ATP 2-33.4 Intelligence Analysis

Total Page:16

File Type:pdf, Size:1020Kb

ATP 2-33.4 Intelligence Analysis ATP 2-33.4 Intelligence Analysis JANUARY 2020 DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ATP 2-33.4, dated 18 August 2014. Headquarters, Department of the Army This publication is available at Army Knowledge Online (https://armypubs.army.mil), and the Central Army Registry site (https://atiam.train.army.mil/catalog/dashboard). *ATP 2-33.4 Army Techniques Publication Headquarters No. 2-33.4 Department of the Army Washington, DC, 10 January 2020 Intelligence Analysis Contents Page PREFACE............................................................................................................. vii INTRODUCTION ................................................................................................... xi PART ONE FUNDAMENTALS Chapter 1 UNDERSTANDING INTELLIGENCE ANALYSIS ............................................. 1-1 Intelligence Analysis Overview ........................................................................... 1-1 Conducting Intelligence Analysis ........................................................................ 1-5 Intelligence Analysis and Collection Management ............................................. 1-8 The All-Source Intelligence Architecture and Analysis Across the Echelons ..... 1-9 Intelligence Analysis During Large-Scale Ground Combat Operations ........... 1-11 Intelligence Analysis During the Army’s Other Strategic Roles ........................ 1-13 Chapter 2 THE INTELLIGENCE ANALYSIS PROCESS ................................................... 2-1 Overview ............................................................................................................. 2-1 The Phases of the Intelligence Analysis Process .............................................. 2-1 Chapter 3 ALL-SOURCE ANALYTICAL TASKS ............................................................... 3-1 Overview ............................................................................................................. 3-1 Generate Intelligence Knowledge (ART 2.1.4) ................................................... 3-2 Perform Intelligence Preparation of the Battlefield (ART 2.2.1) ......................... 3-3 Provide Warnings (ART 2.1.1.1) ........................................................................ 3-3 Perform Situation Development (ART 2.2.2) ...................................................... 3-4 Provide Intelligence Support to Targeting and Information Operations (ART 2.4) ............................................................................................................ 3-4 PART TWO TASK TECHNIQUES Chapter 4 ANALYTIC TECHNIQUES ................................................................................. 4-1 Overview ............................................................................................................. 4-1 Applying Structured Analytic Techniques ........................................................... 4-1 Chapter 5 BASIC AND DIAGNOSTIC STRUCTURED ANALYTIC TECHNIQUES .......... 5-1 Section I – Basic Structured Analytic Techniques ....................................... 5-1 Sorting ................................................................................................................ 5-1 Chronologies ...................................................................................................... 5-4 DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. *This publication supersedes ATP 2-33.4, dated 18 August 2014. i Contents Matrices ............................................................................................................... 5-6 Weighted Ranking ............................................................................................... 5-7 Link Analysis ....................................................................................................... 5-8 Event Tree ......................................................................................................... 5-12 Event Mapping .................................................................................................. 5-13 Section II – Diagnostic Structured Analytic Techniques ............................ 5-15 Key Assumptions Check ................................................................................... 5-15 Quality of Information Check ............................................................................. 5-16 Indicators/Signposts of Change ........................................................................ 5-18 Chapter 6 ADVANCED STRUCTURED ANALYTIC TECHNIQUES .................................. 6-1 Section I – Contrarian Structured Analytic Techniques ............................... 6-1 Analysis of Competing Hypotheses .................................................................... 6-1 Devil’s Advocacy ................................................................................................. 6-3 Team A/Team B .................................................................................................. 6-4 High-Impact/Low-Probability Analysis ................................................................. 6-5 “What If?” Analysis .............................................................................................. 6-6 Section II – Imaginative Structured Analytic Techniques ............................. 6-7 Brainstorming ...................................................................................................... 6-8 Functional Analysis Using Critical Factors Analysis ........................................... 6-9 Outside-In Thinking ........................................................................................... 6-10 Red Hat/Team Analysis .................................................................................... 