Chapter 6 Intelligence Operations PDF

Chapter 6 Intelligence Operations SECTION I – OVERVIEW 6-1. MI unit collection operations (intelligence operations) follow the Army’s framework for exercising C2—the operations process. The major C2 activities conducted during operations are planning, prepari...

Chapter 6 Intelligence Operations SECTION I – OVERVIEW 6-1. MI unit collection operations (intelligence operations) follow the Army’s framework for exercising C2—the operations process. The major C2 activities conducted during operations are planning, preparing, executing, and continuously assessing. Intelligence commanders, supported by their staffs, use the operations process to drive the conceptual and detailed planning necessary to direct, lead, and assess intelligence operations. 6-2. Through intelligence operations, MI collection personnel and systems collect information about capabilities, activities, disposition, and all other threat characteristics within the OE. Intelligence professionals follow the guidance outlined by the intelligence disciplines and complementary capabilities to ensure all tasks are accomplished successfully and in accordance with intelligence regulations and policies. 6-3. MI collection personnel are trained and certified. MI sensors operated by MI personnel can be directed to collect information. These MI collection capabilities are distinct from other Army information collection capabilities, such as reconnaissance or surveillance. The distinction is required because intelligence collection must comply with all applicable U.S. laws and policy. (See appendix D.) Additionally, certain intelligence disciplines require specific training and certifications to conduct intelligence operations. SECTION II – INTELLIGENCE OPERATIONS BASED ON INFORMATION COLLECTION 6-4. Information collection is the Army doctrinal construct for synchronizing and integrating the planning and employment of sensors and assets to collect information. The intelligence warfighting function’s contributions to information collection include collection management and intelligence operations. Chapter 5 discusses how collection management, through the intelligence process, nests within information collection. To understand intelligence operations, intelligence professionals must also understand information collection and how intelligence operations nest within it (under the execute collection task). INFORMATION COLLECTION AND INTELLIGENCE OPERATIONS 6-5. Intelligence operations is one of the four primary tactical tasks and missions the Army conducts as part of information collection. (See figure 6-1 on page 6-2.) The other three are reconnaissance, surveillance, and security operations. Note. When necessary, maneuver units conduct offensive operations to collect information. This entails commanders assuming risk to determine threat characteristics in the OE. (See chapter 8.) 01 October 2023 FM 2-0 6-1 Chapter 6 Figure 6-1. Intelligence operations as a primary tactical task INTELLIGENCE OPERATIONS 6-6. Intelligence operations are driven by the need to answer questions and fill requirements crucial to the conduct of the supported force’s overall operation. Units conducting intelligence operations follow the operations process. Collection activities acquire information and provide that information to intelligence analytical elements. Using products developed for the commander and staff, the G-3/S-3 and G-2/S-2 develop the information collection plan based on the commander’s intent and concept of operations. The information collection plan is synchronized with current and future operations throughout the MDMP, especially during COA analysis (war game). 6-7. After the supported unit staff develops information collection tasks and assigns a collection mission to an MI unit, and the collection manager develops the information collection plan, the MI unit begins intelligence operations to support information collection through the execute collection task. The collection management team updates the information collection plan continuously based on post-collection and post- exploitation to determine if the collection satisfied the intelligence requirements. This effort is complex, and there is significant overlap between the supported unit intelligence staff and the MI unit. Therefore, the supported unit staff and the MI unit must collaborate closely and early-on during planning and throughout to the completion of operations. 6-8. Executing collection focuses on requirements connected to the execution of tactical missions based on the intelligence requirements. Intelligence informs commanders and staffs of where and when to look for— ⚫ The way: Reconnaissance, surveillance, security operations, and intelligence operations. ⚫ The means: Ranges from national and joint collection capabilities to individual Soldier observations and reports. ⚫ The end: Intelligence that supports the commander’s decision making. ⚫ The result: The successful execution and assessment of operations depend on the effective synchronization and integration of the information collection effort. 6-2 FM 2-0 01 October 2023  Intelligence Operations Collection Management, Intelligence Operations, and Collaboration The success of intelligence operations depends on the G-3/S-3, G-2/S-2, collection manager, and MI unit commander (or their representatives) closely collaborating through some complex and interrelated tasks: The G-3/S-3 tasks information collection, inside Annex L (Information Collection) of the unit order, based on the collection management plan. The collection management team, directed by the G-2/S-2, leads the development of the collection management plan. The MI unit must coordinate with and provide information to the collection management team during the development of the collection management plan; this is a team effort. The MI unit staff plans operations and produces an order, including tasks to all collection assets, based on the supported unit order, including Annex L (Information Collection). The G-2/S-2 and the MI unit commander must collaborate on and share responsibility for some other tasks related to intelligence operations such as maintaining the intelligence architecture, performing coordination, and planning IEW maintenance. The MI unit must immediately coordinate with the G-2/S-2 or collection manager, who in turn coordinates with the G-3/S-3, if there is a need to diverge from Annex L (Information Collection) tasks. RECONNAISSANCE 6-9. Reconnaissance is a mission undertaken to obtain information about the activities and resources of an enemy or adversary, or to secure data concerning the meteorological, hydrographic, geographic, or other characteristics of a particular area, by visual observation or other detection methods (JP 2-0). Reconnaissance produces