every page of the Information Collection Annex. Place
the classification marking (TS), (S), I, or (U) at the front of each paragraph and subparagraph in
parentheses. Refer to AR 380-5 for classification and release marking instructions.
Copy ## of ## copies
Issuing headquarters
Place of issue
Date-time group of signature
Message reference number
Include the full heading if attachment is distributed separately from the base order or higher-level
attachment.
ANNEX L (Information Collection) TO OPERATION ORDER # [number] [(code name)]—
[issuing headquarters] [(classification of title)]
(U) References: List documents essential to understanding Annex L.
a. List maps and charts first. Map entries include series number, country, sheet names, or
numbers, edition, and scale.
b. List other references in subparagraphs labeled as shown.
c. A doctrinal reference for this annex includes FM 2-0.
(U) Time Zone Used Throughout the Plan/Order: Write the time zone established in the base plan or
order.
1. (U) Situation.
a. (U) Area of Interest. No change to Annex B (Intelligence) or Appendix 1 (Army Design
Methodology Products) to Annex C (Operations).
b. (U) Area of Operations. No change to Appendix 2 (Operation Overlay) to Annex C (Operations).
(1) (U) Terrain. Describe the aspects of terrain that impact operations. Refer to Annex B
(Intelligence) as required.
(2) (U) Weather. Describe the aspects of weather that impact operations. Refer to Annex B
(Intelligence) as required.
c. (U) Enemy Forces. No change to Annex B (Intelligence).
d. (U) Friendly Forces. No change to base order, Annex A (Task Organization) and Annex C
(Operations).
e. (U) Interagency, Intergovernmental, and Nongovernmental Organizations. Identify and describe
other organizations in the area of operations that may affect the conduct of operations or
implementation of information collection-specific equipment and tactics. Refer to Annex V (Interagency
Coordination) as required.
f. (U) Civil Considerations. Describe the critical aspects of the civil situation that impact
information collection activities. Refer to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence)
and Annex K (Civil Affairs Operations) as required.
[page number]
[CLASSIFICATION]
Figure A-1. Example Annex L (Information Collection) annotated format |
3-55 | 69 | The Information Collection Annex to the Operation Order
[CLASSIFICATION]
ANNEX L (INFORMATION COLLECTION) TO OPERATION ORDER # [number] [(code
name)]—[issuing headquarters] [(classification of title)]
g. (U) Attachments and Detachments. If pertinent, list units or assets attached to or detached from
the issuing headquarters. State when each attachment or detachment is effective (for example, on order,
on commitment of the reserve) if different from the effective time of the base order. Do not repeat
information already listed in Annex A (Task Organization).
h. (U) Assumptions. List any information collection-specific assumptions that support the annex
development.
2. (U) Mission. State the mission of information collection to support the operation—a short
description of the who, what (task), when, where, and why (purpose) that clearly indicates the action to
be taken and the reason for doing so.
3. (U) Execution.
a. (U) Concept of Operations. This is a statement of the overall information collection objective.
Describe how the tasks or missions of reconnaissance, surveillance, security, intelligence operations,
and so forth support the commander’s intent and the maneuver plan. Direct the manner in which each
element of the force cooperates to accomplish the key information collection tasks and ties that to
support of the operation with task and purpose statement. Must describe, at minimum, the overall
scheme of maneuver and concept of fires. It should refer to Appendix 1 (Information Collection
Plan) to Annex L (Information Collection). The following subparagraphs are examples. Omit what is
unnecessary for brevity.
(1) (U) Movement and Maneuver. Provide the scheme of movement and maneuver for
collection assets and any other unit given a key information collection task, according to the concept of
operations in the base order (paragraph 3b) and Annex C (Operations). Describe the employment of
information collection assets in relation to the rest of the force and state the method forces will enter
the area of operations (AO).
(2) (U) Intelligence. Describe the intelligence concept for supporting information collection.
Refer to Annex B (Intelligence) as required.
(3) (U) Fires. Describe the concept of fires to support information collection. Identify which
information collection assets have priority of fires and the coordinating purpose of, priorities for,
allocation of, and restrictions on fire support and fire support coordination measures. Refer to Annex D
(Fires) as required.
(4) (U) Protection. Describe protection support to information collection. Refer to Annex E
(Protection) as required.
(5) (U) Engineer. Describe engineer support, if applicable, to information collection. Identify
priority of mobility and survivability assets. Refer to Annex G (Engineer) as required.
