ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 128 of 440
Chapter 2 112 ATP 5-0.2-1 07 December 2020 tasking and directing IC, the staff recommends redundancy, mix, and cue as appropriate. Redundancy is using two or more like assets to collect against the same intelligence requirement (FM 3-90-2). Mixing is using two or more different assets to collect against the same intelligence requirement (FM 3-90-2). Cueing is the integration of one or more types of reconnaissance or surveillance systems to provide information that directs follow-on collecting of more detailed information by another system (FM 3-90-2). 2-342. Planning IC activities begins once requirements are established, validated, and prioritized. Staffs accomplish tasking IC by issuing WARNORDs, FRAGORDS, and OPORDs. They accomplish directing IC assets by continuously monitoring the operation. Staffs conduct re-tasking to refine, update, or create new requirements. WORKING GROUP INPUT TO INFORMATION COLLECTION 2-343. Working groups comprise groupings of predetermined staff representatives who analyze, coordinate, and recommend a particular purpose or function. Their contributions are synchronized across multiple CP cells and staff sections. Boards, while similar to working groups, maintain decision authority for that purpose or function. Operations and Intelligence Working Group 2-344. Many working groups exist only at division and higher echelons, but their functions must still be performed by brigades and battalions. For example, no structured operations and intelligence working group exists at brigade and battalion levels. Depending on personnel availability, commanders may designate an ad hoc working group. Because a primary staff officer's responsibilities cannot be delegated, an XO or COS should direct and manage the efforts of that working group to achieve a fully synchronized and integrated IC plan. 2-345. Units' SOPs and internal battle rhythms determine when, and how often, an operations and intelligence working group meets. The group must be closely aligned with current and future operational planning to ensure requirements planning tools are properly integrated into the overall OPORD or OPLAN. This working group's function is to bring together staff sections and validate requirements while deconflicting missions and taskings of both organic and attached collection assets. Expected outputs of an operations and intelligence working group include: Understanding how the enemy will fight. Refined list of requirements. Confirmation on the disposition of all collection assets. FFIRs, PIRs, and EEFIs. Validation of outputs of other working groups. Critical NAIs and TAIs. FINAL INFORMATION COLLECTION PLAN 2-346. Staffs must complete several important activities and review several considerations to achieve a fully synchronized, efficient, and effective final IC plan. Updating IC activities while executing and assessing activities of the operations process is crucial to an IC plan. An IC plan is implemented through asset tasking. The tasking process provides selected collection assets with prioritized requirements. When collection tasks or requests are passed to units, the staff provides details clearly defining collection requirements. These requirements identify— What to collect-information requirements and essential elements of information. Where to collect-NAIs and TAIs. When and how long to collect. Why to collect. 2-347. An IC plan becomes an execution order when published as a separate order or annex (annex L of an OPORD (see FM 6-0 for an example)). It should be published in the five-paragraph OPORD format as an OPORD or a FRAGORD. Staffs use the IC plan to task, direct, and manage collection assets (both