information about the AO. It identifies terrain characteristics, enemy and friendly obstacles to movement, and the disposition of enemy forces and civilians so commanders can maneuver forces freely to gain and maintain the initiative. All units and personnel conduct reconnaissance; successful and effective units combine three methods to perform reconnaissance: dismounted, mounted, and aerial. Units primarily tasked to conduct reconnaissance with tailored and specialized capabilities include air cavalry and attack helicopter units, ground cavalry and scout units, chemical reconnaissance elements, engineer reconnaissance teams, and special operations forces. Chapter 8 discusses the types of reconnaissance. (See FM 3-55.) SURVEILLANCE 6-10. Surveillance involves observing an area to collect information; the focus and tempo of this collection effort derive primarily from the commander’s intent and guidance. Surveillance involves observing the threat and local populace in an NAI or TAI. Surveillance may be a stand-alone mission or part of a reconnaissance mission (particularly area reconnaissance). Surveillance is tiered and layered with technical assets that collect information; it is passive and continuous. (See FM 3-55.) 6-11. Surveillance tasks can be performed by— ⚫ A variety of assets (in the land, maritime, air, space, and cyberspace domains). ⚫ Means (Soldiers and systems such as artillery and air defense radars). ⚫ Mediums (throughout the EMS). SECURITY OPERATIONS 6-12. Security operations are those operations performed by commanders to provide early and accurate warning of enemy operations, to provide the forces being protected with time and maneuver space within which to react to the enemy, and to develop the situation to allow commanders to effectively use their protected forces. (ADP 3-90). Security operations are enabling operations that occur during all operations. (See FM 3-55.) Commanders usually conduct enabling operations as part of their objectives or supporting efforts. The security force uses a combination of reconnaissance and surveillance assets to accomplish its mission. Chapter 8 discusses the types of security operations. (See FM 3-55.) 01 October 2023 FM 2-0 6-3 Chapter 6 INTELLIGENCE COLLECTION, THE COLLECTION MANAGER, AND THE REST OF THE SUPPORTED UNIT STAFF 6-13. The supported commander and staff plan and assess information collection at each echelon. Typically, an MI unit supports theater army, corps, division, and BCT echelons. In these cases, the MI unit collaborates closely with the supported commander and staff to plan, prepare, execute, and assess intelligence operations. Additionally, the MI unit usually serves as the means of C2 for any attached or supporting intelligence capability at that echelon. This collaboration ensures each echelon integrates and synchronizes intelligence operations from the theater strategic down to the tactical levels. For this reason, both the supported staff and MI unit staff members must thoroughly understand all aspects of the intelligence architecture, including the following capabilities: ⚫ Collection. ⚫ PED. ⚫ Intelligence analysis activities. ⚫ Technical channels. ⚫ Procedures for IEW maintenance and other support. COLLECTION MANAGER 6-14. If not already identified, designating a collection manager as part of the intelligence staff is vital to the success of intelligence support. The collection manager, working in conjunction with the G-2/S-2 and the rest of the staff, leads representatives from each staff section through the collection management process. (See ATP 2-01 for doctrine on the collection manager and collection management team.) 6-15. Collection managers— ⚫ Collaborate with each staff section to understand and validate all intelligence requirements. ⚫ Determine communications needs and procedures. ⚫ Understand the sustainment needs of all available collection assets. ⚫ Ensure collection times are relevant and purposeful. ⚫ Assisted by the intelligence and operations staffs, ensure all tasked collection and PED requirements are nested and synchronized to answer intelligence requirements. 6-16. Regardless of the echelon, collection managers focus support on three distinct roles: ⚫ Synchronizing collection to support current operations. ⚫ Ensuring effective management and technical control across the intelligence disciplines and complementary capabilities. ⚫ Planning support to future operations. JOINT INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE ASSET INTEGRATION 6-17. Joint ISR collection assets are important to Army tactical operations. In many situations, joint ISR collection is available to tactical units, providing they are not in movement and have connectivity, either through a broadcast dissemination system or within various intelligence databases. Although planning information collection starts with organic and supporting Army collection assets, Army units may receive a joint ISR asset through joint apportionment and allocation. The joint ISR process typically requires significant prior planning and approval. This is unlikely when the joint force is trying to gain access to an AO or within a highly contested OE. However, in certain situations, when an Army unit is the main effort, joint apportionment and allocation are possible. 6-18. In order to receive joint apportionment and allocation, the theater army and corps intelligence staff must determine what joint assets are available by collaborating and conducting coordination early in the joint planning process. The staff must also understand the various joint ISR scheduling and collection management tracking mechanisms, such as the air tasking order. Additionally, the staff must establish and integrate fire support coordination, air space coordinating measures, and other important coordination means, as well as plan the appropriate relationship and control means for the joint ISR assets. 