(6) (U) Sustainment. Describe sustainment support to information collection as required. Refer
to Annex F (Sustainment).
(7) (U) Signal. Describe signal support to information collection as required. Refer to
Annex H (Signal).
(8) (U) Inform and influence. State overall concept for synchronizing information collection
with inform and influence operations. Refer to Annex J (Inform and Influence Activities).
[page number]
[CLASSIFICATION]
Figure A-1. Example Annex L (Information Collection) annotated format (continued) |
3-55 | 70 | Appendix A
[CLASSIFICATION]
ANNEX L (INFORMATION COLLECTION) TO OPERATION ORDER # [number] [(code
name)]—[issuing headquarters] [(classification of title)]
(9) (U) Assessment. If required, describe the priorities for assessment for the information
collection plan and identify the measures of effectiveness used to assess end state conditions and
objectives. Refer to Annex M (Assessment) as required.
b. (U) Tasks to Subordinate Units. State the information collection task assigned to each unit not
identified in the base order. (Refer to Appendix 1 [Information Collection Plan] to Annex L
[Information Collection] as needed.)
(1) (U) Information Collection Support Tasks for Maneuver Units.
(a) (U) Tasks to Maneuver Unit 1.
(b) (U) Tasks to Maneuver Unit 2.
(c) (U) Tasks to Maneuver Unit 3.
(2) (U) Information Collection Support Tasks for Support Units. Direct units to observe and
report according to Appendix 1 (Information Collection Plan) to Annex L (Information Collection).
Consider all options such as Naval gunfire support.
(a) (U) Military Intelligence. Refer to Annex B (Intelligence).
(b) (U) Engineer. Refer to Annex G (Engineer).
(c) (U) Fires. Refer to Annex D (Fires).
(d) (U) Signal. Refer to Annex H (Signal).
(e) (U) Sustainment. Refer to Annex F (Sustainment).
(f) (U) Protection. Refer to Annex E (Protection).
(g) (U) Public Affairs. Refer to Appendix 1 (Public Affairs) to Annex J (Inform and
Influence Activities).
(h) (U) Civil Affairs. Refer to Annex K (Civil Affairs Operations).
c. (U) Coordinating Instructions. List only instructions applicable or not covered in unit standard
operating procedures (SOPs).
(1) (U) Time or Condition When the Plan Becomes Effective.
(2) (U) Priority Intelligence Requirements. List priority intelligence requirements (PIRs) here,
the information collection tasks associated with them, and the latest time information is of value.
(3) (U) Essential Elements of Friendly Information. List essential elements of friendly
information (EEFI) here.
(4) (U) Fire Support Coordination Measures. List fire support coordination or control
measures. Establish no fire areas for each PIR.
(5) (U) Intelligence Handover Lines with Adjacent Units. Identify handover guidance and
parameters; refer to necessary graphics or attachments as required.
[page number]
[CLASSIFICATION]
Figure A-1. Example Annex L (Information Collection) annotated format (continued) |
3-55 | 71 | The Information Collection Annex to the Operation Order
[CLASSIFICATION]
ANNEX L (INFORMATION COLLECTION) TO OPERATION ORDER # [number] [(code
name)]—[issuing headquarters] [(classification of title)]
(6) (U) Limits of Advance, Limits of Reconnaissance, and Quick Reaction Force Response
Instructions. Identify as required, referencing graphical depictions in attachments or instructions as
needed.
(7) (U) Airspace Coordinating Measures. List airspace control measures.
(8) (U) Intelligence Coordination Measures. List information such as restrictions on
international borders or other limitations and the coordination or special instructions that apply.
Identify what unit is responsible for coordinating information collection activities in relation to the AO.
(9) (U) Rules of Engagement. Refer to Appendix 11 (Rules of Engagement) to Annex C
(Operations) as required.
(10) (U) Risk Reduction Control Measures. State any reconnaissance, surveillance, and
security-specific guidance such as fratricide prevention measures not included in SOPs, referring to
Annex E (Protection) as required.
(11) (U) Environmental Considerations. Refer to Appendix 5 (Environmental Considerations)
to Annex G (Engineer) as required.
(12) (U) Other Coordinating Instructions. List only instructions applicable to two or more
subordinate units not covered in the base plan or order.
4. (U) Sustainment. Describe any sustainment requirements, subparagraphs may include:
a. (U) Logistics. Refer to Appendix 1 (Logistics) to Annex F (Sustainment) as required.
b. (U) Personnel. Refer to Appendix 2 (Personnel Services Support) to Annex F (Sustainment) as
required.
c. (U) Health Service Support. Refer to Appendix 3 (Health Service Support) to Annex F
(Sustainment) as required. This includes medical evacuation.
