FROM the EDITOR the Year 2001 Marks the Tenth Anniversary of the Gulf War

FROM THE EDITOR The year 2001 marks the tenth anniversary of the Gulf War. In the last decade, the Army has reviewed lessons learned in a number of contingencies and realized the need for transformation. In this issue of the Military Intelligence Professional Bulletin, we examine the transformation from the top down, beginning with the transformation “vision,” a three-axis approach (interim force, legacy force, and the scientific and technical axis) to achieving the objective force structure. We examine Army Intelligence, the concepts and materiel aspects of the change, and finish with a look at transformation training and doctrine. Our last issue introduced the transformation with four articles about one axis of this change, the interim units. Initiating the Interim Force is the creation of the first two initial brigade combat teams (IBCTs) at Fort Lewis, Washington, based on reorganizing the 3d Brigade, 2d Infantry Division (ID), and then 1st Bde, 25th ID (Light). These two brigades are the first two of eight Active and Reserve Component brigades that will transform within the Army. The IBCT is a fundamentally new Army organization that will serve as a building block for the Army’s medium force able to fight in the operational environment of the near term. Leading off this issue, Major General John D. Thomas, Jr., Commanding General, U.S. Army Intelligence Center and Fort Huachuca (USAIC&FH), discusses how transforming organizations, equipment, doctrine, and training results in the provision of improved intelligence as part of the combined arms team. Captain Bob Davidson follows with “The Vision—Transformation of Our Cold War-Era Force,” outlining the vision of General Eric K. Shinseki (Army Chief of Staff) for our evolving Army and TRADOC’s (U.S. Army Training and Doctrine Com- mand) efforts to build and sustain the IBCTs. Lieutenant General Robert W. Noonan, Jr., Department of the Army Deputy Chief of Staff for Intelligence (DCSINT), specifically addresses the transformation of Army intelligence, and its goal to achieve situational dominance for Army decision-makers and combat commanders. In the article “Transforming the Army for the Next Century—The Future Is Here Today,” Majors Raul Escribano and Philip Logan look at why and how the Army is transforming as an organization and institution to remain relevant in the new century. Next, Mr. Michael Powell takes a hard-line look at requirements, challenges, and opportunities that MI systems face during the Army’s transformation. Colonel Charles Atkins discusses the human dimension of transformation and relates how the IBCT reflects several major changes to our “thought patterns” toward support, integration, capabilities, and reach-back operations. COL Stephen Bond and CPT Gregory Young explain that the Joint Surveillance Target Attack Radar System (Joint STARS), Common Ground Station (CGS), and Joint Services Workstation (JSWS) comprise a crucial intelligence, surveillance, and reconnaissance (ISR) system for achieving information dominance and the “now battle” picture in the transformed Army. Completing the features are four transformation-related training articles and an article presenting IBCT doctrine. Brigadier General Richard J. Quirk, III, shares his transformation training goals, and COL Gary Parrish expands on that training with his article outlining the USAIC&FH (specifically 112th MI Brigade ( Provisional)) plan for training all MI soldiers to meet all the Objective Force requirements. MAJ Patrick Daniel follows with “Transition Training–IBCT-1 Cadre and Cohort,” in which he discusses the challenges and lessons learned from the first IBCT’s transition training. COL Jerry Jones (U.S. Army, Retired) supports MAJ Daniel’s article with his detailed account of Kazar Fury, the capstone command post exercise (CPX) incorporated into IBCT-1 training. Finally, CPT Lee Goodman, Jr., uses discussion of current IBCT organization, operations, capabilities, and limitations to stimulate input for revision of the IBCT intelligence doctrine. Writers of the Quarter Colonel Stephen J. Bond and CPT Gregory H. Young are our Writers of the Quarter for October-December 2000 with their article “From the High Ground—CGS and JSWS.” Thanks to all of our authors for their great articles! Contributions like yours make MIPB the professional development forum for MI professionals.

How to Submit an Material to MIPB MIPB is always seeking good articles on a variety of topics as well as action photographs of MI soldiers. Please see page 67 for some suggested topics and instructions on submitting your articles, photographs, and book reviews. Check us out on the Internet MILITARY http://huachuca-usaic.army.mil/ mipb/mipbhome/welcome.htm INTELLIGENCE FEATURES PB 34-00-4 2 MI Is Out Front in Army Transformation Volume 26 Number 4 by Major General John D. Thomas, Jr. October - December 2000 5 The Vision---Transformation of Our Cold War-Era Force STAFF: by Captain Robert S. Davidson, Jr. Commanding General 9 The Transformation of Army Intelligence Major General John D. Thomas, Jr. by Lieutenant General Robert W. Noonan, Jr. 112th MI Brigade (Provisional) Colonel Gary L. Parrish 12 Transforming the Army for the Next Century— Editor The Future Is Here Today! Elizabeth A. McGovern by Major Raul E. Escribano and Major Philip J. Logan, AGR Contributing Editors 18 Transformation, A Time of Change (Please see the box on page 66 for a list of the contributing editors and proofreaders.) by Command Sergeant Major Scott C. Chunn Art Director 19 MI Systems Transformation Gregorio O. Figueroa, Jr. by Michael W. Powell Assistant Art Directors Specialist Luis E. Espinal 23 Intelligence Transformation: Beyond Paradigm Shifts, Sergeant Richard S. Grimes Changes in Ethos Administration by Colonel Charles Atkins Cruz M. Martinez 26 A View From the High Ground—CGS and JSWS Cover photographs: Courtesy of the U.S. Army by Colonel Stephen J. Bond and Captain Gregory H. Young 30 Training the MI Force for the Future Purpose: The U.S. Army Intelligence Center and Fort Huachuca (USAIC&FH) publishes the Military by Brigadier General Richard J. Quirk, III Intelligence Professional Bulletin quarterly under 33 Moving to a Digitized Center of Excellence provisions of AR 25-30. MIPB disseminates material designed to enhance individuals’ knowledge of by Colonel Gary L. Parrish past, current, and emerging concepts, doctrine, material, training, and professional developments 34 Centerfold Photo Gallery in the MI Corps. 41 Transition Training—IBCT-1 Cadre and Cohort

Submissions: Please send your manuscripts, let- by Major Patrick L. Daniel ters to the editor, photographs, and any inquiries 45 The Kazar Fury Exercise for Training the Initial Brigade to: Commander, USAIC&FH, ATTN: ATZS-CLM, Combat Teams Fort Huachuca, AZ 85613-6000; send via E-mail to [email protected]; or telephone by Colonel Jerry W. Jones (U.S.Army, Retired) (520) 538-1005 or DSN 879-1005. 49 Doctrine for the Initial Brigade Combat Team Subscriptions: Subscription rates are $14.00 per by Captain E. Lee Goodman, Jr. year (Domestic, APO, and FPO) and $17.50 per year (Foreign). Send changes of address and subscrip- 64 Glossary of Acronyms Used in This Issue tions (see page 32) to Commander, USAIC&FH, ATZS-CLM, Fort Huachuca, AZ 85613-6000. For further information, telephone (520) 538-1015 or DEPARTMENTS 53 Proponent Notes 68 Unit Profiles—IBCT-1: RSTA DSN 879-1015 or E-mail cruz.martinez@ hua.army.mil. 59 TSM Notes Squadron Surveil. Troop 62 Quick Tips 68 —IBCT-1: 209th MI Company Disclaimer: This publication presents professional Back Cover 112th MI Brigade (Prov.) information, but the views expressed herein are those of the authors, not the Department of Defense By order of the Secretary of the Army: or its elements. The content does not necessarily Official: reflect the official U.S. Army position and does not change or supersede any information in other U.S. Army publications. Use of news items constitutes neither affirmation of their accuracy nor product endorsement. We reserve the right to edit any sub- JOEL B. HUDSON ERIC K. SHINSEKI mitted material. Administrative Assistant to the General, United States Army Secretary of the Army Chief of Staff 0010801 MI Is Out Front in Army Transformation bution. Weapons system capabili- by Major General John D. Thomas, Jr. ties often provided the basis for mission effectiveness and stand off. With changes in the operational environment, especially the prolif- eration of sophisticated weapons systems and the requirement to deploy forces quickly over long dis- tances, we must change the mission effectiveness equation. Belt. Intelligence, surveillance, and re- J. connaissance (ISR) must become part of the overmatch ratio. ISR to-