6-11 PART THREE INTELLIGENCE ANALYSIS CONSIDERATIONS Chapter 7 ANALYTIC SUPPORT TO ARMY FORCES AND OPERATIONS .................... 7-1 Overview ............................................................................................................. 7-1 Analysis Across the Echelons ............................................................................. 7-1 Support to Functional Elements .......................................................................... 7-3 Analysis Across the Army’s Strategic Roles ....................................................... 7-6 Chapter 8 ANALYSIS AND LARGE-SCALE GROUND COMBAT OPERATIONS ........... 8-1 Overview ............................................................................................................. 8-1 Tactical to Operational Situation: An Enemy Attack ........................................... 8-1 Chapter 9 MANAGING LONG-TERM ANALYTICAL ASSESSMENTS ............................. 9-1 Overview ............................................................................................................. 9-1 The Basics of Analytic Design ............................................................................ 9-1 Collaboration During Analytic Design ................................................................. 9-6 Transitioning from the Analytic Design Process to Presenting the Results ........ 9-6 Crosswalking Analytic Design with Tactical Intelligence Analysis ...................... 9-7 Appendix A AUTOMATION SUPPORT TO INTELLIGENCE ANALYSIS ........................... A-1 Appendix B COGNITIVE CONSIDERATIONS FOR INTELLIGENCE ANALYSTS ............. B-1 Appendix C ANALYTIC STANDARDS AND ANALYSIS VALIDATION .............................. C-1 Appendix D THREAT CONSIDERATIONS DURING LARGE-SCALE GROUND COMBAT OPERATIONS ................................................................................................... D-1 Appendix E INTELLIGENCE PRODUCTION ....................................................................... E-1 Appendix F INTELLIGENCE SUPPORT TO TARGETING ................................................... F-1 ii ATP 2-33.4 10 January 2020 Contents GLOSSARY .......................................................................................... Glossary-1 REFERENCES .................................................................................. References-1 INDEX .......................................................................................................... Index-1 Figures Introductory figure. Intelligence analysis at a glance ............................................................... xii Figure 1-1. Achieving situational awareness and understanding ........................................... 1-1 Figure 1-2. Intelligence analysis within doctrinal constructs .................................................. 1-3 Figure 1-3. Information and intelligence reporting example ................................................... 1-4 Figure 1-4. Analytic standards ................................................................................................ 1-8 Figure 1-5. All-source analysis across the echelons ............................................................ 1-10 Figure 1-6. Key aspects of the operational framework ......................................................... 1-12 Figure 2-1. The intelligence analysis process ........................................................................ 2-2 Figure 3-1. The all-source analytical tasks ............................................................................. 3-1 Figure 4-1. Applying analytic techniques to understand the operational environment .......... 4-2 Figure 4-2. Structured analytic
Recommended publications
  • Deception, Disinformation, and Strategic Communications: How One Interagency Group Made a Major Difference by Fletcher Schoen and Christopher J
    STRATEGIC PERSPECTIVES 11 Deception, Disinformation, and Strategic Communications: How One Interagency Group Made a Major Difference by Fletcher Schoen and Christopher J. Lamb Center for Strategic Research Institute for National Strategic Studies National Defense University Institute for National Strategic Studies National Defense University The Institute for National Strategic Studies (INSS) is National Defense University’s (NDU’s) dedicated research arm. INSS includes the Center for Strategic Research, Center for Complex Operations, Center for the Study of Chinese Military Affairs, Center for Technology and National Security Policy, Center for Transatlantic Security Studies, and Conflict Records Research Center. The military and civilian analysts and staff who comprise INSS and its subcomponents execute their mission by conducting research and analysis, publishing, and participating in conferences, policy support, and outreach. The mission of INSS is to conduct strategic studies for the Secretary of Defense, Chairman of the Joint Chiefs of Staff, and the Unified Combatant Commands in support of the academic programs at NDU and to perform outreach to other U.S. Government agencies and the broader national security community. Cover: Kathleen Bailey presents evidence of forgeries to the press corps. Credit: The Washington Times Deception, Disinformation, and Strategic Communications: How One Interagency Group Made a Major Difference Deception, Disinformation, and Strategic Communications: How One Interagency Group Made a Major Difference By Fletcher Schoen and Christopher J. Lamb Institute for National Strategic Studies Strategic Perspectives, No. 11 Series Editor: Nicholas Rostow National Defense University Press Washington, D.C. June 2012 Opinions, conclusions, and recommendations expressed or implied within are solely those of the contributors and do not necessarily represent the views of the Defense Department or any other agency of the Federal Government.
