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Echelons Above Corps Intelligence Organizations: Why the Update? by Mr Subscriptions: Free unit subscriptions are available by emailing the editor [email protected]. Include the com- plete mailing address (unit name, street address, and building number). Don’t forget to email the editor when your unit moves, deploys, or redeploys to ensure continual receipt of the bulletin. Reprints: Material in this bulletin is not copyrighted (except where indicated). Content may be reprinted if the MI Professional Bulletin and the authors are credited. Our mailing address: MIPB (ATZS-DST-B), Dir. of Doctrine and Intel Sys Trng, USAICoE, 550 Cibeque St., Fort Huachuca, AZ 85613-7017 Commanding General MG Laura A. Potter Purpose: The U.S. Army Intelligence Center of Excellence publishes the Military Intelligence Professional Bulletin Chief of Staff (MIPB) quarterly under the provisions of AR 25-30. COL Peter J. Don MIPB presents information designed to keep intelligence Chief Warrant Officer, MI Corps professionals informed of current and emerging devel- CW5 David J. Bassili opments within the field and provides an open forum Command Sergeant Major, MI Corps in which ideas; concepts; tactics, techniques, and proce- dures; historical perspectives; problems and solutions, etc., CSM Warren K. Robinson can be exchanged and discussed for purposes of profes- STAFF: sional development. Editor Tracey A. Remus [email protected] Associate Editor Maria T. Eichmann Design and Layout Emma R. Morris Cover Design Emma R. Morris Military Staff CPT Emily R. Morrison 1931007 From the Editor The following themes and deadlines are established: July–September 2020, Collection Management. This issue will focus on how the intelligence staff executes the tasks of collection management in support of information collection. Deadline for article submission is 3 April 2020. October–December 2020, Peer and Emerging Threats. This issue will focus on developing an understanding of current and potential threats facing U.S. forces. Deadline for article submission is 1 July 2020. January–March 2021, Our Intelligence Disciplines. This issue will focus on new, critical, and refocused aspects of all the intelligence disciplines and complementary intelligence capabilities. Deadline for article submission is 30 September 2020. Although MIPB targets quarterly themes, you do not need to write an article specifically to the themes. We publish non-theme articles in most issues, and we are always in need of new articles on a variety of topics. If you would like to receive a notification email when new MIPB issues become available on Intelligence Knowledge Network and/or when new intelligence doctrine is published, send an email to [email protected] or [email protected] requesting to be added to USAICoE Doctrine Division’s announcement distribution list. For us to be a successful professional bulletin, we depend on you, the reader. Please call or email me with any questions regarding article submissions or any other aspects of MIPB. We welcome your input and suggestions. Tracey A. Remus Editor January–March 2020 PB 34-20-1 Volume 46 Number 1 The views expressed in the following articles are those of the authors and do not necessarily reflect the official policy or position of the Departments of the Army or Defense, or the U.S. Government. Article content is not authenticated Army information and does not supercede information in any other Army publication. We would like to sincerely thank the U.S. Army Intelligence and Security Command (INSCOM) for allowing us to leverage their expertise as the “stakeholder” for this issue. We are especially grateful to COL Eric Heist, Director, Enterprise Task Force, and Mr. MyRon Young, Chief, INSCOM Public Affairs Office. FEATURES 9 ATP 2-19.1, Echelons Above Corps Intelligence Organizations: Why the Update? by Mr. Jerry Jones and Ms. Terri Lobdell 11 An Excerpt from FM 2-0, Intelligence 14 Building the Base: Using the Army’s Intelligence Program of Analysis to Drive Foundational Intelligence by Mr. Nicholas Drauschak, Mr. Robert Rupe, and Mr. Philip Massine 20 Army G-2X Support to Army Readiness and Modernization Priorities by LTC Marcus O’Neal 24 Identity Intelligence Contributes to Multi-Domain Operations by Mr. Peter Baber, Ms. Pamela Baker, and LTC Mark Dotson (Retired) 29 Military Intelligence Brigade-Theater Support to Multi-Domain Operations in the Indo-Pacific Strategic Environment by COL David P. Elsen, MAJ Travis Tyler, MAJ R. J. Custodio, and MAJ Michael A. Glover 34 Medical Intelligence: Historical Background and Current Capabilities by Sanders Marble, PhD 39 Keeping Intelligence Professionals Engaged by LTC Michael Norton 43 Federated Technical Control and Analysis Elements: Setting the Theater for Cryptologic