Clasificación

2-30. The Army has transformed from a fixed, division-based fighting force into a brigade combat team (BCT)-based force and modular division and corps headquarters that operate underneath the Army Service component command (ASCC) structure. Intelligence organizations within these structures have transformed as well and operate as mutually supporting entities that ensure information and intelligence are shared across echelons to support commanders at all levels.

D

A

I

O

2-31. The ASCC G-2, corps G-2, and division G-2 sections provide intelligence support to each respective command and that command’s subordinate units. The G-2 provides the command with information and intelligence required to generate decision superiority. Intelligence collected from organic, assigned, attached, operational control (OPCON), and external sources; fused; and produced internal to the G-2 feeds the intelligence running estimate and provides the threat picture. This supports information superiority, allowing the commander to act decisively. The G-2 directs and manages intelligence activities during operations and across the noncontiguous operational environment.

2-32. INSCOM’s military intelligence (MI) brigades provide collection support to the ASCC. Battlefield surveillance brigades (BFSBs) provide support to corps and division headquarters.

2-33. In addition to commanding Army organizations, divisions and corps can act as joint headquarters. For intelligence, whether the supported command operates as joint or Army headquarters, operations remain the same. Like Army intelligence operations, joint intelligence operations are conducted to—

z Inform the commander.

z Identify, define, and nominate objectives. z Support the planning and execution of operations. z Counter adversary deception and surprise. z Support friendly deception efforts.

z Assess the effects of operations on the adversary.

2-34. Intelligence operations are wide-ranging activities conducted by intelligence staffs and organizations to provide commanders and national-level decisionmakers with timely, relevant, accurate, predictive, and tailored intelligence. The six steps of the joint intelligence process are planning and direction, collection, processing and exploitation, analysis and production, dissemination and integration, and evaluation and feedback:

z Planning and direction. Intelligence planning for rapid response to possible crises occurs well in advance as part of a command’s overall joint operations planning process. The most likely threat scenarios are used as the core of this planning effort, which includes determining the personnel, equipment, and intelligence architecture essential for generic support to force deployments. When a particular crisis unfolds, planners develop an operation order (OPORD). z Collection. Collection includes those activities related to the acquisition of data required to

satisfy the requirements specified in the collection plan. Collection operations management involves the direction, scheduling, and control of specific collection platforms, sensors, and HUMINT sources and alignment processing, exploitation, and reporting resources with planned collection.

z Processing and exploitation. During processing and exploitation, raw collected data is

converted into forms readily useable by commanders, decisionmakers at all levels, intelligence analysts, and other consumers.

z Analysis and production. During analysis and production, intelligence production occurs from information gathered by the collection capabilities assigned or attached to the joint force and from the refinement and compilation of intelligence received from subordinate units and external organizations. All available processed information is integrated, evaluated, analyzed, and interpreted to create products that will satisfy the commander’s priority intelligence requirements (PIRs) or requests for information (RFIs).

z Dissemination and integration. During dissemination and integration, intelligence is delivered

to and used by the consumer. Dissemination is facilitated by a variety of means determined by the needs of the user and the implications and criticality of the intelligence.

z Evaluation and feedback. During evaluation and feedback, intelligence personnel at all levels

assess how well each of the various types of intelligence operations are being performed.

A

I

C

B

B

2-35. Intelligence in BCTs is a critical part of the Army intelligence enterprise, yet their primary mission is providing timely intelligence to the BCT commander—by developing situational awareness of the enemy, terrain and weather, and civil considerations and synchronizing intelligence collection activities with the ISR integration effort. The BCT S-2 uses available capabilities to provide intelligence products and recommendations to the BCT commander supporting the brigade’s execution of operations. ISR activities answer the commander’s critical information requirements (CCIRs) and satisfy PIRs.

2-36. The primary intelligence organization in the BCT is the MI company, which supports the BCT and its subordinate commands through collection, analysis, and dissemination of intelligence information and products. The MI company provides continual input for the commander by maintaining the threat portion of the common operational picture (COP) in a timely and accurate manner. The MI company also collaborates with the BCT S-3 to integrate ISR tasks and coordinate requirements and HUMINT operations as directed by the BCT S-3 and S-2X. The MI company has an analysis and integration platoon, a tactical

unmanned aircraft system (TUAS) platoon, and a ground collection platoon. For more information on BCT intelligence, see FM 2-19.4.

I

R

2-37. The intelligence officer must determine how best to support the unit’s mission with intelligence reach capabilities. Detailed planning and training are critical to the success of intelligence reach operations. Intelligence reach supports distributed analysis to support the CCIRs. Table 2-1, page 2-8, shows examples of partners and sources of intelligence reach. The following are steps the staff can take to ensure optimal use, operability, and effectiveness of intelligence reach:

z Establish data exchange methods and procedures. z Establish electronic message transfer procedures. z Establish homepages for identified forces.

z Establish POCs for I&W centers, production centers, combatant command JIOCs, DIA, INSCOM, and their major subordinate commands, such as NGIC and the higher MI organizations.

z Ensure the intelligence staff has the necessary personnel, training, automated systems, bandwidth, and resources to conduct intelligence reach.

z Determine information requirements through staff planning. Develop production requirements for identified intelligence gaps.

z Order geospatial products for the projected area of interest.

z Establish and maintain a comprehensive directory of intelligence reach resources before deployment and throughout operations. The value of intelligence reach will greatly increase as the staff develops and maintains ready access to rich information resources. These resources are numerous and may include Army, joint, DOD, non-DOD, national, commercial, foreign, and university research programs.

z Know what types of information the resources can provide. Continuously expand the resource directory through identification of new resources.

z Use intelligence reach first to fill intelligence gaps and requirements and answer RFIs. This technique can preclude unnecessary tasking or risk to limited ISR assets.

z Maintain continuous situational understanding and anticipate intelligence requirements. Use intelligence reach to fulfill these requirements and provide the results to the commander and staff for the conduct of operations.

z Exchange intelligence reach strategies with other units.

z Present the information retrieved through intelligence reach in a usable form. Share the information derived from intelligence reach with subordinate, lateral, and higher echelons. Ensure follow-on forces have all information as well.