    [Show full text]
  • View/Print Page As PDF
    MENU Policy Analysis / Muqawama Fake News Surrounding Qasim Muslih’s Arrest (Part 2): Release Claims by Michael Knights, Crispin Smith, Hamdi Malik May 28, 2021 Also available in Arabic ABOUT THE AUTHORS Michael Knights Michael Knights is the Boston-based Jill and Jay Bernstein Fellow of The Washington Institute, specializing in the military and security affairs of Iraq, Iran, and the Persian Gulf states. Crispin Smith Crispin Smith is an associate at a Washington-based national security law group. His research focuses on Iraqi security, human rights, and law of armed conflict issues. Hamdi Malik Dr. Hamdi Malik is an Associate Fellow with the Washington Institute, specializing in Shia militias. He is the co-founder of the Militia Spotlight platform, which offers in-depth analysis of developments related to the Iranian-backed militias in Iraq and Syria. He is the coauthor of the Institute's 2020 study "Honored, Not Contained: The Future of Iraq’s Popular Mobilization Forces." Brief Analysis Part of a series: Militia Spotlight or see Part 1: How to Use Militia Spotlight Militias made a concerted effort to create the false impression that their colleague had been released immediately, and the claim was soon echoed by major global media outlets. n May 26, the Iraqi state arrested militia leader Qasim Muslih in connection with the May 9 murder of activist O Ehab al-Wazni. In June 2020, when fourteen Kataib Hezbollah (KH) members were arrested and thirteen suspects not covered by the warrant were quickly released, muqawama (resistance) groups were able to badly damage the Iraqi government’s credibility by publicizing the release.
    [Show full text]
  • Intel Management Model for Europe
    INTELLIGENCE MANAGEMENT MODEL FOR EUROPE PHASE ONE Guidelines for standards and best practice within the analysis function Contents Foreword 5 Acknowledgements 6 1. Executive Summary 7 Recruitment 8 Trainee Analyst - The Benefits 9 Training Programme for Police Analysts 10 Intelligence Training for Law Enforcement Personnel 10 Career Structure for Analyst Personnel 11 2. Recruitment 12 Person Specification 12 Pre-Selection 15 The Interview 15 3. Trainee Analyst - The Benefits 17 The Police Service of Northern Ireland 17 Belgian Federal Police 19 4. Training Programme for Police Analysts 20 Approach 1: The Police Service of Northern Ireland 20 Approach 2: The Belgian Federal Police 21 Approach 3: National Criminal Intelligence Service (NCIS) UK 22 5. Intelligence Training for Law Enforcement Personnel 23 Probationary Officers 23 Intelligence Officers 24 Analyst Managers 26 6. Career Structure for Analyst Personnel 28 7. Recommended References 30 3 List of Figures Figure 1: The Intelligence Cycle 7 Figure 2: Person Specification for Intelligence Analyst 14 Figure 3: PSNI Analyst Development Programme 18 Figure 4: Organisational Structure for Analysts - Strathclyde Police 28 Figure 5: Organisational Structure for Analysts - PSNI 29 4 Foreword The first tentative steps towards the development of an Intelligence Management Model for Europe were taken during early 2001. It was then that consideration was given to a proposed agenda for the forthcoming European Heads of Training Conference to be held in Scotland in June that same year. Many such conferences, in all disciplines, provide useful guidance and information to those in attendance. Often however there is little or no resultant legacy in terms of actual and tangible continuous development.
    [Show full text]
  • Technology Innovation and the Future of Air Force Intelligence Analysis
    C O R P O R A T I O N LANCE MENTHE, DAHLIA ANNE GOLDFELD, ABBIE TINGSTAD, SHERRILL LINGEL, EDWARD GEIST, DONALD BRUNK, AMANDA WICKER, SARAH SOLIMAN, BALYS GINTAUTAS, ANNE STICKELLS, AMADO CORDOVA Technology Innovation and the Future of Air Force Intelligence Analysis Volume 2, Technical Analysis and Supporting Material RR-A341-2_cover.indd All Pages 2/8/21 12:20 PM For more information on this publication, visit www.rand.org/t/RRA341-2 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-1-9774-0633-0 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2021 RAND Corporation R® is a registered trademark. Cover: U.S. Marine Corps photo by Cpl. William Chockey; faraktinov, Adobe Stock. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors.
