ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 126 of 440
Chapter 2 110 ATP 5-0.2-1 07 December 2020 2-328. Commanders participate in IC planning and direct IC activities by- Asking the right questions to focus the efforts of the staff. Knowing the enemy. Personal involvement and knowledge have no substitutes. Stating intent clearly and designating clear CCIRs. Understanding IC assets and resources to exploit the assets' full effectiveness. 2-329. Commanders prioritize collection activities by providing their guidance and commander's intent early in a planning process. Commanders- Identify and update CCIRs. Ensure CCIRs are tied directly to the scheme of maneuver and decisions. Limit CCIRs to only their most critical needs. Aggressively seek out, through intelligence reach, higher echelon's collection analysis. Ensure CCIRs include LTIOV or the event by which the information is required. Commander's Needs 2-330. Staffs synchronize and integrate information activities with warfighting functions based on the higher commander's guidance and decisions. A commander's knowledge of collection activities enables them to focus staff and subordinate commanders in planning, preparing, executing, and assessing IC activities for the operation. 2-331. 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, therefore, commanders must prioritize these assets. Commanders communicate this as guidance for planners and the staff. Commanders 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. Commander's Guidance 2-332. Commanders aid planning by providing guidance. This includes guidance on acceptable levels of risk for IC planning and guidance for collection assets and collection tasks. Commanders issue formal guidance at three points in the planning process: Commander's initial guidance is provided following receipt of mission. Initial planning guidance follows mission analysis to guide COA development. Refined commander's intent, CCIRs and EEFIs after the COA decision but before the final WARNORD. Commander's Initial Guidance 2-333. For IC planning, initial guidance includes— Initial timeline for IC planning. Initial IC focus. Initial information requirements. Authorized movement. Collection and product development timelines. Technique: A key to effective staff synchronization of the operations and intelligence processes is to ensure that the IPB process and the IC process are integrated. Staff members play an important role in each of these staff processes. Gaps discovered during initial IPB form the basis for information requirements; which drive IC activities; which answer and ultimately close those information gaps. Ultimately, this cyclic function aids the commander in developing and maintaining a better understanding of the battlefield situation.