5. (U) Command and Signal.
a. (U) Command.
(1) (U) Location of the Commander and Key Leaders. List the location of the commander and
key intelligence collection leaders and staff officers.
(2) (U) Succession of Command. State the succession of command if not covered in the unit’s
standard operating procedures.
(3) (U) Liaison Requirements. State intelligence collection liaison requirements not covered in
the unit’s standard operating procedures.
b. (U) Control.
[page number]
[CLASSIFICATION]
Figure A-1. Example Annex L (Information Collection) annotated format (continued) |
3-55 | 72 | Appendix A
[CLASSIFICATION]
ANNEX L (INFORMATION COLLECTION) TO OPERATION ORDER # [number] [(code
name)]—[issuing headquarters] [(classification of title)]
(1) (U) Command Posts. Describe the employment of command posts (CPs), including the location
of each CP and its time of opening and closing, as appropriate. State the primary controlling CP for tasks
or phases of the operation.
(2) (U) Reports. List reports not covered in SOPs. Describe information collection reporting
requirements for subordinate units. Refer to Annex R (Reports) as required.
c. (U) Signal. List signal operating instructions for intelligence collection as needed. Consider
operations security requirements. Address any intelligence collection specific communications and
digitization connectivity requirements. Refer to Annex H (Signal) as required.
ACKNOWLEDGE: Include only if attachment is distributed separately from the base plan or order.
[Commander’s last name]
[Commander’s rank]
The commander or authorized representative signs the original copy. If the representative signs the
original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in the
headquarters’ files.
OFFICIAL:
[Authenticator’s name]
[Authenticator’s position]
Use only if the commander does not sign the original attachment. If the commander signs the original, no
further authentication is required. If the commander does not sign the signature of the preparing staff
officer requires authentication and only the last name and rank of the commander appear in the signature
block.
ATTACHMENTS: List lower-level attachments (appendixes, tabs, and exhibits).
Appendix 1 – Information Collection Plan
Appendix 2 – Information Collection Overlay
DISTRIBUTION: (if distributed separately from the base order).
[page number]
[CLASSIFICATION]
Figure A-1. Example Annex L (Information Collection) annotated format (continued)
THE INFORMATION COLLECTION PLAN
A-2. Table A-1 is an example of an information collection plan. This plan can also be accompanied by a
graphical depiction of the plan called the information collection overlay. Units may develop and adjust the
format of their information collection plan to meet the requirements of the mission and clearly depict
information collection in terms of time and space for execution. The information collection plan must
contain—
* Information about the area of operations (AO) for the collection assets.
* Reporting guidance.
* Identified named area of interest (NAI) or target area of interest (TAI).
* The task for each asset. |
3-55 | 73 | The Information Collection Annex to the Operation Order
* The time the asset is to collect or that information is relevant.
* References to any passage of lines or fire support and airspace control measures that are not
standard operating procedures.
Table A-1. Sample information collection plan
Unit: Information Collection Plan Period Covered From: To:
PIR Indicators Avenue of approach Assets to be employed Hour and Remarks
/IR (analysis of coordinated destination
intelligence From______ of reports
requirements)
To_________
3 May 2013 FM 3-55 A-7
D5-SPP/NA stuocs
NB
ts1
stuocs
NB
d2
stuocs
NB
dr3
tehporP wodahS
IC
1. NAI Time Specific
information
or requests
As per SOP
As per SOP
2. As per SOP
NET NLT
1.
2.
3.