6-4 FM 2-0 01 October 2023  Intelligence Operations STAFF CAPABILITY CONSIDERATIONS 6-19. Intelligence operations are complex. The staff must know and consider the practical capabilities and limitations of all unit organic and allocated assets. Capability considerations include the following: ⚫ Range. Range deals with the collector’s ability to provide target coverage. It is important for the staff to consider mission range (duration and distance) and the sensor range (how close the collection asset must be to the target to collect against it). ⚫ Communications. The staff considers communications requirements from the asset to the CP. The staff determines the ability to maneuver, including transit and required collection time on specific NAIs and TAIs. ⚫ Day and night effectiveness. The staff considers factors such as available optics and any effects of thermal crossover. ⚫ Battery/Power source life. The staff considers how long the asset can collect and how often the battery/power source will have to be replenished to continue collection. ⚫ Bandwidth. The staff considers available bandwidth and prioritizes requirements to ensure information can be continuously transmitted and accessed. ⚫ Expendability of asset. The staff must consider the necessity to recover the collection asset or if it is expendable. What is the risk associated with emplacing and recovering the asset? ⚫ Technical characteristics. Each asset must consider time factors (such as set-up and tear-down times) for task accomplishment. Other technical characteristics include— ▪ Specific environmental threshold sensitivities for each collection asset that adversely affect or prohibit the effective use of both its platform and sensor (including factors such as terrain, weather, and soil composition). ▪ Environmental effects on the collection asset (including factors such as urban or rural terrain and soil composition). ▪ Whether the asset can continue to operate despite EA. ⚫ Reporting timeliness. Each asset is assigned an earliest time and a latest time information reporting is of value according to the information collection plan and its supporting matrix. Other timeliness factors include— ▪ How the asset transmits data/information in near real time, or how the asset should be recovered to collect the data. ▪ The established reporting criteria for each collection asset. ▪ How long it takes to disseminate collected information to each requester. ⚫ Geolocation accuracy. Accuracy implies reliability and precision. The asset must be capable of locating a target accurately enough to engage it with precision-guided munitions. ⚫ Durability. Durability includes factors such as— ▪ Weather effects on the employment of the collection asset (platform and sensor payload). ▪ EMS effects on the employment of the collection asset. ▪ Whether the prime mover can traverse restricted terrain. ⚫ Detecting threat activity. The staff considers whether the collection asset can detect the expected threat activity and whether the threat can deceive the collection capability. ⚫ Performance history. Experienced staff officers must know which information collection capabilities are typically reliable to meet the commander’s information requirements. Readiness rates, responsiveness, and accuracy, over time, may raise one collector’s reliability factor. ⚫ Intelligence PED. The staff considers whether the unit has the intelligence PED capacity, time, and architecture required to support planned and projected intelligence operations. Intelligence PED is required to conduct responsive intelligence operations to support dynamic maneuver and fire support missions. The following includes some considerations to optimize intelligence PED: ▪ Collect. To accomplish the mission, PED units and elements must have the capability to receive collection from systems. ▪ Process. The processing and fusion of collected data transform a larger volume of data into information and convert that information into a useable format. 01 October 2023 FM 2-0 6-5 Chapter 6 ▪ Exploit. PED personnel and systems quickly analyze the processed information to add operational context to the information and identify specific relevance to the mission. ▪ Disseminate. PED personnel and systems issue reports and products to provide combat information and related intelligence to commanders and operational elements. This reporting facilitates subsequent single-source and all-source intelligence, analysis, targeting, cueing of other collectors, and decision making. SECTION III – INTELLIGENCE OPERATIONS GUIDELINES 6-20. There are guidelines for conducting successful intelligence operations. They are not checklists; rather, they describe ways to employ collection assets and develop the situation based on the commander’s guidance. Mirroring the fundamentals of reconnaissance, these guidelines support efforts that result in timely collection and reporting of the accurate, relevant information needed to produce intelligence. The supported unit staff and MI unit staff must determine which guidelines to emphasize based on the situation. The following includes the intelligence operations guidelines: ⚫ Maintain readiness. ⚫ Ensure continuous intelligence operations. ⚫ Orient on requirements. ⚫ Provide mixed and redundant coverage. ⚫ Gain and maintain sensor contact. ⚫ Report information rapidly and accurately. ⚫ Provide early warning. ⚫ Retain freedom of movement. MAINTAIN READINESS 6-21. MI unit readiness is a continuous priority through predeployment, deployment, and post deployment. Readiness is a key element during planning. The readiness of MI unit personnel and equipment impacts how MI capabilities can be leveraged to support an operation during planning. MI unit readiness also impacts the collection of information required to refine plans and issue orders and for operational execution. 6-22. As part of prepare, readiness focuses on— ⚫ Training. MI commanders and leaders must establish a training plan focused on intelligence tasks and functions. This ensures MI personnel are prepared to conduct individual and collective tasks to support the unit’s mission and are knowledgeable of equipment and other collection assets and databases. During training, recognizing opportunities to prepare for conventional force and special operations force (as well as joint and interagency) interdependence, interoperability, and integration can produce great dividends during operations. MI commanders and leaders that seize opportunities to collaborate with special operations and other intelligence organizations increase their understanding of each other’s capabilities and facilitate interdependence, interoperability, and integration during operations. The Military Intelligence Training Standard (also known as MITS) series of publications—TC 2-19.400, TC 2-19.401, TC 2-19.402, TC 2-19.403, TC 2-19.404, and TC 2-19.405—provide information on MI training. ⚫ Maintenance. This recurring event ensures intelligence assets are properly maintained and prepared to conduct information collection. For example, during planning, MI leaders should consider the availability of equipment maintainers and facilities for table of organization and equipment-based and commercial-off-the-shelf systems that may require dedicated field service representatives to provide repair and maintenance. ⚫ Equipment status. The commander is ultimately responsible for equipment status. The status of collection assets must be monitored and reported to the appropriate staff elements. 