Timothy gether with mobility, lethality, and

SPC survivability must be what guaran- of tees overmatch during the close fight on the 21st century battlefield. In addition to “enabling” intelligence, courtesy we must provide “integrated” intelligence—that intelligence which is Photo closely linked to the tactical operator engaged in the “Red zone” fight. This special issue of the Military equipment is important, it is the hu- These intelligence capabilities must Intelligence Professional Bulletin man dimension—our soldiers and be a part of the ongoing combat operation, not just support planning of (MIPB) focuses on transformation. civilians—that will transform the the operation. Some examples of The Chief of Staff of the Army iden- Army. Transformation is a new way this approach are the— tified transformation as a crucial of doing our business, not simply a aspect of his vision. This Army “tweaking” of our Cold War organi- ! Integrated human intelligence transformation by design will make zations, but rather a fundamental (HUMINT) soldiers in the Re- the Army a full spectrum, strategi- examination of what the MI Corps connaissance, Surveillance, cally relevant force. The Military In- must accomplish as part of the com- and Target Acquisition (RSTA) telligence Corps plays a key role in bined arms team. In this issue of Squadrons of the Initial Brigade Army Transformation. The basis for MIPB, we will discuss many aspects Combat Teams (IBCTs). many of the initiatives that will move of transformation, but I would first ! Provision of enemy situational the Army to the objective force is like to set the stage. awareness information directly an assumption of improved situ- Enabling and Integrated to combat platforms by the ational awareness, which includes Intelligence Force XXI Battle Command Bri- gade and Below (FBCB2) sys- an accurate and timely understand- The MI Corps has primarily fo- tem. ing of opponents, neutrals, weather, cused on providing “enabling” intel- ! Integration of unmanned aerial and terrain. Achievement of this in- ligence, which dealt mainly with the vehicles (UAVs) with manned creased level of situational aware- disposition and intentions of oppo- Army Aviation helicopters. ness rests, in large measure, on our nent formations. This intelligence is ability to deliver refined intelligence essential for conducting the military Force Structure products across the force. This is decisionmaking process and critical The force structure of the MI Corps an exciting time to be intelligence to a commander disposing and must support our mission. We need professionals and promises to move committing his formations. It is pri- increased analysis, HUMINT, and our Corps into an even closer mem- marily a planning-focused activity. imagery capabilities within our tac- bership in the combined arms team. Once direct combat operations be- tical organization. Additionally, We often think of transformation gan within the “Red zone,” there we need to improve our ability to fo- as focusing on equipment. Although was little direct intelligence contri- cus and integrate the myriad ISR

2 Military Intelligence and contingencies underscores both the value of these professionals and the importance of proper structure and integration. Equipment and Personnel There is an equipment aspect

Belt. to transformation. First, our equip-

J. ment must get to the fight. All equipment must be C-130-transportable. We must integrate functions of vari- Timothy ous pieces of equipment to reduce SPC tactical operations center (TOC) of footprint and deployability issues. MI must develop and field sensors

courtesy specifically aimed at the urban environment. Our automation sys-

Photo tems—the All-Source Analysis System (ASAS) and the Army Battle Command System (ABCS)—must capabilities available to a com- The varied nature of the future be able to share a common picture mander. These assets include a battlefield makes this integration with all echelons and the joint and wide range of capabilities operated mandatory. national intelligence community. across the battlefield by both MI or- The Reserve Component’s MI They must also provide tools across ganizations and other battlefield force structure—for the U.S. Army the operational spectrum from sta- functional areas such as Army Avia- Reserve (USAR) and the U.S. Army bility and support operations, tion, Special Operations Forces, National Guard (ARNG)—must also through small-scale contingencies, Field Artillery, Chemical Corps, En- transform. Crucial initiatives include to high- intensity operations. gineers, and many others. This in- the organization of additional, fully The key to successful transforma- tegration role has long been the capable, divisional MI battalions in tion remains our soldiers and civil- function of the intelligence officer the ARNG and more effective sup- ians. We must continue to develop but in many cases, neither the per- port organizations in the USAR. The their basic intelligence skills of sonnel nor the equipment were superb performance of ARNG and analysis, collection, and integration. available to accomplish the mission. USAR soldiers in recent operations None of these initiatives in any way reduces the requirement for first- class individual intelligence skills capable of operating in the digital environment of the information age. Our military occupational specialty (MOS) structure needs critical examination to ensure it provides the commander with the expertise and flexibility to operate in the 21st century and also assures rewarding career opportunities for our soldiers. Strong leadership by our officers, noncommissioned officers, and civilians will be required during this period of unprecedented change. photo. Conclusion

Army Our organizations, equipment,

S. doctrine, and training will change, U. but the result will be the provision of improved intelligence as part of

October-December 2000 3 the combined-arms team. It is im- intelligence and electronic warfare as- (INSCOM); and the U.S. Army Intelli- signments included Field Station gence Center and Fort Huachuca. He portant that we all understand the Augsburg; the Combined Forces Com- became the fifth Chief of the MI Corps mission and environment of today’s mand and U.S. Forces–Korea; the De- in June 1998. He is a graduate of the Army and move out to continue our partment of the Army Staff; Deputy Chief Armed Forces Staff College and the tradition as the best intelligence for Intelligence, Special Technical Op- National War College. MG Thomas is a service in the world.✹ erations Division, J3, Joint Staff; and Master Army Aviator rated in both fixed- Associate Deputy Director for Opera- wing and rotary aircraft and is a fixed- ALWAYS OUT FRONT! tions (Military Support) at the National wing instructor pilot. He earned a Major General John D. Thomas, Jr., en- Security Agency (NSA) and Deputy Bachelor of Arts degree in History from listed in the U.S. Army in 1968. He re- Chief, Central Security Service (CSS). Wilkes College in Wilkes-Barre, Penn- ceived his commission following MG Thomas has served in many com- sylvania, and a Master of Arts degree graduation as a Distinguished Gradu- mand positions including C Company in International Relations from the Uni- ate from the Field Artillery Officer Can- (Guardrail), 15th MI Battalion (Aerial Ex- versity of Southern California. Readers didate School and his initial positions ploitation (AE)), 504th MI Brigade; 3d can contact the author via E-mail at were in the 7th and 2d Infantry Divisions MI Battalion (AE), 501st MI Brigade; [email protected] or tele- and command of an AIT (advanced in- 111th MI Brigade (Training); U.S. Army phonically at (520) 533-1140 or DSN dividual training) company. His past Intelligence and Security Command 821-1140.

JCF-AWE on Employment of the Light Legacy Forces This issue of MIPB focuses primarily on the Army transformation and developing the medium and objective forces but advances and changes continue in our legacy forces as well. Our first digital division, 4th Infantry Division (Mechanized), is preparing for major experimentation and training in early 2001. Recently, MI tested new equipment and procedures as a part of the Joint Contingency Force–Advanced Warfighting Experiment (JCF-AWE) at the Joint Readiness Training Center (JRTC) in Fort Polk, Louisiana. The AWE’s focus was employment of a digitized, light infantry brigade task force (from the 10th Mountain Division (Light)) equipped and trained to execute contingency force operations. Some of the military intelligence objectives in this experiment were to— ❑ Improve the intelligence capabilities of the light contingency force. ❑ Determine which new systems or linkages improve ISR across the joint, mechanized, and light contingency force structure. ❑ Use new and emerging national and joint service capabilities to gain improved situational awareness of geographically distant objective areas. ❑ Expand the battlespace through the use of new sensors in order to improve situational awareness.

