FM 3-55 Information Collection PDF

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FM 3-55 Field Manual Headquarters No. 3-55 Department of the Army 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. i 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..........................................................................................Glossary–1 REFERENCES..................................................................................References–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 ii FM 3-55 3 May 2013 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 May 2013 FM 3-55 iii 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. iv FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-1 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). 1-2 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-3 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. 1-4 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-5 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 1-6 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-7 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 1-8 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-9 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). 1-10 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-11 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. 1-12 FM 3-55 3 May 2013 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 May 2013 FM 3-55 1-13 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. 1-14 FM 3-55 3 May 2013 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 May 2013 FM 3-55 2-1 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. 2-2 FM 3-55 3 May 2013 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 May 2013 FM 3-55 2-3 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. 2-4 FM 3-55 3 May 2013 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 May 2013 FM 3-55 2-5 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. 2-6 FM 3-55 3 May 2013 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 May 2013 FM 3-55 2-7 This page intentionally left blank. 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

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