AN Army/Navy BN battalion CI counterintelligence
IR intelligence requirement NAI named area of interest NLT no later than
NET no earlier than PIR priority intelligence requirement PPS precise positioning service |
3-55 | 75 | Glossary
Terms for which FM 3-55 is the proponent (authority) manual are marked with an
asterisk (*). The proponent manual for other terms is listed in parentheses after the
definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
AO area of operations
BCT brigade combat team
BFSB battlefield surveillance brigade
CBRN chemical, biological, radiological, and nuclear
CCIR commander’s critical information requirement
COA course of action
COP common operational picture
CP command post
DA Department of the Army
DCGS-A Distributed Common Ground System (Army)
EEFI essential elements of friendly information
G-2 assistant chief of staff, intelligence
G-2X assistant chief of staff, counterintelligence and human intelligence
G-3 assistant chief of staff, operations
G-7 assistant chief of staff, information operations
G-9 assistant chief of staff, civil affairs operations
IPB intelligence preparation of the battlefield
ISR intelligence, surveillance, and reconnaissance
J-2 intelligence directorate of a joint staff
JTF joint task force
LTIOV latest time information is of value
MDMP military decisionmaking process
NAI named area of interest
NIST national intelligence support team
NSRP national signals intelligence requirements process
PIR priority intelligence requirement
PRISM Planning Tool for Resource, Integration, Synchronization, and Management
S-2 intelligence staff officer
S-2X intelligence staff executive officer
S-3 operations staff officer
S-7 information operations staff officer
S-9 civil affairs operations staff officer
SOP standard operating procedure
TAI target area of interest |
3-55 | 76 | Glossary
SECTION II – TERMS
assessment
Determination of the progress toward accomplishing a task, creating a condition, or achieving an
objective. (JP 3-0)
*information collection
An activity that synchronizes and integrates the planning and employment of sensors and assets as well
as the processing, exploitation, and dissemination systems in direct support of current and future
operations.
intelligence
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. (JP 2-0)
intelligence operations
The tasks undertaken by military intelligence units and Soldiers to obtain information to satisfy
validated requirements. (ADRP 2-0)
intelligence, surveillance, and reconnaissance
An activity that synchronizes and integrates the planning and operation of sensors, assets, and
processing, exploitation, and dissemination systems in direct support of current and future operations.
This is an integrated intelligence and operations function. (JP 2-01)
multinational operations
A collective term to describe military actions conducted by forces of two or more nations, usually
undertaken within the structure of a coalition or alliance. (JP 3-16)
reconnaissance
A mission 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,
hydrographic or geographic characteristics of a particular area. (JP 2-0)
reconnaissance objective
A terrain feature, geographic area, enemy force, adversary, or other mission or operational variable,
such as specific civil considerations, about which the commander wants to obtain additional
information. (ADRP 3-90)
running estimate
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.
(ADP 5-0)
site exploitation
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. (ATTP 3-90.15)
security operations
Those operations undertaken by a commander to provide the early and accurate warning of enemy
operations, to provide the force being protected with time and maneuver space within which to react to
the enemy, and to develop the situation to allow the commander to effectively use the protected force.
(ADRP 3-90)
special reconnaissance
Reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or
politically sensitive environments to collect or verify information of strategic or operational
significance, employing military capabilities not normally found in conventional forces. (JP 3-05) |
3-55 | 77 | Glossary
surveillance
The systematic observation of aerospace, surface, or subsurface areas, places, persons, or things, by
visual, aural, electronic, photographic, or other means. (JP 3-0)
synchronization
The arrangement of military actions in time, space, and purpose to produce maximum relative combat
power at a decisive place and time. (JP 2-0)
tempo
The relative speed and rhythm of military operations over time with respect to the enemy. (ADRP 3-0)
unified action
The synchronization, coordination, and/or integration of the activities of governmental and
nongovernmental entities with military operations to achieve unity of effort. (JP 1) |
3-55 | 79 | References
REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
ADRP 1-02. Operational Terms and Military Symbols. 31 August 2012.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 8 November 2010.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
JOINT PUBLICATIONS
Most joint publications are available online: <http://www.dtic.mil/doctrine/new_pubs/jointpub.htm.>
DODD 5230.11, Disclosure of Classified Military Information to Foreign Governments and
International Organizations, 16 June 1992.
http://www.dtic.mil/dtic/pdf/customer/STINFOdata/DoDD_523011.pdf
JP 1. Doctrine for the Armed Forces of the United States. 20 March 2009.
JP 2-0. Joint Intelligence. 22 June 2007.
JP 2-01. Joint and National Intelligence Support to Military Operations. 5 January 2012.
JP 3-0. Joint Operations. 11 August 2011.
JP 3-05. Special Operations. 18 April 2011.
JP 3-16. Multinational Operations. 7 March 2007.
JP 3-33. Joint Task Force Headquarters. 30 July 2012.
ARMY PUBLICATIONS
Most Army doctrinal publications are available online: <http://www.apd.army.mil/>.
ADP 5-0. The Operations Process. 17 May 2012.
ADRP 2-0. Intelligence. 31 August 2012.
ADRP 3-0. Unified Land Operations. 16 May 2012.
ADRP 3-90. Offense and Defense. 31 August 2012.