6-6 FM 2-0 01 October 2023  Intelligence Operations ⚫ Augmentation. Whether in the reset-train-ready stage or preparing for a specific mission, it is necessary for MI units to identify and report any additional personnel or resources necessary to accomplish the mission. This often involves additional collection assets or specialized personnel such as linguists or technical experts. ⚫ Sustainment. This involves the identification of outside resources, including the logistics, fuel, and protection necessary for mission success. ENSURE CONTINUOUS INTELLIGENCE OPERATIONS 6-23. Commanders direct the conduct of information collection activities before, during, and after the execution of all operations. Commanders depend on intelligence to know where, when, and how best to employ forces during all military operations. Typically, collection activities begin soon after receipt of mission and continue throughout the preparation and execution of the overall operation. Collection activities do not cease after the operation concludes but continue as required: ⚫ Before execution of the overall operation, intelligence operations focus on filling information gaps about all relevant aspects of the OE. ⚫ During execution, intelligence operations focus on providing commanders with updated information that verifies the threat’s composition, disposition, and intention as the operation progresses. This allows commanders to verify which COA the threat is actually adopting and determine if the plan is still valid based on actual events in the AO. Commanders can then make decisions, as needed, including adjustment decisions (those that modify the order to respond to unanticipated opportunities or threats). ⚫ After execution, intelligence operations focus on maintaining contact with threat forces to collect the information necessary for planning subsequent operations and protecting the friendly force. In stability operations, intelligence operations often focus on relevant aspects of the AO and AOI and on the civil considerations designated by the commander. ORIENT ON REQUIREMENTS 6-24. Commanders prioritize intelligence operations primarily by providing their guidance and intent early in planning. G-2/S-2s assist commanders in— ⚫ Identifying and updating their PIRs. ⚫ Ensuring PIRs are tied directly to the concept of operations and decision points. ⚫ Focusing PIRs on their most critical needs (because of limited collection assets). ⚫ Ensuring PIRs include the latest time information is of value (also called LTIOV) or the event by which the information is required. ⚫ Approving requests for intelligence collection requirements beyond a unit’s capabilities. ⚫ Aggressively seeking the results of higher-echelon intelligence operations as well as the answers to information requirements across all echelons through intelligence reach. 6-25. Commanders assign information collection tasks based on a unit’s collection capabilities. Therefore, commanders ensure the tasks they assign do not exceed the collection and analytical ability of their unit. When not using organic assets, commanders use previously established relationships to optimize effective operations as a combined arms team, when possible. PROVIDE MIXED AND REDUNDANT COVERAGE 6-26. Commanders integrate their assets’ capabilities to provide mixed and redundant coverage of critical locations identified during planning. The layering of collection assets through cueing, redundancy, and mixing assists in successfully answering requirements. Maximum efficiency in information collection is achieved when all collection assets are carefully employed together. The appropriate mix of collection assets assists in satisfying as many different requirements as possible. It also reduces the likelihood the unit will favor or rely on one particular unit, discipline, or system. The intelligence and operations staffs collaborate to balance requirements, available capabilities, and areas to be covered. Commanders and staffs continuously assess results to determine any changes in critical locations requiring this level of coverage. 01 October 2023 FM 2-0 6-7 Chapter 6 GAIN AND MAINTAIN SENSOR CONTACT 6-27. Once a unit conducting intelligence operations gains sensor contact, it maintains that contact unless directed otherwise or the survival of the unit is at risk. In intelligence operations, gaining and maintaining sensor contact occur when the collection asset can observe or receive a signal or is observable from a person or object. Sensor contact is critical in signals intercept and imagery collection missions. REPORT INFORMATION RAPIDLY AND ACCURATELY 6-28. Collection assets acquire and report timely and accurate information on all relevant aspects of the OE within the AOI. Collection assets report exactly what they observe and, if appropriate, what they do not observe. Seemingly unimportant information may be extremely important when combined with other information. Negative reports may be as important as reports of threat activity. To ensure collection assets report information rapidly, the intelligence staff collaborates with the signal staff to ensure communications plans incorporate collection asset communications requirements. The collection manager must establish a PACE communications plan for each collection asset and ensure it has been tested as information may quickly lose its value. Indicators and SIRs should be written such that they can be answered over the radio by a simple spot report in SALUTE format from the collection asset. PROVIDE EARLY WARNING 6-29. Commanders and staffs position collection assets to provide early warning of threat action. Commanders use intelligence operations as part of their information collection effort to ascertain the threat COA and timing. They then orient these assets to observe these locations for indicators of threat actions. Timely and complete reporting is essential to providing early warning. RETAIN FREEDOM OF MOVEMENT 6-30. Collection assets require battlefield mobility to successfully accomplish their missions. These assets do not engage in close combat in the execution of their collection tasks. The criticality of collection assets makes their survival the utmost consideration. If these assets are decisively engaged, collection stops, and personnel immediately execute the necessary battle drills. The collection asset leader’s initiative and knowledge of the terrain, weather, and threat reduce the likelihood of decisive engagement and assist in maintaining freedom of movement. The IPOE process can identify anticipated areas of likely contact. SECTION IV – CONDUCTING INTELLIGENCE OPERATIONS 6-31. Intelligence unit planning begins with receipt of mission, identifying information collection tasks in an order or plan. The unit then deliberately plans, prepares, and executes the mission in close coordination with the supported unit collection manager and other staff members to satisfy specific requirements. During the execution of intelligence operations, collection assets and supporting PED elements process, exploit, and disseminate intelligence reports and combat information. The staff continually assesses the effectiveness of the information collection plan to support the operations process. Combat information identified by the G-2/S-2 is immediately disseminated to the commander. APPLYING THE OPERATIONS PROCESS IN INTELLIGENCE OPERATIONS 6-32. The operations process describes the sequence of activities performed by any military unit to accomplish a mission. (See ADP 5-0.) MI units conduct the same sequence of activities (plan, prepare, execute, and assess) to accomplish the tasks assigned to them. MI units follow the operations process to conduct intelligence operations the same way maneuver units do to conduct their operations. However, the conduct of intelligence operations requires collaboration and close coordination with the supported unit intelligence staff. (See figure 6-2.) 