    [Show full text]
  • Fallacies Are Deceptive Errors of Thinking
    Fallacies are deceptive errors of thinking. A good argument should: 1. be deductively valid (or inductively strong) and have all true premises; 2. have its validity and truth-of-premises be as evident as possible to the parties involved; 3. be clearly stated (using understandable language and making clear what the premises and conclusion are); 4. avoid circularity, ambiguity, and emotional language; and 5. be relevant to the issue at hand. LogiCola R Pages 51–60 List of fallacies Circular (question begging): Assuming the truth of what has to be proved – or using A to prove B and then B to prove A. Ambiguous: Changing the meaning of a term or phrase within the argument. Appeal to emotion: Stirring up emotions instead of arguing in a logical manner. Beside the point: Arguing for a conclusion irrelevant to the issue at hand. Straw man: Misrepresenting an opponent’s views. LogiCola R Pages 51–60 Appeal to the crowd: Arguing that a view must be true because most people believe it. Opposition: Arguing that a view must be false because our opponents believe it. Genetic fallacy: Arguing that your view must be false because we can explain why you hold it. Appeal to ignorance: Arguing that a view must be false because no one has proved it. Post hoc ergo propter hoc: Arguing that, since A happened after B, thus A was caused by B. Part-whole: Arguing that what applies to the parts must apply to the whole – or vice versa. LogiCola R Pages 51–60 Appeal to authority: Appealing in an improper way to expert opinion.
    [Show full text]
  • Open Source Intelligence (OSINT)
    ATP 2-22.9 Open-Source Intelligence July 2012 DISTRIBUTION RESTRICTION: Unlimited Distribution Headquarters, Department of the Army *ATP 2-22.9 Army Techniques Publication Headquarters No. 2-22.9 (FMI 2-22.9) Department of the Army Washington, DC, 10 July 2012 Open-Source Intelligence Contents Page PREFACE.............................................................................................................. iv INTRODUCTION .................................................................................................... v Chapter 1 OPEN-SOURCE INTELLIGENCE (OSINT) FUNDAMENTALS ........................ 1-1 Definition and Terms .......................................................................................... 1-1 Characteristics .................................................................................................... 1-1 The Intelligence Warfighting Function ................................................................ 1-2 The Intelligence Process .................................................................................... 1-3 The Planning Requirements and Assessing Collection Process ........................ 1-4 The Military Decisionmaking Process ................................................................ 1-4 Intelligence Preparation of the Battlefield ........................................................... 1-5 Chapter 2 PLANNING AND PREPARATION OF THE OSINT MISSION ............................. 2-1 Section I – Planning OSINT Activities ...........................................................
    [Show full text]
  • Cyber Counterintelligence - Deception, Distortion, Dishonesty
    #RSAC SESSION ID: CYBER COUNTERINTELLIGENCE - DECEPTION, DISTORTION, DISHONESTY Jeff Bardin Dr. Khatuna Mshvidobadze Chief Intelligence Officer Principal Treadstone 71 Cyberlight Global Associates @Treadstone71LLC [email protected] 5 2 Agenda Taxonomy Types of Denial Deception Dimensions of D&D Tactics Deception Chain (see your handout) and Deception Planning D&D Russian Historical Information Criminals & Kids Notable Events Georgia US Election Background Warfare Dis-information / France – Information Complexity of Formation of cyber Troll Factories Major Players TV5Monde Warfare on Social Outsourcing troops Media Forming public Interagency Socio-Cultural Conclusions - opinion Rivalries Differences Recommendations 3 Denial and Deception - Lifecycle Types of Denial and Deception Resource Diversion Uncertainty Intelligence Proactivity Depletion • Direct an • Waste an • Cause the • Monitor and • Use adversary’s adversary’s adversary to analyze deception attention time and doubt the adversary techniques to from real energy on veracity of a behavior detect assets toward obtaining and discovered during previously bogus ones. analyzing vulnerability intrusion unknown false or stolen attempts to attacks that information. information. inform future other defense defensive efforts. tools may miss. 4 Deception Planning Consideration of all critical components of the operation. Deny, deceive, create propaganda RSA Conference - Bardin and Mshvidobadze Western Dogs Dogs Lie Like Dotards - We will hack their sites and bring them down 5 Dimensions
    [Show full text]
  • Truth in the Information Age