Photos courtesy of Captain George E. Lewis, III

4 Military Intelligence and a 37-percent reduction in buying power over the last decade, and a weapons acquisition process which has proved lacking in many respects, the Army cannot quickly deploy its heavy forces, and is not opti- mally equipped or organized to meet the changing demands placed on it in the post-Cold War era.3 The CSA has set a standard of 96 hours for an IBCT to deploy any- The Vision—Transformation where in the world for contingencies across a broad spectrum of opera- of Our Cold War-Era Force tions. To meet that requirement, the IBCTs must deploy as quickly as the light infantry but possess the lethal- by Captain Robert S. Davidson and at least one in the Reserve ity of armor units. The Vision: An Army force that is Component, to form during the next Some have called the IBCT con- more responsive, deployable, agile, few years.1 cept “infantry-centric” because the versatile, lethal, survivable, and Across a Broad Spectrum brigades’ main organizations are sustainable. The Chief of Staff of the infantry battalions. Colonel Paul Army (CSA), General Eric K. of Operations Melody, Director of Combined Arms Shinseki, is calling on the Army to TRADOC is designing the IBCTs Tactics and Doctrine for the U.S. plan and assemble a future force as combined-arms forces prepared Army Infantry School, noted that, based on these standards of to take on missions ranging from “It has all the goodness of a light strength and flexibility. stability and support operations to infantry brigade with all of the flex- With the backing of senior military combat, though IBCTs as the first ibility and communications and car- leaders and the nation’s highest ci- units of an Interim Force will not be rying advantage of mechanized vilian officials—and with a depen- early-entry units according to Ma- infantry.” dence on the capabilities of the U.S. jor General Robert St. Onge, who A critical piece in establishing the science and technology commu- recently finished a tour as the Army IBCT as a strong, flexible force is nity—the CSA and the Army have Director of Strategy, Plans, and the adoption of a new armored embarked on a mission to reshape Policy. Rather, the brigades will fill vehicle for the core infantry battal- the force to counter nontraditional the gap between early-entry forces ions. The IBCT is training with ar- 2 threats more readily. It is an en- and the stronger forces following. mored vehicles borrowed from deavor that the U.S. Army Training The Army force transformation (in- Canada4 and other countries until it and Doctrine Command (TRADOC) cluding the Interim Force and the receives interim armored vehicles has stressed “is not an experiment.” Legacy Force that will coexist until (IAVs). The transformation is already un- we reach an Objective Force) is a In November 2000, the Army se- derway with two brigades at Fort response to the increased fre- lected the eight-wheeled Light Ar- Lewis, Washington—3d Brigade, 2d quency of peacekeeping and other mored Vehicle III (LAV III) as its IAV. Infantry Division, and 1st Brigade, low-intensity missions, as well as The LAV III manufacturer, GM/ 25th Infantry Division (Light)—reor- personnel and equipment procure- GDLS Defense Group, projects de- ganizing to form the first two Initial ment challenges. A 25 May 2000 liveries to the IBCTs beginning third Brigade Combat Teams (IBCTs). House Appropriations Committee quarter, fiscal year 2002. The IAV The 3d Brigade, 2d ID, will convert report on the transformation stated will be lighter and more easily first and expects to be an opera- that— deployable than the M1 Abrams tional IBCT in 2001, at an estimated recent operations have clearly battle tank, and will serve as the cost of $800 million. Plans call for shown that, in the wake of a 40- primary armored vehicle for the In- up to six Active Component IBCTs, percent reduction in personnel terim Force.

October-December 2000 5 equipment) and then TDA (table of bust, tactical human intelligence The IBCTs will also employ the distribution and allowances) units (HUMINT) platoon. advanced technology of the Force will reach 100 percent in successive XXI Battle Command Brigade and In addition to the MI company, years.6 Below (FBCB2) digital communica- a Reconnaissance, Surveillance, tions system to improve command To prepare soldiers to serve and and Target Acquisition (RSTA) and control (C2). FBCB2 will link lead in the IBCTs, TRADOC is pro- Squadron will fill a present void in battlefield elements by using the ducing new doctrine and training most brigade structures, giving the Global Positioning System (GPS) to techniques, according to TRADOC IBCT an organic reconnaissance send and receive automatic position Deputy Commanding General for and surveillance asset. Three location reports and will send and Transformation, Major General Ground Reconnaissance Troops receive C2 message traffic via digi- James M. Dubik. As the primary pro- and a Surveillance Troop will com- tal over-the-air radio transmissions. ponent for developing doctrine for prise the RSTA Squadron. The Sur- The heart of FBCB2 is a system of the Interim Force, the Infantry veillance Troop, commanded by an small computers, either vehicle- or School Transition Team is working MI captain, will include an Aerial soldier-mounted, that provide com- with its counterparts at TRADOC Reconnaissance Platoon, an NBC munications. Those communica- schools at Fort Knox, Kentucky; (nuclear, biological, and chemical) tions will move across a tactical Fort Sill, Oklahoma; and Fort Reconnaissance Platoon, and a internet, a network of radios and Huachuca, Arizona. Their goal is to Ground Sensor Platoon. routers that will link FBCB2 plat- ensure that the doctrine and tactics, While the Army’s immediate focus forms across units.5 techniques, and procedures (TTP) is on the IBCTs, it is important to developed for Infantry, Armor, Artil- While the Interim Force and fol- note that they are only part of the lery, and Military Intelligence (see low-on Objective Force will rely near-term solution in the CSA’s pro- page 49) soldiers form one coher- heavily on science and technology posed 12- to15-year, estimated 70- ent and viable package. (S&T) to provide force enablers, the billion-dollar effort to transform our true key to the organizations’ suc- The IBCT’s intelligence and signal Cold War-era force. A Legacy Force cesses will remain the individual companies trained at Fort Huachuca, will continue to operate at the same soldier. The Army must resource Arizona, and Fort Gordon, Georgia, time as the Interim Force’s IBCTs and train the forces to perform the respectively. Their training concluded while the Army forms the Objective broad range of missions that the in September 2000, when company Force—which is dependent on CSA envisions for them. training was to begin at Fort Lewis. emerging technology. According to Brigade and battalion staff-level train- GEN Shinseki— Growing the Future Force ing also commenced at Fort Lewis we will retain portions of the GEN Shinseki has taken the first 7 in September. Army as we know it today—the step toward fully populating the Doctrinal training is critical for MI Legacy Force—and modernize future force with an initiative to fill soldiers who will serve in the IBCT it through recapitalization and all units completely by grade and because the Army has dramatically fielding of new, already-pro- skill. Because of the deployment reconfigured the organization of MI grammed equipment. Thus, the and training challenges facing elements supporting the brigade. Legacy Force will maintain the warfighting units, the Army will fill Most significantly, the MI Com- capabilities we currently have, them first. According to the CSA— pany—a unit previously in the sepa- to maintain warfighting readi- we will man the divisions and rate MI battalion of a division—will ness, [and] retain our ability to armored cavalry regiments at be organic to the brigade. In the execute the National Military 100 percent of authorizations by IBCT, the company’s mission is to Strategy as the transformation the end of FY00 (fiscal year provide timely, relevant, accurate, goes forward. 2000) and at 100 percent of and synchronized intelligence, sur- On the way to the Objective Force, MOS (military occupational spe- veillance, and reconnaissance with its focus on modernization and cialty) and grade level authori- (ISR) support to the commander, digitization, the Army’s least up-to- zations by the second quarter staff, and subordinate elements. date forces will likely transition first. of FY01. The company will accomplish its “The digitized corps (III Corps, Fort Recognizing that not all units can mission with sections focusing Hood, Texas) certainly won’t be the reach a 100-percent work force im- on ISR analysis, collection, plan- first that we would…transition to the mediately, GEN Shinseki noted that ning, and execution. The IBCT MI objective force,” MG St. Onge said. other TOE (table of organization and company will also contribute a ro- “We have to maintain a trained and

6 Military Intelligence ready force today while we transi- Andrews, the Army’s chief scientist. Funding and Momentum tion.” He noted that while there has been As optimistic and ambitious as a demonstration of a gun smaller the CSA’s vision is, and despite Army leaders expect to stand up the than 105 millimeters with the lethal- Objective Force between 2008 and strong support from military and ci- ity of the Abrams main gun, “we vilian leaders, there are some who 2012. The plan is for the Legacy have to take it to the next level.” Force to transition to the Objective are concerned that the proposed Force once the (S&T) community Active protection systems will transformation is just another well- develops the advanced Objective likely enhance the survivability of intended effort. In its report accom- Force equipment and it is ready for the FCS. “We should have full ac- panying the House version of the fielding.The Interim Force, because tive protection systems by the ’06 2001 Defense Appropriations Bill, of its newer IAV and other modern time period that could give us pro- the House Appropriations Commit- equipment, will follow the legacy tection against both chemical and tee stated— units.In the Objective Force, mecha- kinetic energy,” Dr. Andrews said. Over the last decade, the Army nized divisions will get lighter and Other efforts under way to improve has undertaken a variety of re- more deployable while maintaining light force lethality and survivability structuring initiatives, large and their current lethality and survivabil- center on advanced anti-armor sys- small. They include such efforts ity.8 tems and indirect fire systems. as the advanced warfighting Application of Technology The application of advanced tech- experiment process, “Force nology in the Objective Force will XXI,” digitization, the “Army of A future combat system (FCS) extend beyond the FCS. Beginning Excellence,” the “Army After armored vehicle now under devel- with the first IBCT, and through the Next,” and most recently, the opment is the cornerstone to arm- Objective Force, TRADOC says bri- “Strike Force headquarters” ing the Objective Force. The Army gades will be fully internetted, giving concept. Many of these initia- sees it as a replacement for the 70- a commander full access to organic tives have shown some prom- ton M1 Abrams tank, with the same reconnaissance and sensor capabili- ise, but have regrettably failed lethality and survivability, but 50 ties as well as national sources to to generate sufficient impetus tons lighter. Leaders are relying on improve situational awareness. An to bring about transforming scientists and technological experts intense focus on C4ISR (command, change to the Army. None had to find solutions by 2003. control, communications, computers, sufficient momentum or budget- By the end of 2005 or in early intelligence, surveillance, and recon- ary priority to be completed as 2006, we will have an FCS demon- naissance) will be a defining trait of originally envisioned. stration, according to Dr. Michael the Objective Force. Despite its critical commentary, the House Committee did recommend funding the Army restructuring effort. In testimony to Congress, GEN Shinseki noted that “given current funding trends, we estimate that the Army has identified funding for ap- MPAD. proximately half of the additional

costs associated with transforma- 122d 122d tion.”