6-8 FM 2-0 01 October 2023  Intelligence Operations Figure 6-2. Intelligence support PLAN 6-33. Planning is the art and science of understanding a situation, envisioning a desired future, and determining effective ways to bring that future about (ADP 5-0). It results in a plan or order that communicates the commander’s intent, understanding, and visualization of the operation to subordinates, focusing on desired results. Mission Planning 6-34. Mission planning begins when the MI unit receives or anticipates a new mission. This can come from an order issued by higher headquarters or derived from an ongoing operation. The MI unit relies on established SOPs to articulate individual and collective responsibilities during planning. The SOPs identify the participants, their responsibilities, and the tools or products required to produce intelligence. 6-35. Upon mission receipt, the supported unit’s order and annexes must be examined to identify specified and implied tasks and constraints contained in the order’s annexes. The MI unit commander and leaders should review Annex B (Intelligence), Annex D (Fires), Annex F (Sustainment), Annex H (Protection), Annex L (Information Collection), and Annex S (Special Technical Operations) to the base OPORD, as well as all supporting appendixes and tabs. Military Intelligence Unit Commander 6-36. During planning, the MI unit commander uses specified and implied tasks, the supported unit’s commander’s guidance and staff assessments, and the information collection plan. This allows the MI unit commander to tailor planning considerations, which include but are not limited to— ⚫ Determining the amount and type of equipment required and available for the mission. ⚫ Determining and requesting the augmentation of personnel and equipment, including required PED support to conduct single-discipline and multidiscipline intelligence operations. ⚫ Determining and requesting the augmentation of personnel for complementary capabilities. ⚫ Determining the communications (network and voice) and connectivity architecture, requirements, and limitations to support the mission. ⚫ Coordinating with other units to support the MI unit’s mission, including but not limited to— ▪ Medical personnel to establish casualty evacuation procedures. ▪ The fire support officer to coordinate fire support. 01 October 2023 FM 2-0 6-9 Chapter 6 ▪ The airspace coordinator if using airborne intelligence systems. ▪ Supported units to ensure the required mission, communications, logistics, and life support are available for the MI element/personnel. ▪ Maneuver units to coordinate terrain management where MI personnel are expected to operate. ▪ Adjacent MI unit commanders to identify threat information and coordinate and deconflict operations. ⚫ Observing subordinate execution of TLP by section, platoon, and company leaders. ⚫ Identifying language requirements and requesting augmentation, as appropriate. ⚫ Identifying intelligence contingency funds requirements. (See AR 381-141.) ⚫ Identifying IEW maintenance support and procedures before deployment. During deployment, this requires continuous assessment, especially when there are few or no organic IEW technicians and facilities. Troop Leading Procedures 6-37. During planning, MI unit leaders below the MI battalion level conduct TLP to prepare for intelligence operations. The troop leading procedures are a dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation (ADP 5-0). These procedures enable leaders to maximize available planning time while developing effective plans and preparing their units for an operation. TLP are also supported by risk management. It is important for MI unit leaders to collaborate with both their higher MI unit (when applicable) and the supported unit throughout the entire TLP process. 6-38. The TLP and the MDMP are similar but not identical. Commanders with a coordinating staff use the MDMP (see table 3-3 on page 3-12); company-level and smaller units use the TLP (see figure 6-3). 6-39. TLP consist of eight steps. The sequence of the TLP steps is not rigid. Leaders modify the sequence to meet the mission, situation, and available time. Some steps are performed concurrently while others may be performed continuously throughout the operation. Step 1—Receive the Mission 6-40. MI leaders analyze mission objectives and current capabilities to accomplish the assigned mission, assess any possible issues (personnel, equipment, or maintenance) that could limit mission support, and raise any issues to the MI commander and supported that could hinder mission accomplishment unit. Step 2—Issue a Warning Order 6-41. MI leaders of elements supporting a mission issue a WARNORD to participating elements and personnel as soon as possible (usually within an hour after receipt of mission). This ensures subordinate leaders have key information needed to maximize preparation time. The MI unit may have to issue multiple WARNORDs due to additional information or changes to the supported unit’s WARNORD. The initial WARNORD should include a task organization (provides the detailed task organization for the mission: formation, personnel, and equipment) and timeline (provides a schedule of all preparatory tasks from receipt of mission to the start of collection). Step 3—Make a Tentative Plan 6-42. MI leaders create a tentative plan based on the supported unit’s WARNORD that attempts to meet mission requirements and remain within the framework of the commander’s intent. MI leaders ensure— ⚫ MI personnel and elements have all available information to complete the mission. ⚫ Soldiers are prepared to execute any tasks assigned to them and their section/element. ⚫ All equipment and vehicles are prepared for the mission, inventoried, and operational. 