    Beuth Hochschule für Technik Berlin Sprachenpreis 2019 Truth in the Information Age - Dead or Just Hidden? By Miriam Werner Theater- und Veranstaltungstechnik und -management 20.09.2019 Introduction Pokémon Go, iPhone 7, Donald Trump, Prince and Powerball. Those were the top five Google searches in 2016.1 Although it is hard to get a specific number from Google, it is estimated that Google handles more than two trillion searches per year. When doing the math that makes more than 63,000 searches per second.2 With numbers like these, you can see how important it is for us to gather information and with the right tools we have 24/7 access as well. If it didn’t matter what sort of information we receive, then everything would be fine. But in the era where expressions like “fake news” seem to pop up everywhere, the question seems to arise whether anything we read is true, or better yet, “is truth dead in the information age?” To fully understand all the nuances of this question a few definitions are required. When looking at the expression “information age” it refers to a period of time starting at the end of the 20th century and continuing into the foreseeable future. It is the change from the industrial to the post-industrial society where a large portion of the economy lies in information technology. It is shaped by the invention of the computer and telecommunication thereby changing how information is spread, managed and saved. 3 For this essay, I will be referring to the last three to four decades that include the invention of the internet, allowing information to travel around the world in seconds as well as offering access to more people than ever before.
    [Show full text]
  • CBEST Threat Intelligence-Led Assessments
    Implementation guide CBEST Threat Intelligence-Led Assessments January 2021 CBEST Threat Intelligence-Led Assessments 1 Forward Operational disruption can impact financial stability, threaten the viability of individual firms and financial market infrastructures (FMIs), or cause harm to consumers and other market participants in the financial system. Firms and FMIs need to consider all of these risks when assessing the appropriate levels of resilience within their respective businesses. Dealing with cyber risk is an important element of operational resilience and the CBEST framework is intelligence-led penetration testing which aims to address this risk. CBEST is part of the Bank of England and Prudential Regulation Authority’s (PRA’s) supervisory toolkit to assess the cyber resilience of firms’ important business services. This prioritised and focused assessment allows us and firms to better understand weaknesses and vulnerabilities and take remedial actions, thereby improving the resilience of systemically important firms and by extension, the wider financial system. Continued use of CBEST has confirmed its use as a highly effective regulatory assessment tool, which can now also be conducted on a cross-jurisdictional basis, in collaboration with other international regulators and frameworks. This latest version of the CBEST Implementation Guide builds upon the previous framework and contains improvements learned from the extensive testing which has taken place. In particular, we have analysed and implemented changes with the aim of clarifying CBEST roles and responsibilities as well as regulatory expectations for different CBEST activities. While the underlying intelligence-led penetration testing approach remains the same, we have reviewed and updated the technical guidance for most activities, prepared new templates (eg Penetration Testing Report) and incorporated important references to cross-jurisdictional assessments.
    [Show full text]
  • Real Life Examples of Genetic Fallacy
    Real Life Examples Of Genetic Fallacy Herrick demythologise his actin reblossom piano, but ornithological Morly never recurving so downstream. Delbert is needs telegenic after doubling Ferdy reests his powwows nationwide. Which Ignatius bushel so gracefully that Thurston affiances her batswings? Hence, it no not philosophy or department that interested him, but political debate. This pouch of reasoning is generally fallacious. In while, she veered in from opposite direction. If we know that something good Reverend is an evangelical Christian, who dogmatically clings to something literal expression of Scripture, of plumbing this any color our judgment about her arguments against evolutionary theory. So, capital punishment is wrong. He received his doctorate in developmental psychology from Harvard University and toward his postdoctoral work at distant City University of New York. Such an interesting book! The rifle of Thompson may express relevant to sir request for leniency, but said is irrelevant to any book about the defendant not available near a murder scene. Slothful induction is then exact inverse of the hasty generalization fallacy above. Some feature are Americans. Safest Antidepressant in each Health? The point is however make progress, but in cases of begging the rope there though no progress. This fallacy is, fool, one among the most incorrectly understood. And physics can only inductively justify the intellectual tools one needs to do physics. These two ways one who worshipped numbers increase in question is that may fall for yourself think of real life examples of genetic fallacy is so far more different than as! These fallacies are called verbal fallacies and material fallacies respectively.