Kuhns, Kuhns, Fully transforming our force will depend on continued Congres-

Bill Bill sional funding. It will also require a

1SG 1SG momentum that must come from all of of Army leaders—a continued vision and dedication to modernization that will carry us to a future force. courtesy courtesy As the CSA stressed to Congress, “We can transform today in a time Photo Photo of peace and prosperity. Or we can try to change tomorrow on the eve of the next war, when the window

October-December 2000 7 has closed, our perspective has command, control, communications, gress, on the Army Transformation, 8 narrowed, and our potential is lim- computers, intelligence, surveillance and March 2000. reconnaissance systems, called C4ISR. ited by the press of time and the This photograph is courtesy of Captain Bob Davidson is currently an 9 ✸ constraints of resources.” USACECOM. MI Captains Career Course (MICCC) Endnotes 5. Martens, Ted MAJ, “The Brigade student at Fort Huachuca. His past assignments include service as Assistant 1. TRADOC News Service, Release Combat Team—The Transformation Number 00-07-09, 11 July 2000. Process,” Military Intelligence Profes- Brigade S2, 2d Brigade, 1st Infantry sional Bulletin, PB 34-00-3, Volume 26, Division; G2 Operations Battle Captain, 2. Ibid. Number 3, July-September 2000, page 7. Multi-National Brigade–East (MNB-E), 3. Lawson, Chris, “House Votes To Fund 6. Shinseki, Eric K. GEN, personnel Task Force Falcon, Kosovo; Electronic Army Transformation, Committee Points to resources initiatives message, CSA Warfare Platoon Leader, D Company, History of Poor Decisionmaking,” Army Homepage, 8 November 1999. 101st MI Battalion; and Counterintelli- Times, 5 June 2000, page 10. 7. TRADOC News Service, 11 July 2000. gence Systems Officer, Plans and Op- 4. The Canadian Light Armored Vehicle III erations Division, Office of the Deputy in the title photograph is similar to those 8. Shinseki, Eric K. GEN, Army Transfor- mation Campaign (from Senate Armed Chief of Staff for Intelligence, U.S. Army leased from Canada for development of Europe (USAREUR). CPT Davidson Brigade Combat Team tactics and Forces Committee testimony), 6 March earned a Bachelor of Science degree doctrine at Fort Lewis. As was noted 2000. above, the Army has chosen the LAV III 9. Shinseki, Eric K. GEN, Statement in Journalism from Bowling Green as its IAV. The U.S. Army Communica- before the Airland Subcommittee, State University. Readers may contact tions–Electronics Command and three Committee on Armed Services, U.S. the author via E-mail at rsdavidson program executive offices will provide the Senate Second Session, 106th Con- @bigfoot.com.

Recommended Reading Lists from the Center for Military History and General Eric K. Shinseki Cadets, Soldiers, and Junior NCOs Field Grade Officers and Senior NCOs Band of Brothers by Stephen Ambrose East of Chosin by Roy Appleman The Long Grey Line by Rick Atkinson Army for Empire by Graham Cosmas The Greatest Generation by Tom Brokaw The Evolution of U.S. Tactical Doctrine, 1946- This Kind of War by T. R. Fehrenbach 1976 by Robert Doughty America’s First Battles by Charles E. Heller and Jomini and His Summary of the Art of War by William A. Stofft Antoine Henri Jomini A Concise History of the U.S. Army: 225 Years of Three Battles: Arnaville, Altuzzo, and Schmidt by Service by David W. Hogan, Jr. Charles B. MacDonald The Face of Battle by John Keegan Battle Cry of Freedom by James McPherson We Were Soldiers Once and Young by Harold The Challenge of Command by Roger H. Nye Moore and Joe Galloway Summons of the Trumpet by Dave Palmer Once An Eagle by Anton Myrer Supplying War by Martin Van Creveld The Killer Angels by Michael Shaara Senior Leaders Above Brigade Level Company Grade Officers and Junior NCOs On War by Carl von Clausewitz, edition by Citizen Soldiers by Stephen Ambrose Paret and Howard The War to End All Wars by Edward Coffman Command Decisions by Kent Greenfield The Soldier and the State by Samuel P. War in European History by Michael Howard Huntington The Rise and Fall of Great Powers by Paul Embattled Courage: The Experience of Combat Kennedy in the American Civil War by Gerald F. Diplomacy by Henry Kissinger Linderman Military Innovation in the Interwar Period by Company Commander by Charles B. MacDonald Williamson Murray and Alan R. Millett Men against Fire: The Problem of Battle Command in Future War Thinking in Time by Richard E. Neustadt and by S. L. A. Marshall Ernest R. May For the Common Defense by Allan R. Millett and Makers of Modern Strategy by Peter Paret Peter Maslowski An American Profession of Arms by William Certain Victory by Robert H. Scales, Jr. Skelton General George C. Marshall: Soldier-Statesman On Strategy by Harry Summers of the American Century by Mark A. Stoler The Peloponnesian War by Thucydides Buffalo Soldiers (Black Saber Chronicles) by Tom Willard

Purpose: To encourage habits of reading and reflection, sustain intellectual growth between attendance at the various formal institutional schools, facilitate self-development, and deepen soldiers’ appreciation of their military heritage.

“We can never spend too much time thinking about our profession. There is no better way to develop the sure knowledge and confidence required of America’s most demanding occupation than a disciplined, focused commitment to a personal course of reading and study.” —General Eric K. Shinseki, U.S. Army Chief of Staff

8 Military Intelligence sults give commanders the ability to acquire, track, engage, and assess The Transformation targets, thus dominating the battlefield environments and situations of Army Intelligence across the spectrum of conflict. Army Intelligence is already moving out on by Lieutenant General the path to achieve this. We are Robert W. Noonan, Jr. developing and employing a seamless architecture that provides an Emerging world trends point to a enhanced situational awareness period of unbounded strategic chal- through internetted command, con- lenges, a wider range of threats, trol, communications, and computers increased unpredictability, and a (C4), and intelligence, surveillance, more complex range of operating and reconnaissance (ISR) platforms. environments that will challenge the These platforms provide command- United States at every level of in- ers with a common view of the battle- tensity. Our country will require a field across all echelons while world-class Army capable of rapid leveraging the capabilities of higher response and dominance across echelons through reach-back capa- the entire spectrum of operations. bilities. A broad range of well-balanced, responsive land force capabilities, As the Army builds from the Initial employed within a joint operational Army Intelligence to the Objective Force, Army Intelli- framework, will be critical to sustain Transformation gence will apply lessons learned, land dominance. To meet this de- The goal of Army Intelligence is to incorporate available technology, mand, the Army is transforming achieve situational dominance for and make essential changes in along three major, concurrent axes: Army decision-makers and war- training and doctrine to ensure Trained and Ready, Transforming fighters. Key to this is information seamless support (see Figure 2) the Operational Force, and Trans- superiority that enables the seven while accelerating investment and forming the Institutional Army. This operational characteristics of the experimentation with new technolo- article provides some perspectives Army Objective Force: responsive- gies that support Objective Force on the implications of Army trans- ness, deployability, agility, versatil- requirements. The Intelligence formation for the Military Intelligence ity, lethality, survivability, and sus- Objective Force will be capable of Corps (see Figure 1). tainability. Situation-dominating re- providing enhanced situational understanding, battlespace visualization, and information superiority Regardless of changes, the fundamentals will remain through collaborative, interactive, true --- Intelligence must allow warfighters to: integrated, and interoperable intel- Gain greater situational awareness ligence databases and networks. Shape the battlefield Army Intelligence achieves signifi- Attain dominant maneuver and precision fires cant efficiencies operating within the Global Information Grid. Improved ! Reach-back simulations will train intelligence sol- ! Greater interoperability/Jointness diers anywhere, and collaborative ! Embedded ISR analytical tools will give them ac- ! Restructured ASCC/theater support cess to regional and technical ex- ! Restructured SIGINT pertise anytime. ! Focus on CI/HUMINT (SSC) Enabling Transformation ! Pooling of linguist support through S&T Investment and Technology Protection See the glossary on page 64 for expansion of the acronyms. ISR Modernization. As the Army begins to shape its future forces and capabilities under the Transforma- Figure 1. Transformation Changes in Military Intelligence. tion Campaign Plan, advanced