6-10 FM 2-0 01 October 2023  Intelligence Operations Figure 6-3. Troop leading procedures sequenced to the military decision-making process Step 4—Initiate Movement 6-43. MI leaders may need to initiate movement while they are still planning or conducting reconnaissance. This step can occur at any time during the TLP. Step 5—Conduct Reconnaissance 6-44. MI leaders, at a minimum, conduct a map reconnaissance and coordinate with the supported unit to review products (such as ground reconnaissance, geospatial information or imagery [including aerial photography], scout photographs, sketches) and to verify their terrain analysis, plan, and usability of routes. This step can occur any time during the TLP. Step 6—Complete the Plan 6-45. MI leaders complete the plan based on reconnaissance and any changes in the situation and confirm the mission as received from the supported unit’s WARNORD. This ensures the plan meets mission requirements and remains within the framework of the commander’s intent. 01 October 2023 FM 2-0 6-11 Chapter 6 Step 7—Issue the Order 6-46. MI leaders give final direction to their Soldiers and other personnel regarding the mission. Subordinate leaders should give a backbrief or confirmation brief to the responsible MI leader at the conclusion of the order to ensure specific tasks and purposes are understood. Designated personnel attend the mission brief, usually led by the maneuver element’s mission leader. Step 8—Supervise and Refine 6-47. All MI personnel/elements supporting the mission must attend all rehearsals, precombat checks, precombat inspections, and critical events conducted during planning. MI leaders ensure all supporting personnel adhere to the guidance, and all equipment, personnel, and vehicles are prepared for the mission. PREPARE 6-48. Preparation is those activities performed by units and Soldiers to improve their ability to execute an operation (ADP 5-0). The prepare activity begins upon receipt of a plan or order, including a WARNORD. Intelligence operations begin once an order containing information collection tasks is received. For collection assets conducting intelligence operations, preparation activities include but are not limited to— ⚫ Conducting the necessary coordination, as the situation requires, including logistics (by class of supply), maps, and medical evacuation procedures. ⚫ Verifying fire support, casualty evacuation, fratricide avoidance, airspace coordination, spectrum management, and other coordination measures and procedures. ⚫ Coordinating with the USAF SWO to determine weather effects on friendly and threat collection assets (platforms and sensors) and to determine time windows for optimal use based on their specific weather threshold sensitivities and current and predictive weather conditions in the OE. ⚫ Refining plans, backbriefs, SOP reviews, and rehearsals, and coordinating products with various elements and organizations. 6-49. MI leaders should reconfirm and verify existing intelligence discipline reports for the target and share them with the supported commander. MI leaders should also review signal surveys, including the required technical data and the appropriate encryption, and inventory and test the signal equipment. Perform Inspections 6-50. After acquiring all required equipment and support materials, MI leaders must conduct inspections to ensure unit personnel and sections are prepared to conduct their mission. Subordinate leaders conduct precombat checks of their personnel supporting the mission. Participating MI element leaders conduct precombat inspections before mission execution. It is crucial for MI leaders to verify that TTP, personnel, equipment, and services are in place and ready for mission execution. Conduct Rehearsals 6-51. Rehearsals assist units in preparing for operations by either verifying that provisions and procedures are in place and functioning, or by identifying inadequacies that leaders and the staff must remedy. They allow operation participants to become familiar with and translate the plan into specific actions that orient them to their environment and other units when executing the mission. Rehearsals allow the MI element to integrate with and become familiar to the supported unit. It also allows the MI element to understand its role and scheme of maneuver within the larger mission objectives. 6-52. MI leaders conduct information collection rehearsals to ensure the correct information is collected, and Soldiers use the right techniques to support the mission. In a time-constrained environment, the information collection rehearsal may be combined with the combined-arms rehearsal or fires rehearsal. 6-12 FM 2-0 01 October 2023  Intelligence Operations EXECUTE 6-53. Execution is the act of putting a plan into action by applying combat power to accomplish the mission and adjusting operations based on changes in the situation (ADP 5-0). MI leaders ensure their unit— ⚫ Is properly staged with the supported unit and in the right order of movement. ⚫ Monitors asset locations and supports and ensures force protection of these elements. ⚫ Is on the right communications network and conducts communications checks. ⚫ Reports technical, threat, and administrative information through the appropriate communications network (operations and intelligence) as specified in reporting guidelines established in Annex B (Intelligence) and unit SOPs. ASSESS 6-54. Assessment is determination of the progress toward accomplishing a task, creating a condition, or achieving an objective (JP 3-0). Assessing allows the MI commander to determine the existence and significance of variances in the operation as envisioned in the initial plan. During execution, assessing an operation is an essential and continuous task. It is a deliberate comparison of previously templated outcomes to actual events, using the commander’s criteria for success to judge operational success at any point during the operation. The MI unit commander assesses probable outcomes of the ongoing operation to— ⚫ Determine whether changes are required to accomplish and complete the mission. ⚫ React to threats. ⚫ Take advantage of opportunities. 6-55. As the situation changes, MI leaders adjust the information collection plan to keep information collection tasks synchronized with the overall operation, optimize collection, and support future operational planning. 