ADRP 5-0. The Operations Process. 17 May 2012.
AR 380-5. Department of the Army Information Security Program. 29 September 2000.
ATTP 2-01. Planning Requirements and Assessing Collection. 23 April 2012.
ATTP 3-09.13. The Battlefield Coordination Detachment. 21 July 2010.
ATTP 3-90.15. Site Exploitation Operations. 8 July 2010.
ATTP 5-0.1. Commander and Staff Officer Guide. 14 September 2011.
FM 2-0. Intelligence. 23 March 2010.
FM 2-01.3. Intelligence Preparation of the Battlefield/Battlespace. 15 October 2009.
FM 2-22.3. Human Intelligence Collector Operations. 6 September 2006.
FM 3-20.96. Reconnaissance and Cavalry Squadron. 12 March 2010.
FM 3-55.1. Battlefield Surveillance Brigade. 14 June 2010.
FM 3-90.6. Brigade Combat Team. 14 September 2010.
TC 2-22.303. The 2X Handbook. 31 July 2006.
PRESCRIBED FORMS
None |
3-55 | 80 | References
REFERENCED FORMS
DA Form 2028. Recommended Changes to Publications and Blank Forms. |
3-55 | 81 | Index
Entries are by paragraph number.
reconnaissance, 1-31–1-34 essential elements of friendly
A
COA analysis, war game, 3-55 information. See EEFI.
action, knowledge and, 1-1
COA development, 3-51–3-54 execute, information collection,
air and space operations center,
CCIR, 3-54 1-8–1-9
6-13–6-14, 6-33, 6-35–6-37
collection considerations, 3-51
F
air support, 6-10 integrated plan, 3-52
facts, identify, 3-35–3-36
annex, information collection, A-1 collect, information and data, 1-26
feedback, provide, 4-18–4-21
area surveillance, 1-72, 1-74 collection assets, 4-20
requirements, 4-20, 4-26–4-28
assess, 2-8 collection requirements, assets,
fires brigade, 5-32–5-34
information collection, 3-57– 4-26
task-organized, 5-34
3-60
combat aviation brigade, 5-29–
focus, reconnaissance, 1-53–1-55
assessment, 3-57, 3-60 5-31
information collection planning, fusion working group, refine and
combined air and space
2-7 fuse intelligence, 2-38
operations center, 6-35–6-37
assets, availability of, 3-32
commander’s guidance, central G
capabilities of, 3-21–3-31
role, 2-12
geolocation, accuracy, 3-26
collection requirements, 4-26
collection activities, 2-16
information collection, 5-1– guidance, commander, 2-12–2-18
collection planning, 2-15
5-41 technical channels, 1-10–1-13
initial commander’s intent, 2-18
multinational operations, 6-44
planning, 2-17–2-18 H
reconnaissance, 1-39, 1-41
commander’s critical information
retask, 4-29 higher headquarters order,
requirements. See CCIR.
review, 3-20–3-33 mission analysis, 3-14
tasking, 4-5 commanders, assess, 2-8
I
EEFI, 2-5
assumptions, identify, 3-35–3-36
guidance by, 2-4, 2-12–2-19 information, 1-1
B information collection, 2-3 collectors, 5-13
initial guidance, 2-14–2-16 correlate, 4-13–4-15
battle rhythm, 2-29
needs, 2-9–2-11 reconnaissance, 1-33, 1-41
operations and intelligence
role, 2-1–2-8 sharing, 5-42
working group, 2-31
staff efforts, 2-6 transition, 5-15
battlefield coordination
understanding, 2-1, 2-10–2-11
information collection, activities,
detachment, air and space
concept of operations, joint ISR, 1-18–1-21, 3-1, 3-3, 3-8, 4-25,
operations center, 6-36
6-15 5-4
battlefield surveillance brigade,
constraints, determine, 3-34 annex, A-1
5-26–5-28
assess, 1-6
augmentation, 5-28 counterintelligence, 1-82
capabilities, 5-1, 5-41
board, 2-28 course of action. See COA. CCIR, 1-13, 3-5, 5-3
brigade combat team, 5-35–5-40 D COA selection, 3-4
intelligence, 5-38 collect and report, 1-14–1-16
operations, 5-37 deployment, information collection definition, 1-4
reconnaissance squadron, assets, 5-10 directing, 4-1
5-39 durability, 3-27 effective, 1-27
elements, 1-5
C E execute, 1-8–1-9
capabilities, assets, 3-21–3-33 EEFI, 2-5 foundations, 1-1–1-83
information collection planning, integration of, 1-20
CCIR, 3-50
3-39–3-40 network-enabled, 5-42
COA development, 3-51–3-54
outputs, 3-12
information collection activities, engagement criteria, 1-59
personnel recovery support,
5-3 entry, information collection
3-6
information collection planning, assets, 5-11–5-14
purpose, 1-22–1-29
3-39–3-40 reconnaissance, 5-12
scheme of support, 4-8–4-30
COA, information collection plan, vulnerability, 5-11 staffs, 1-15
3-42 |
3-55 | 82 | Index
Entries are by paragraph number.