October-December 2000 9 Leverage National Capabilities Nat’l Agencies Seamless Army Capabilities NSA/DIA/CIA support Throughout the 902 between NGIC Intelligence System 1xx CINC echelons SPACE TO MUD! LIWA J2/JIC JTF MGS DS Support J2 ARFOR DOD/JCS Balanced… G2 All "INTS" + RSOC INSCOM XXX COMMO/ADP DISE X X ACE XX MI II X 5XX MI MI DS to Bdes Engaged CMISE I See over Daily RC MI DISE MI next hill Real-World... GSM/CGS Flexible... DISE Targetable Linked to Joint Focus to the Warfighter Integrated INTEL Support Architecture Information from Space to Feed to All Ops Mud Source Picture

Figure 2. Army Seamless Support. technology will serve as the crucial applications in support of warfighters. commander’s view of the battlefield enabler for both achieving and Advanced technology also enables despite diverse weather, foliage, and maintaining combat overmatch for us to merge Airborne Reconnais- low-light conditions. Similarly, our Army elements engaged against sance Low (ARL) and Guardrail numerous TENCAP (Tactical Exploi- any adversary. Army ISR initiatives Common Sensor (GRCS) into a tation of National Capabilities) sys- (see Figure 3) focus on migrating single airborne platform, Aerial Com- tems will eventually integrate into a to fewer, but more capable, multi- mon Sensor (ACS), improving the single system, the Distributed discipline platforms with modular sensors, integrated processors and preprocessors, and global information access through the tactical info-sphere. Introduction of new Objective Force Core Characteristics technology will allow rapid analysis, The •Rapid deployment and tactical mobility production, and dissemination of in- Objectiv •Decisive action . . . combined arms telligence to ensure a common op- e Force integration •Enhanced situational understanding and erational picture on a dispersed information dominance •Lethal and integrated fires battlefield. ISR System Requirements for Objective Force •Holistic force protection and survivability •Surveillance in depth/360 degree overwatch Future Tactical Unmanned Aerial •Commonality of combat platforms and •Precision target location, ID, tracking, BDA Vehicle (TUAV) payload upgrades TTP •Links to Joint & National capabilities •Exploiting reach-back capabilities in all will continue the trend toward a •Shared situational understanding and BOSs multidiscipline ISR approach. We will battlefield visualization •Achieve joint/mulitinational •C2/Information Protect, Attack, and Exploit interoperability maximize the value-added potential Capabilities •Flexibility and agility across full spectrum of tactical signals intelligence •Full-Spectrum Force Protection of conflict (SIGINT) systems by transitioning •Leveraged S&T to keep AI “Always out front!” measurement and signature intelligence (MASINT) capabilities from its scientific and technical (S&T) focus to operational and tactical intelligence Figure 3. ISR Support to the Objective Force.

10 Military Intelligence Common Ground System–Army The Chief of Staff of the Army nature of warfare. We are actively (DCGS-A). DCGS-A will provide (CSA) has charged the Army staff, improving current capabilities to a multidiscipline, interoperable, with DA DCSINT (Deputy Chief of meet the evolving needs of today’s common, open systems ISR and Staff for Intelligence) lead, to assess National Military Strategy while si- targeting architecture, and critical our current technology-protection multaneously developing new capa- sensor-to-shooter links. Addition- strategy and to ensure that the bilities to meet the requirements of ally, Army Intelligence continues Army is properly focusing on the Joint Vision 2020 and the Army’s to develop a computer network critical technologies essential to Transformation Plan.✹ exploitation capability supporting achieving Objective Force R&D, ac- both computer network attack and quisition, and procurement mile- defense. stones. Crucial to success is our Avoiding Technological Sur- ability to synchronize the technol- prise. With the need to exploit ogy-protection programs and priori- technology to shape future ISR ties across a variety of Army Lieutenant General Noonan became the capabilities comes the require- agencies and staffs. We must also DA Deputy Chief of Staff for Intelligence ment to prevent that same tech- assess our foreign disclosure pro- (DCSINT) 17 July 2000. Commissioned through the Reserve Officers Training nology from falling into the hands grams to ensure that we maintain the right balance between the com- Program, his initial assignment follow- of potential adversaries. Tradition- ing graduation from the Infantry and Mili- ally, our technology-protection peting objectives of foreign military sales and technology protection. tary Intelligence Officer Basic Courses methodology centers around two was as a IV Corps intelligence and The realities of the global economy, axes: first, controlling the distribu- operations advisor in Vietnam. His other tion and flow of technical informa- and the technological and informa- staff positions include Brigade S2, 1st tion while securing Army labor- tion revolutions that underpin it, will Brigade, 3d Infantry Division (ID); Plans atories and second, monitoring require great flexibility in Service Officer and Manpower Management adversaries’ access to advanced and Department of Defense foreign Analyst at Fort Devens, Massachusetts; Division Artillery S2 and Deputy Division technology and reporting on their disclosure policies. In spite of all this, the bottom line remains clear. G2, 25th Infantry Division, Schofield capabilities to develop battlefield Barracks, Hawaii; Tactical Intelligence abilities that threaten U.S. inter- The Army must ensure it maintains a combat overmatch capability Officer, Rapid Deployment Joint Task ests and military forces. Force and U.S. Central Command against all potential adversaries. Maintaining the Army’s technologi- (CENTCOM); G2, 25th ID (Light), cal edge in the future will demand a Conclusion Schofield Barracks; Deputy Chief and Division Chief, Intelligence and Elec- new, holistic approach to technol- In the future, the U.S. Army is likely to face adaptive enemies us- tronic Warfare/Command and Control ogy protection. This approach will Countermeasures, DA, Deputy Chief continue to rely on traditional mea- ing advanced technology to attack of Staff for Operations (DCSOPS); sures, but will also demand greater us in asymmetric ways in increas- Executive Officer to the DA DCSINT; DA attention to adversary attempts ingly complex situations and ter- DCSOPS, U.S. Army Intelligence and to thwart U.S. technological superi- rain. To ensure success, Army Security Command (INSCOM); and the ority through denial, deception, and intelligence must provide ground Director for Intelligence, J2, CENTCOM. asymmetric means. Furthermore, commanders with— LTG Noonan’s command assignments we will have to focus significantly include company command at Fort " “360 degree” surveillance. Campbell, Kentucky, Fort Devens, and more attention on the exponen- " Precision target identification, Schofield Barracks; Commander, 125th tial growth in technology itself, tracking, and battle damage MI Battalion; Commander, 513th MI Bri- which—combined with the often assessment (BDA). gade; and Commanding General, cumbersome military research and INSCOM. His military schooling in- " Internetted tactical communi- development (R&D) and procure- cludes the Armed Forces Staff College cations and intelligence links that ment processes—could result in and the U.S. Army War College. LTG facilitate continuous access to military capabilities that are techno- Noonan earned a Bachelor of Arts de- joint and national capabilities. logically obsolete within a few years gree in Government and International of initial deployment. Finally, accom- " Support to command and control Relations from the University of Notre (C2) and information-protect, Dame and a Master of Business Admin- panying the challenges of traditional istration degree from Western New En- foreign disclosure programs will be -attack, and -exploit, and full- spectrum force protection. gland College. For more information, the difficult task of managing the dis- readers can contact COL Samborowski closure of advanced technology to Army Intelligence recognizes the via E-mail at Leonard. Samborowski allies and industry alike. challenge posed by the changing @hqda.army. mil.