6-56. MI leaders assess intelligence operations by— ⚫ Collaborating with collection managers to— ▪ Identify if information requirements have been satisfied. ▪ Evaluate the quality and accuracy of reported information. ▪ Adjust the information collection plan based on the remaining information gaps. ⚫ Requesting feedback from technical authorities (such as the G-2X) on the efficiency of information collection activities, and to identify the right collection activity to support the mission. ⚫ Attending after action reviews with the supported commander and staff to assess how well the MI element integrated with and supported the unit during the mission. These after action reviews should include the— ▪ Integration of the MI element into the larger mission plan. ▪ Effectiveness of supporting the commander’s information requirements. ▪ Identification of equipment or personnel deficiencies. ▪ Identification of lessons learned and emerging TTP that can better support the unit in the future. TASK-ORGANIZING 6-57. The staff carefully considers the appropriate command or support relationship needed for each situation based on several factors, including proper intelligence authorities. The staff balances responsive support to the augmented unit with flexibility to distribute low-density, high-demand collection assets, as necessary, across the various echelons. The MI commander normally provides recommendations to the staff in matters of task-organizing collection assets and outlines the effects of the command and support relationships being considered. In coordination with supported units, the staff determines command and support relationships, as well as additional operational requirements (such as language support considerations [see appendix E]), along with the mission variables (METT-TC [I]) when developing plans and orders. The following discussion addresses factors to consider for intelligence operations. (See FM 5-0 for doctrine on task-organizing.) 01 October 2023 FM 2-0 6-13 Chapter 6 Note. Understanding command and support relationships is important for the MI unit commander subordinating one unit to another, as appropriate. COMMAND RELATIONSHIPS 6-58. Command relationships are used when the most responsive employment of augmenting MI units is required. Army command relationships are designated as either organic, assigned, attached, OPCON, or tactical control (TACON). Each relationship has inherent responsibilities associated with it. (See table 6-1.) All relationships, other than assigned, temporarily associate the augmenting MI unit with the gaining unit. Augmenting units return to their MI parent unit at the end of the operation, as specified in the plan or order directing the relationship, or when directed by a FRAGORD. Table 6-1. Army command relationships Then the following are inherent responsibilities: Authorities CDR can Unless Are impose on If the Have May be modified, Establish and Have assigned Provide gaining unit relationship command task- ADCON maintain priorities position liaison further is— relationship organized responsibility communications established or AO to— command or with— by— goes with— by— by— support through— relationship of— Attached; Organic Organic Organic OPCON; Organic Organic HQ N/A N/A Organic HQ HQ HQ HQ TACON; GS, GSR, R, DS Attached; Gaining Gaining Gaining OPCON; Assigned Gaining HQ N/A N/A Gaining HQ HQ HQ HQ TACON; GS, GSR, R, DS As required OPCON; Gaining Gaining Gaining Unit to which Attached Gaining HQ by Gaining HQ TACON; GS; HQ HQ HQ attached gaining GSR; R; DS HQ Parent unit and gaining As unit; required As required by OPCON; Gaining Gaining OPCON gaining unit Parent HQ by gaining HQ and Gaining HQ TACON; GS; HQ HQ may pass gaining parent HQ GSR; R; DS OPCON to HQ lower HQ As required As required by Gaining Gaining TACON; GS; TACON Parent HQ Parent HQ by gaining unit and Gaining HQ HQ HQ GSR; R; DS gaining parent HQ HQ ADCON administrative control HQ headquarters AO area of operations N/A not applicable CDR commander OPCON operational control DS direct support R reinforcing GS general support TACON tactical control GSR general support-reinforcing 6-59. OPCON normally provides full authority to task-organize augmenting commands and forces and to employ those forces as the gaining commander considers necessary. It does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training. A significant consideration in the OPCON relationship is that sustainment and other administrative control (ADCON) responsibilities remain with the parent MI unit unless the plan or order directing the relationship specifies otherwise. Normally, modifications to the inherent responsibilities are directed in the Tasks to Subordinate Units subparagraph of paragraph 3 (Execution) of the order. 6-14 FM 2-0 01 October 2023  Intelligence Operations 6-60. TACON limits the gaining commander’s authority to the detailed direction and control of maneuver/movement necessary to accomplish the missions or tasks assigned. TACON does not provide authority to change the organizational structure of the augmenting asset or direct administrative or logistics support. SUPPORT RELATIONSHIPS 6-61. Commanders establish support relationships (table 6-2) when subordination of one unit to another is inappropriate, such as when limited MI collection capabilities must support multiple units. Support relationships provide the greatest flexibility to distribute collection assets across an AO. Support relationships are graduated from an exclusive supported and supporting relationship between two units—as in DS—to a broad level of support extended to all units under the control of the higher headquarters—as in general support (GS). Support relationships do not normally alter ADCON. Intelligence operations normally use two support relationships: ⚫ Direct support is a support relationship requiring a force to support another specific force and authorizing it to answer directly to the supported force’s request for assistance (FM 3-0). ⚫ General support is support given to the supported force as a whole and not to any particular subdivision thereof (JP 3-09.3). Table 6-2. Army support relationships Then the following are inherent responsibilities: Authorities CDR can Are If the impose on Have May be assigned Establish and Have relationship Receive Provide gaining unit command task- position or maintain priorities is— sustainment liaison further relationship organized area of communications established from— to— command with— by— operations with— by— or support by— relationship of Supported Supported Parent unit; Supported Direct support1 Parent HQ Parent HQ Parent HQ See note. HQ HQ supported HQ HQ Reinforced Reinforced Reinforced Parent HQ; Reinforcing Parent HQ Parent HQ Parent HQ HQ; then N/A HQ HQ reinforced HQ parent HQ Reinforced Parent HQ; General HQ and as Reinforced HQ then support- Parent HQ Parent HQ Parent HQ Parent HQ required and as required N/A reinforced reinforcing by parent by parent HQ HQ HQ As required As required by General support Parent HQ Parent HQ Parent HQ Parent HQ Parent HQ N/A by parent parent HQ HQ Note. Commanders of units in direct support may further assign support relationships between their subordinate units and elements of the supported unit after coordination with the supported commander. CDR commander HQ headquarters N/A not applicable 6-62. In all support relationships, the parent unit is responsible for sustainment. Conditions may exist in which sustainment by the parent unit is not possible because of time, distance, or threats. In these cases, the plan or order directing the support relationship can direct the supported unit to provide sustainment for the supporting unit. OTHER RELATIONSHIPS 6-63. Higher-echelon headquarters have established several other relationships with units that are not command or support relationships. These relationships are limited or specialized to a greater degree than command and support relationships, and they may be detailed in a command’s implementing directives. Limited relationships are not used when tailoring or task-organizing Army forces. Using specialized relationships assists in clarifying certain aspects of OPCON or ADCON. Table 6-3 on page 6-16 lists other relationships. 