information collection (continued) intergovernmental organizations, mission intelligence, briefing and
tasks, 1-30–1-83, 3-58 6-38 debriefing, 1-17
tasking, 4-1
IPB, 3-15–3-18 multinational operations, 6-39–
technical channels, 1-10–1-13
information collection planning, 6-44
information collection assets, 5-1– 2-6, 3-7 contributions, 6-41
5-42 products, 3-15–3-17 defined, 6-39
by echelon, 5-18–5-41 reconnaissance, 1-31 intelligence, 6-40
by level, 5-3–5-8 planning activities, 6-42
J
by phase, 5-9–5-17 standardization agreements,
deployment, 5-10 joint air planning, products, 6-35 6-44
entry, 5-11–5-14 joint air planning process, joint
N
transition, 5-15–5-17 ISR plan, 6-13–6-14
national intelligence support
information collection overlay, liaison, 6-14
teams, 6-17–6-18
4-6–4-7 joint intelligence, organizations,
national ISR, guidelines, 6-16
information collection plan, 3-41– 6-33
planning, 6-19
3-44, 4-2–4-5, joint intelligence operations
requests for information
collection requirements, 4-2 center, 6-32
systems, 6-19
format, 4-3
joint intelligence support element, resources, 6-16
information collection overlay,
6-34
4-6–4-7 national signals intelligence
sample information collection joint ISR, 6-1–6-44 requirements process. See
matrix, 4-4 concept of operations, 6-15 NSRP.
tasking, 4-5 concepts of, 6-3–6-5 network surveillance, 1-76
tools, 3-43 considerations, 6-29–6-30
nongovernmental organizations,
update, 4-22–4-24 doctrine, 6-6–6-7
6-38
organization, 6-31–6-44
information collection planning,
planning systems, 6-12–6-15 NSRP, 6-23–6-27
1-24–1-26, 2-3, 3-4–3-5
resources, 6-8–6-11 information needs, 6-26
assessment, 2-7
prioritized, 6-27
CCIR, 3-39–3-40 joint task force, 6-31–6-32
tracking, 6-24
considerations, 3-1–3-5
K–L
EEFI, 3-39–3-40 O
IPB, 2-6, 3-7 knowledge, action and, 1-1
objectives, reconnaissance, 1-35–
MDMP, 3-7–3-56 laws, technical channels, 1-11
1-36, 1-40
operations and intelligence
liaison, air and space operations
working group, 2-30–2-37 operational area, participants, 6-2
center, 6-37
initial guidance, 2-14–2-16 operational environment,
light, effects of, 3-23
describing, 3-10
integration, joint ISR and, 6-4
M operations, monitor, 4-12
intelligence
defined, 1-20 MDMP, 3-7–3-56 shaping, 1-18
disciplines, 1-82–1-83 information collection planning, operations and intelligence
multinational operations, 6-40 3-7–3-56 working group, battle rhythm,
production of, 3-49 military decisionmaking process. 2-31, 2-34
reconnaissance and See MDMP. information collection planning,
surveillance, 1-2 2-30
military intelligence brigade, 5-22–
staff, 3-18 output, 2-33
5-25
representatives, 2-32
intelligence estimate, tools, 3-11 support from, 5-22
responsibilities of, 2-30
intelligence operations, 1-82 theater army and, 5-24
orders, production, 3-56
technical channels, 1-12–1-13 mission, receipt of, 3-9–3-12
intelligence preparation of the mission analysis, 3-13–3-50 P
battlefield, See IPB. higher headquarters order, performance, history, 3-31
intelligence, surveillance, and 3-14 personnel recovery support, 3-6
reconnaissance. See ISR. initial collection requirements,
phases, information collection
3-18
interdependence, joint ISR and, assets, 5-9–5-17
initial guidance, 3-13
6-5
IPB, 3-15
tasks, 3-19 |
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