October-December 2000 11 Transforming the Army for the Next Century— The Future Is Here Today! by Majors Raul E. Escribano which the Army has served during as it reacts to deployments through- and Philip J. Logan the last two decades. They all have out the world. Potential adversaries As the U.S. Army enters the 21st some characteristics in common; may not possess set organizations century, the one constant in our today we call them small-scale con- or doctrine. The accurate definition world is change. Advances in tech- tingencies (SSCs). From our expe- and identification of the “threat” is nology, emerging threats, and les- rience in these SSCs, we have now much more difficult, and this sons learned from deployments learned that undoubtedly one key complexity is presently the norm. around the world have led to the for succeeding in this type of envi- These emerging threats, coupled conclusion that the Army must ronment is faster, more capable, with new SSC environments and change both its structure and insti- and more deployable units. advances in technology, require the tution to remain relevant in meeting As the new century unfolds, a va- Army to have a more capable and the variety of requirements, mis- riety of asymmetric threats has be- responsive force to meet global sions, and threats we face. In this gun to emerge, and should continue contingency situations. Without article, we look at why and how the to evolve rapidly. In the aftermath a doubt, the 21st century Army’s Army is transforming as an organi- of the Warsaw Pact, the Army no relevancy will rest in responding ef- zation and as an institution to re- longer strictly confronts “enemy or- fectively to crises. main relevant in the new century. ders of battle.” During the Cold War, How Did the Army Reach Why Must the Army the Army focused its forces and at- This Point? Transform? tention on places like the Fulda Gap and the Korean DMZ (demilitarized For the U.S. Army, change has Technological advances have al- zone). Units and leaders had a per- been a hallmark of its existence. ready and will continue to change spective of a “linear” doctrinal en- During the previous century, rede- the speed and dynamics with which emy, and assumed the enemy signing the divisional structure we fight wars. Tools and skills un- would fight in set echeloned forma- of the Army took place at least known twenty years ago, such as tions across international borders. eleven times, from the “Square Di- internetted computer hardware and Today, the Army rarely enjoys such visions” of the 1920s and 1930s to software, make information readily templated situational awareness the Force XXI and EXFOR (experi- available to decision-makers at a rate unheard of in the past. Conse- quently, the ability to share information quickly in a collaborative and distributive manner will ultimately change how leaders plan and execute military missions. This ability to share information through internetted communications and increased situational understanding will ultimately affect the seven-step military decisionmaking process (MDMP), perhaps by performing some of the steps nearly simultaneously at multiple levels. Experience has led to the conclusion that the Army must change its force structure. Deployments photo. and operations in Grenada,

Panama, Somalia, Haiti, Bosnia- Army Herzegovina, and Kosovo are just U.S. some examples of the locations in

12 Military Intelligence SSC—The “New” Operational Environment The complex operational environments during the past twenty years have meant that the Army deployed forces to austere, undeveloped the-

Belt. aters with little or no logistic infra- J. structure. It appears that this will continue to be the typical opera-

Timothy tional environment for the Army beyond the near term. SSCs en- SPC

of compass the range of conflict between stability and support operations and MTWs. Many factors courtesy define this operational environment, but variety, speed, precision, and Photo force may be the most dynamic mental force) of the 1990s. One or One cannot overstate the need to ones the Army currently faces. more factors drove each of these have units capable of deploying at Variety. Variety refers to the many redesigns and reorganizations: short notice with sufficient lethal and different threats and vast opera- ! Immediate threat from a peer nonlethal capabilities. The Army tional conditions U.S. soldiers will competitor. does not currently have a force that face. The days of confronting a ! Changes in the geopolitical provides the regional commanders clearly defined enemy are likely to landscape. in chief (CINCs) with this capability. end in the near term. Potential ! Changes and development in Special Operations and light forces threats and capabilities include ter- science and technology (S&T). are able to respond rapidly, but of- rorist organizations, local police, ! Personnel and financial consid- ten lack the mobility and combat paramilitary forces, criminals, and erations. power to meet SSCs’ operational re- gangs ranging from organized con- ! Battlefield “lessons-learned.” quirements. Heavy forces train to ventional dismounted infantry units Consequently, the most recent deploy to a major theater war to single individuals with no specific decision to transform the Army did (MTW), but both the light and heavy alliance. In addition to conventional not come overnight. In fact, the forces require significant tailoring and unconventional armed forces, Army’s transformation effort has and training to meet SSC require- other parties such as civilians, and been a developing concept for ments. As a result, the Army has non-governmental and international years. Since 1992, the Army has routinely found itself modifying one organizations will be present in conducted multiple experiments of these two forces to meet the re- the area of operations. Another and analyses that resulted in the cent SSC environment. Hence, the challenge is the operational condi- need for a brigade combat team Interim Brigade Combat Team con- tions that affect maneuver. The (BCT), capable of rapidly deploying cept was born. force must be able to operate in in an SSC environment. These stud- The implementation of these units, multiple geographic and climatic en- ies have identified the need for a which will habitually train to address vironments, including deserts, force with enough combat power to the unique challenges of the SSC woodlands, mountains, and most accomplish missions throughout the environment, will give the regional importantly, complex and urban ter- low- to mid-range of the conflict CINCs a force able to respond rain. All of these factors and more spectrum. Lessons learned from the quickly to any contingency. The will shape the battlespace for the modern Louisiana Maneuvers in Army will configure a number of IBCT. 1992, in conjunction with the Ad- BCTs with currently available “off the Speed. The speed at which forces vanced Warfighting Experiments shelf” technology and equipment to deploy to any theater will be para- (AWEs), Force XXI, and the Army satisfy these requirements. Just as mount. The sooner a force arrives After Next, have led to the evolu- importantly, it will train soldiers and on the objective with irresistible tion of the current Interim BCT leaders in the doctrine and organi- momentum, the faster that force (IBCT) concept, the vanguard of the zations that will become the Objec- will achieve decisive results. How- future “Objective Force.” tive Force. ever, speed includes more than our

October-December 2000 13 ernization, these units will be the guarantors of peace during the initial transformation process. In the center is the Objective Force. Within this force, we expect that S&T will develop equipment the Army will need in the future. The current thinking is that by a target date of 2003, S&T should be able to provide a concept and timelines for a capability to produce the weapons platforms and equipment needed for the Objective Force. The Note: See the glossary on page 64 for expansion of the acronyms. intent is to field advanced systems in propulsion, armor, armament, and communications networking Figure 1. The Army’s Pathways to the Objective Force. that meet each of the seven core capabilities. Once the platforms and retain the ability to execute combat deploying rapidly to a theater. The equipment are in production, the operations and destroy enemy presence of national and interna- Army will then begin transforming forces if needed. As the Army con- tional media will affect all phases its legacy force. tinues the transformation process, of an operation. The “Cable News it must never compromise the ba- The primary purpose of the interim Network Effect” focusing public at- sic tenets that ensure combat readi- force (lower axis on Figure 1) is to tention on an existing or emerging ness. The IBCT will continue the develop the right doctrine and or- situation may lead to a call for mili- Army’s capability for credible, lethal, ganization for the objective force by tary action. Technology allows in- and precise combat power across building an organization based on formation to travel simultaneously the entire spectrum as it progresses the current and expected future to a global audience as we execute toward the Objective Force. operational environment. The IBCT missions. During contingency op- accomplishes several missions and erations, understanding the speed The Objective Force it— at which the media makes informa- The end-state of the transforma- ! Meets a near-term strategic re- tion available is crucial. tion effort will be the Objective quirement. Precision. The Army must be pre- Force—a responsive, deployable, ! Is operational across the spec- cise while achieving desired results. agile, versatile, lethal, survi- trum of conflict. Precision has become a critical as- vable, and sustainable force that ! Serves as the “bridge” to the pect of all operations. The impor- achieves full-spectrum dominance. Objective Force. tance of minimizing friendly and These seven core capabilities are Although primarily designed to op- coalition force casualties, collateral what make this force unique. The erate in the mid-range of the spec- damage, and civilian casualties has Army expects to field the first ob- trum, with augmentation the IBCT always been important, but takes jective force in approximately eight can respond to an MTW. The IBCT on increased urgency in the global to ten years. is not designed to fight by itself, but information environment (GIE). In- The transformation strategy has as a part of a division (perhaps the cidents such as the bombing of the three efforts moving along parallel Interim Division or U.S. Army Force Chinese Embassy in Belgrade dur- paths, to transform the Army in the (ARFOR) headquarters. The coming the 1999 Kosovo conflict have future. First is the Army’s legacy mander, based on threat analysis, immediate and lasting political ef- force (top axis of Figure 1) consist- would determine which assets fects. The precise and appropriate ing of all current Active and Reserve needed to augment the IBCT. It is application of force, if required, will Component (RC) combat forces. addressed briefly in paragraph 19. be critical across the full spectrum These units will remain trained and It is important to understand some of conflict. ready as they always have, until the of the things the IBCT does not do: Force. If the United States com- Army decides to transform them into it is neither a forced entry organiza- mits forces, the Army’s ability to use the Objective Force. In other words, tion nor a replacement for the U.S. force must be credible, and it must through recapitalization and mod- Marine Corps and its established

14 Military Intelligence ! An alert>train>deploy approach Maneuver to train>alert>deploy. T/I Reach OPS ! Make contact>develop the situation>maneuver the force to understand the situation> Situational Fires and Understanding maneuver the force>make con- Effects; Lethal tact. T/I Reach OPS The and Non-Lethal Effects ! Planning-centric, both sequential Network T/I REACH OPS and hierarchical to execution- centric, parallel, and collab- Protection Maneuver laborative. T/I Reach OPS Sustainability ! Combined arms at battalion

T/I Reach OPS level achievable only through Maneuver task organization to organic Support combined arms elements down T/I Reach OPS to company level. ! “Leaders are important” to “leaders are essential.”