    [Show full text]
  • Britain in Psychological Distress: the EU Referendum and the Psychological Operations of the Two Opposing Sides
    SCHOOL OF SOCIAL SCIENCES, HUMANITIES AND ARTS DEPARTMENT OF INTERNATIONAL AND EUROPEAN STUDIES MASTER’S DEGREE OF INTERNATIONAL PUBLIC ADMINISTRATION Britain in psychological distress: The EU referendum and the psychological operations of the two opposing sides By: Eleni Mokka Professor: Spyridon Litsas MIPA Thessaloniki, 2019 TABLE OF CONTENTS Summary ……………………………………………………………………………… 5 INTRODUCTION ……………………………………………………………………. 6 CHAPTER ONE: OVERVIEW OF PSYCHOLOGICAL OPERATIONS ………….. 7 A. Definition and Analysis …………………………………………………………… 7 B. Propaganda: Techniques involving Language Manipulation …………………….. 11 1. Basic Propaganda Devices ……………………………………………………... 11 2. Logical Fallacies ……………………………………………………………….. 20 C. Propaganda: Non-Verbal Techniques …………………………………………… 25 1. Opinion Polls …………………………………………………………………… 25 2. Statistics ………………………………………………………………………… 32 CHAPTER TWO: BRITAIN‟S EU REFERENDUM ………………………………. 34 A. Euroscepticism in Britain since 70‟s ……………………………………………... 34 B. Brexit vs. Bremain: Methods, Techniques and Rhetoric …………………………. 43 1. Membership, Designation and Campaigns‟ Strategy …………………………… 44 1.a. „Leave‟ Campaign …………………………………………………………… 44 1.b. „Remain‟ Campaign …………………………………………………………. 50 1.c. Labour In for Britain ………………………………………………………… 52 1.d. Conservatives for Britain ……………………………………………………. 52 2. The Deal ………………………………………………………………………… 55 3. Project Fear …………………………………………………………………..…. 57 4. Trade and Security; Barack Obama‟s visit ……………………………………... 59 3 5. Budget and Economic Arguments ……………………………………………… 62 6. Ad Hominem
    [Show full text]
  • National Guard Intelligence Activities
    CCHHIIEEFF NNAATTIIOONNAALL GGUUAARRDD BBUURREEAAUU MMAANNUUAALL NGB-J2 CNGBM 2000.01 DISTRIBUTION: A 26 November 2012 NATIONAL GUARD INTELLIGENCE ACTIVITIES Reference(s): See Enclosure S. 1. Purpose. This manual describes how to implement policies contained in Chief National Guard Bureau (CNGB) Instruction (I) (CNGBI) 2000.01, National Guard (NG) Intelligence Activities (reference a), and establishes procedures for the conduct and oversight of National Guard Bureau (NGB), Joint Forces Headquarters-State (JFHQ-S) and NG Title 32 (T-32) intelligence and intelligence-related activities. Procedures and information contained herein are in accordance with (IAW) references b, c, and d. 2. Superseded/Canceled. None. 3. Applicability. This manual applies to all NGB, T-32NG JFHQ-S, and T-32 NG intelligence units and staff organizations, and T-32 non-intelligence organizations that perform intelligence or intelligence-related activities, as defined in the glossary, hereinafter referred to as the NG intelligence component. This manual does not apply to criminal investigations or authorize any intelligence activity not otherwise authorized by law. NG members serving in a Title 10 (T-10) status must comply with Service Component regulations. 4. Procedures. References b and d give clear guidance for ensuring the legality and propriety of all intelligence and intelligence-related activity. The application of reference d to NG intelligence components is required by NG policy because it gives specific guidance for conducting this activity through 15 procedures. Procedure 1 provides general guidance. Procedures 2 through 4 articulate the exclusive procedures through which Department of Defense (DoD) intelligence components, which includes the NG intelligence component IAW this manual, may collect, process, retain, and disseminate information concerning United States (U.S.) persons.
    [Show full text]