01 October 2023 FM 2-0 6-15 Chapter 6 Table 6-3. Other relationships Relationship Operational use Established by Authorities and limitations TRO enables CCDRs to provide guidance on operational requirements The authority exercised by CCDRs over and training priorities and review assigned RC forces when not on active CCDRs identified in the Forces for readiness reports and mobilization duty. Through TRO, CCDRs shape RC Unified Commands memorandum Note. plans for RC forces. It is not a TRO training and readiness. Upon CCDRs normally delegates TRO to command relationship. ARNG forces mobilization of RC forces, TRO is no ASCCs. remain under the C2 of their respective longer applicable. state AG until mobilized for federal service. USAR forces remain under the C2 of the CG, USARC, until mobilized. TRA includes responsibility for all facets of The authority for a designated command that enable commanders to commander to give direction to an accomplish their mission. It does not TRA attached unit for leader development, Higher commander include those installation command individual and collective training, and authorities vested in the Army senior unit readiness. commander. The authority to plan and direct The parent unit headquarters collaboration between two units Note. This is a coordination DIRLAUTH is limited to planning and DIRLAUTH assigned to different commands, often relationship, not an authority through coordination between units. based on anticipated tailoring and task which command may be exercised. organization changes. This is an Informal relationship to Normally establishes information facilitate planning between a theater channels for coordination between the Aligned army and other Army units identified in Theater army and parent command gaining theater army and Army units operations and exercises in a specific that are likely to be committed to that combatant command. area of responsibility. AG adjutant general DIRLAUTH direct liaison authorized ASCC Army Service component command RC Reserve Component ARNG Army National Guard TRA training and readiness authority C2 command and control TRO training and readiness oversight CCDR combatant commander USAR United States Army Reserve CG commanding general USARC United States Army Reserve Command TECHNICAL OVERSIGHT 6-64. Information moves throughout various echelons along specific transmission paths or channels. Establishing command and support relationships directs the flow of reported information during intelligence operations. Channels assist in streamlining information dissemination by ensuring the right information passes promptly to the right users. Commanders and staffs normally communicate through three channels: command, staff, and technical. (See ADP 6-0 and ATP 6-02.71.) 6-65. Commanders direct operations but often rely on technical expertise to plan, prepare, execute, and assess units’ collection efforts. Technical channels involve translating information collection tasks into specific parameters used to focus highly technical or legally sensitive aspects of the information collection effort. Technical channels include but are not limited to— ⚫ Defining, managing, or prescribing specific employment techniques. ⚫ Identifying critical technical collection criteria such as technical indicators. ⚫ Providing supporting technical data or databases. ⚫ Recommending collection techniques, procedures, or assets. ⚫ Conducting operational reviews. ⚫ Conducting operational coordination. ⚫ Conducting specialized intelligence training. 6-66. Commanders and staffs ensure adherence to applicable laws, policies, and regulations, including but not limited to those listed in appendix D. They also ensure the proper use of doctrinal techniques and provide technical support and guidance. During intelligence operations, the intelligence staff ensures adherence to technical authorities through technical control. 6-16 FM 2-0 01 October 2023  Intelligence Operations 6-67. Technical authorities are the applicable laws, policies, and regulations that guide and ensure the effective execution of the intelligence tasks, functions, and capabilities needed to meet the dynamic requirements of intelligence operations. Applicable laws and policies include all relevant U.S. laws, the law of war, international laws, ICDs, DOD directives, DOD instructions, and orders. 6-68. Technical control, in intelligence usage, refers to the application and oversight of the technical authorities that control the performance of intelligence functions and activities. While not a formal or support relationship, technical control is a critical function that ensures the collection asset has the required data and guidance to perform the mission. 6-69. Technical authority and technical control neither constitute nor bypass command authorities; rather, they serve as the mechanism for ensuring the effective execution of the intelligence tasks, functions, and capabilities needed to meet the dynamic requirements of operations. The commander and staff establish collection requirements for the asset, task the asset in accordance with the unit order or plan, and provide staff control of the asset during operations. 6-70. Technical authority and technical control are accomplished through intelligence technical channels. Establishing intelligence technical channels ensures oversight of and adherence to existing policies or regulations for information collection tasks within the information collection plan. In specific cases, regulatory authority is granted to national and DOD intelligence agencies for specific intelligence discipline collection and is passed through technical channels. 6-71. While intelligence technical channels are not part of command or support relationship channels, they are important to intelligence operations as they are the transmission paths between intelligence units (including sections) preforming a technical function that requires special expertise, oversight, or synchronization. 01 October 2023 FM 2-0 6-17