Figure 2. Network-Centric Warfare. ISR—The Critical Path A critical aspect of the transforma- missions. The break in the bottom and equipment: it entails trans- tion is the brigade’s intelligence, sur- axis of the figure is intentional. At forming to a “new way of thinking.” veillance, and reconnaissance, some point in the transition process, Ultimately, it encompasses transfig- (ISR) architecture. No longer will the (S&T) effort may dictate that the uring both the operational and the commanders have to make contact interim effort is complete, and that institutional Army to function in a dif- and develop the situation in order all assets and efforts should push ferent context. The transformation to have enough information to take toward the center axis and the Ob- will be from— decisive action. The ISR architec- jective Force. ! Relatively known environment, ture, by design, allows IBCT lead- To move toward this objective, the enemy order of battle, and doc- ers to enhance situational under- interim force began its transforma- trine to relatively unknown con- standing, thus maneuvering forces tion in December 1999 at Fort ditions and types of threats. for decisive action at the times and Lewis, Washington, with two initial ! Adversary as combatants of a places of their choosing. brigade combat teams, the 3d Bri- nation-state’s armed forces to Access to joint- and national-level gade, 2d Infantry Division, and the an adversary who could also be intelligence will be possible through 1st Brigade, 25th Infantry Division a person, organization, agency, the flow of digitally transmitted in- (Light). In the second quarter, fiscal or situation that obstructs mis- formation. Organic communication year 2000, they began training and sion accomplishment. systems will allow the brigade to fielding equipment using currently ! Forward-deployed pre-posi- “reach back” to sources of informa- available off-the-shelf technology. tioned equipment to rapid de- tion within the Department of De- These two brigades are just the first ployment with basic loads. fense as well as other government two of possibly eight interim bri- ! A warfighter concept defined and non-governmental agencies, gades transforming within the Army. solely in terms of conventional thus facilitating the exchange and The first IBCT should reach its ini- combat to a warfighter defined flow of information. The collabora- tial operational capability (IOC) in in terms of full-spectrum opera- tive and distributive intelligence early 2003. The second initial bri- tions. capability will also facilitate near- gade combat team, 1/25th ID (L), ! The mature theater with a simultaneous planning and execu- will likely begin transforming some- developed infrastructure to a tion at all levels, greatly reducing the time in 2001. non-mature theater and an un- amount of time required to gather developed infrastructure. the intelligence needed to conduct Transformation Context— ! “If you might need it, “take it with an operation. In brief, information New Ways of Thinking you” approach to “take what gathered from all sources—whether Transforming the Army is more you need initially, the rest will military, governmental, commercial, than just changing force structure follow as needed.” or international—will undergo both

October-December 2000 15 Hardware & Software an internetted, networked, combined-arms team.  Operational Concept Requirements: Leader Development " Distributive and Decentralized Operations Leaders Who Can Use “Initiative Within intent” and Learning " High Tempo and Highly Dispersed Operations Organization / Process Soldiers / Leaders Perhaps the most far-reaching Leaders Who Can Create High Cohesion In/Among Units and important aspect of the trans-

" Adaptability and Flexibility For Full-Spectrum Operations formation is the impact on the way Leaders Who Can solve Problems They’ve Never Seen Before the Army will have to develop its

 Tactical and Senior Leader Training leaders (see Figure 3) and soldiers. O&O Behaviors Consequently, the Army will also  Sustainment Training • Combined Arms Down to Company Level refine its training methodology by For Leaders: “Band • “Point and Shoot”; Day & Night Precision of Excellence”Approach • Initiative Within Intent; Cohesion developing the qualities and capa- Fires (FA & MORTARS) & Effects as Interdependent Systems bilities of new soldiers. • Network as Enabling: Lethality, Survivability, Precision, SU, RSTA, and CSS Operations The Army’s challenge in the com- • Parallel and Collaborative MDMP ing years is to stay the course while Carry Potential building new organizational habits as it continues to learn from the transformation process. The Army Figure 3. Development of Future Leaders. is currently in the Act Phase of the Learning Cycle (see Figure 4), analysis and distribution in a col- Figure 2 depicts the way the net- pressing ahead with initiatives to laborative environment. work contributes to and balances meet the needs of the future. The MI Company organic to the six operational concepts—situ- It is also imperative to remember IBCT and the Surveillance Troop ational understanding, maneuver, that this evolutionary process en- organic to the IBCT’s Reconnais- fires and effects (lethal and non- compasses much more than merely sance, Surveillance, and Target Ac- lethal), maneuver sustainability, ma- transforming a few brigades at Fort quisition (RSTA) Squadron will neuver support, and protection. Lewis or elsewhere. The current provide a robust intelligence capa- Many have paid considerable at- plans include transforming up to bility never seen before at brigade tention to the type of vehicle that will eight brigade combat teams (includ- level. The embedded human intelli- transport the IBCT. Conceptually, ing at least one in the Army National gence (HUMINT) capability will be the vehicle is not as important as Guard). The transformation is oc- greater than what an Army corps what it represents: an enabler that curring not only in the operational currently possesses. Additional allows soldiers to act and fight as force but in the institutional Army as IBCT intelligence capabilities such as unmanned aerial vehicles (UAVs), multiple sensor teams, and linkages to overhead platforms will also complement near-real- to real- Observe time situational understanding. • Army of Excellence • Post-Cold War The Network Environment Orient The network referred to earlier is Act • Dawn of Info Age structured around the Army Tacti- • Limited Conversion • Louisiana Maneuvers cal Command and Control System Division/III Corps • Army Advanced Warfighting • Initial Bde Combat Experiments (ATCCS) with multiple supporting Teams • Army After Next systems operating digitally, de- Decide signed to provide leaders with situational understanding. The im- • Force XXI • Transformation portance of a functional network is the ability to internet communications and provide reach-back, thus reducing the footprint forward. How- Figure 4. The Army as a Learning Organization in a Continual Process ever, there is more to the network. Toward an Objective Force.