Warfighters by CPT Thomas Mahoney 48 Military Intelligence Civilian Excepted Career Program as a Career Field by Mr. Ricardo Romero 50 The Utility of Civil-Military Relations for Intelligence Professionals by MAJ George Fust 53 Deciphering the Code: Using Army Design Methodology to Inform Intelligence Analysis by MAJ Erin A. Stevens 60 Enabling Mission Success by Avoiding Over-Classification by MAJ Daniel Jarvis 64 Using the Military Intelligence Training Strategy to Conduct Battalion Collective Training by MAJ Benjiman A. Smith 70 Building Intelligence Relationships by LTC Casey L. Ramirez and MAJ Megan M. Spieles DEPARTMENTS 2 Always Out Front 75 Lessons Learned 4 CSM Forum 79 Culture Corner 7 Technical Perspective 86 Moments in MI History 73 Training Readiness Inside back cover: Contact and Article Submission Information by Major General Laura A. Potter Commanding General U.S. Army Intelligence Center of Excellence In my first few months of command, I ment, including the increasingly global have met with every organization within activity of our peer competitors, increase the U.S. Army Intelligence Center of the demands and complexity of our EAC Excellence (USAICoE) and with several of intelligence mission and how we support the tenants on Fort Huachuca. I am ex- the combatant commands, the U.S. in- tremely impressed with what our team is telligence community, and our allies and accomplishing in order to evolve military partners. intelligence to meet the Army’s opera- In competition and conflict, we must tional and force modernization demands work closely with our joint, interagency, in support of multi-domain operations, and multinational partners to see our- and to ensure that our Soldiers are re- selves and see the enemy across all ceiving the best training and education. domains in our theater operational envi- Intelligence drives operations, and what ronment. Across the intelligence commu- we accomplish at USAICoE directly cor- nity problem sets, there are information responds to the quality of intelligence we provide com- and capability gaps that our foreign partners can bridge. manders at all echelons. Our allies and partners provide us with analysis, expertise, In last quarter’s Military Intelligence Professional Bulletin and capacity necessary to characterize the current envi- (MIPB) issue, we discussed the National Defense Strategy ronment and prepare to compete and prevail in conflict. (NDS) and how USAICoE is changing its course curriculum To benefit from this invaluable resource, setting the the- and programs of instruction to meet the modernization ater must include— needs and priorities listed in the NDS. This quarter’s theme Ê The right coalition architecture to share our data and is intelligence at echelons above corps (EAC). One of those ingest the data from our allies and partners. lines of effort listed in the NDS is “strengthening alliances Ê An approach that embraces their contributions. as we attract new partners.”1 This priority is critical, espe- Ê cially when setting the theater at the EAC level. ADP 4-0, A collection strategy that includes “REL” requirements Sustainment, defines setting the theater as “a continuous and demands writing for release. shaping activity [that] is conducted as part of steady-state Ê Adequate foreign disclosure policies. posture and for contingency or crisis response operations. Ê A knowledge management process that proactively Setting the theater describes the broad range of actions shares releasable intelligence. conducted to establish the conditions in an operational area for the execution of strategic plans.” 2 In accordance Once we share our different perspectives and integrate with this doctrinal definition, military intelligence plays capabilities, we can establish a common sight picture nec- a key role in setting and assessing the conditions and re- essary to set the theater and prepare for a peer fight and quirements for Army, joint, and combined campaigns and large-scale ground combat operations. operations in theater. The combatant commands, which At EAC, it is our military intelligence brigades-theater, are responsible for warning intelligence and 24-hour-a- our strategic intelligence units, our intelligence profes- day situational awareness, are the largest consumers of sionals in Special Operations, and our Service intelligence operational and strategic theater-level intelligence that center—the National Ground Intelligence Center—that the Service components and the Service intelligence cen- contribute to this common intelligence picture across ters produce. The rapid changes in the operating environ- multiple domains. In this edition of MIPB, the authors of 2 Military Intelligence “Building the Base: Using the Army’s Intelligence Program
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