16 Military Intelligence earned a Bachelor of Arts degree in well. Units will learn much from the assignments include Battalion S2, Journalism and received a commission 3d Battalion, 8th Infantry Regiment, interim brigades as they help de- as an Air Defense Artillery Second Lieu- 8th Infantry Division (ID), Republic of velop new doctrine and tactics, tenant through the ROTC program at Germany. Assigned to 1st ID at Fort techniques, and procedures (TTP); Marquette University, in Milwaukee, Riley, Kansas, he served as a G2 Op- in this way, the Army will orient and Wisconsin. Following assignments as erations Officer during Operations a Vulcan and Stinger Platoon Leader, refocus itself and apply lessons DESERT SHIELD and DESERT Battery Executive Officer, Battalion learned as it continues to transform. STORM, then Brigade S2 with the 2d S3 Air, HAWK Battalion Tactical Missile As in any other institution, chang- Brigade, and Commander, Alpha Com- Director, Brigade S3 Plans Officer, pany, 101st MI Battalion. He served ing the way the Army operates will and Battalion S4, MAJ Logan com- as the Deputy Chief, Central America be difficult and may bring high anxi- manded D Company, 1st Battalion, 303d Branch, United States Southern Com- ety. Nevertheless, with evolution Armor. He has served as the Military mand (USSOUTHCOM); Aide de Camp comes opportunity—the opportunity Counterdrug Liaison Officer to the for the Deputy CINC, USSOUTHCOM, Washington State Patrol, and com- to change the Army into a more ef- Panama; Chief for Intelligence Opera- manded the 122d Mobile Public Affairs fective and relevant force. This pro- tions in support of the Drug Enforcement Detachment (MPAD) during Opera- cess will be historic. The soldier of Agency with the U.S. Embassy Coun- tions JOINT ENDEAVOR and JOINT the future will likely train, equip, and try Team in Lima, Peru; Joint Task Force GUARD, the North Atlantic Treaty deploy in a manner much different (JTF) Operations Officer, I Corps; and Organization (NATO) Peacekeeping most recently, Executive Officer, 502d than that of today, perhaps in ways Mission in the former Yugoslavia, and MI Battalion, I Corps. He earned a Bach- unrecognizable to those of us now in civil disturbances at Washington elor of Science degree in Business serving. One fact will remain con- State University, the Makah Indian Res- Administration from the University stant: tomorrow’s soldiers must be ervation, and the Seattle World Trade of Puerto Rico and a Master of Admin- Organization (WTO) Ministerial Confer- as committed, tough, and proud as istration degree from Central Michigan ence. MAJ Logan is a graduate of their predecessors. Years from now University. MAJ Escribano completed the Command and General Staff Officer soldiers will look back and realize the Military Intelligence Officer Basic Course, the Defense Information that although this transformation and Advanced Courses and the U.S. School, Combined Arms and Services was hard, demanding, and difficult, Army Command and General Staff Staff School (CAS3), the Armor Officer ✹ College. Readers can contact Major it was worth every step. Advanced Course, and the Air Defense Raul Escribano via E-mail at escribanor Artillery Officer Basic Course. He @lewis.army.mil and telephonically at attended the Graduate School of Com- (253) 966-3735 and DSN 347-3735. Major Raul Escribano is currently with munications at the University of Wash- the Brigade Coordination Cell (BCC), ington where he earned a second 4 C ISR (Command, Control, Communi- bachelor’s degree in International Stud- cations, Computers, Intelligence, Major Phil Logan, Active Guard and ies (Eastern Europe) and a Master of Surveillance, and Reconnaissance) Reserve, is an Armor officer currently Arts degree in Communications; he is Element, Task Force for Transformation, serving with the TRADOC BCC at Fort currently on sabbatical from their Ph.D. with the U.S. Army Training and Doc- Lewis. His most recent assignment was program in the School of Communica- trine Command (TRADOC) at Fort as Team Leader for an Information Op- tions. Readers can reach MAJ Logan Lewis. He received a Regular Army erations Field Support Team (FST) via E-mail at [email protected] commission in Military Intelligence whose participation in the December and by telephone at (253) 966-4187 and through the Reserve Officer Training 1999 25th ID (L) Warfighter Exercise DSN 347-4187. Corps (ROTC) as a Distinguished Mili- “Tropic Lightning” marked the first op- tary Graduate. MAJ Escribano’s past erational deployment of an RC FST. He

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October-December 2000 17 Transformation, A Time of Change by Command Sergeant Major the ground in 120 hours, and five Scott C. Chunn Their tough, demanding, up-front divisions in 30 days. We can no leadership styles have influenced The Army Transformation longer afford to take six months to Recently, we have heard much my life and love for the Army and its get soldiers and equipment in place soldiers. about transformation. Our Army is as we did in Operations DESERT transforming, so too are the U.S. SHIELD and DESERT STORM. I have had the opportunity to lead Army Training and Doctrine Com- The seven tenets of the objective and mentor some of the greatest mand (TRADOC) and other major force are responsive, deployable, NCOs that have served and will commands (MACOMs). Even our agile, versatile, lethal, survivable, continue to serve our country. I have own Intelligence Center is trans- and sustainable—this is what our seen them grow and excel through forming. The reason is simple: we force must become in order to re- their own efforts. I am as proud of must shed the “Cold War” mentality main deliberate and dominant. them as if they were my own sons and ways of doing business in fa- and daughters. As a Corps, the We must find new and improved vor of those of a transformed force NCOs have never let me down. To ways to educate and train our sol- capable of putting a combat force each, I owe a personal debt. diers. The accelerated change of anywhere in the world within 96 today’s environment is rapidly trans- I have led great soldiers. These hours after liftoff. Although we have forming the traditional methods. Tra- soldiers have provided the real rea- that capability now with our light ditional training methods are now son for my career. I have seen them forces, we must give our forces the giving way to digital, distributed, and excel, fail, and bounce back with an lethality of our heavy units. As tech- virtual methods linked through net- inconceivable will to win. I have ex- nology permits, we must reduce the works and technology, reaching perienced the closeness between separation between heavy and light across time, space, cultures, and or- leaders and soldiers, and the loss forces. Recent history has shown ganizational boundaries. of fine soldiers—something I will us that in today’s environment, a never forget. To every soldier, I owe contingency can quickly escalate At a recent conference, our Chief a personal debt. from a humanitarian or peacekeep- of Staff of the Army, General Eric K. I thank all of you for the tremen- ing effort to conflict within a matter Shinseki, clearly stated the reason dous support, mentorship, and of hours. for our transformation. “The Army can do lots of things, but there is friendship you have provided dur- In the 20th century, we defined one thing it must do and that is de- ing the last three years, and urge weapons of mass destruction fend this nation without fail.” you to give CSM Lawrence Hau- (WMDs) as nuclear, biological, and brich the same assistance you have chemical—they were a powerful An Individual given me. I will never forget my time and enormous threat. However, Transformation here at Fort Huachuca, and your building nuclear weapons require As with the Army and its organi- support, which has meant a lot and access to both rare and often un- zations, there comes a time when made my job much easier. available raw and highly protected we as individuals must undergo As I leave the active Army, I want materials. Biological and chemical some transformations as well. I will to express my personal apprecia- weapons programs tend to require depart in January and will retire from tion for a great career. My thanks large-scale activities. In addition, active duty on 30 April 2001. My wife too, to my leaders for their confi- 21st century technologies are so and I have enjoyed a career span- dence, direction, and support, and powerful that they can generate ning more than 30 years. We have to my fellow NCOs for their perfor- whole new classes of abuses and ac- seen the world and its people, lived mance, trust, and unique ability to cidents. Most dangerously, for the in war and peace, and shared good guard my backside every time it was first time, these abuses are within the and bad experiences with the many unprotected. To all of these, I dedi- reach of individuals or small groups. soldiers and their families whom we cate my career. The Brigade Combat Teams have known. I have lived the life of (BCTs) must be capable of conduct- a soldier and have been led and Scott C. Chunn has sucessfully served ing a full range of missions, from trained by great officers and NCOs. as a soldier from 9 April 1971 to 30 April 2001. Readers can contact him via stability and support operations to Their images and examples have E-mail at [email protected]. combat. They must generate mo- served as both a driving force and mentum for a warfighting division on inspiration throughout my career. ALWAYS OUT FRONT!

18 Military Intelligence MI Systems Transformation by Michael W. Powell bility and support operations are nity realized that no one echelon or The fast-paced Army transformation receiving the priority of U.S. Army system can do it alone. Because MI is creating challenges throughout Training and Doctrine Command is now inextricably linked from tacti- the force—challenging our re- (TRADOC), Department of the cal through national levels and its sources, time, soldiers, and our Army (DA), Office of the Secretary orientation is becoming more joint minds. It is also creating opportuni- of Defense (OSD), and congres- and multiple component (multi- ties, revolutionary opportunities in sional requirements and funding COMPO), it is imperative that we the materiel acquisition and experi- mechanisms. continue and intensify this “change” mentation processes, which we The relevance of data to the in all aspects of our MI force. All the have not experienced for decades. commander is paramount. In- above points that hold true for the creased speed and space of ma- Army transformation of today have The History—Changing the neuver have combined to create an been at the heart of change within Way We Fight environment in which commanders our Corps since the 1991 MI Relook. The transformation process is not must see farther and think faster, Through the inception of such con- just limited to the more visible In- with ever-increasing precision re- cepts as battlefield visualization, and terim Brigade and Interim Division quired as well. Technology has through initiatives associated with the initiatives that we are wrestling with added to this challenge by provid- Intel XXI and Division Advanced day to day. It marks a fundamental ing a wealth of available informa- Warfighting Experiments, good ideas change in our approach to the way tion—some relevant, some not. It is have continued to evolve from experi- we fight, and has a ripple effect our responsibility to streamline this mentation in field units and in the through how we support and inter- information into relevant subjects labs. We have gone from good ideas face with joint forces, Army and and forms, so the commander can to initial systems in the hands of sol- service component commands, Re- understand the battlespace from diers in months, as opposed to the serve Component units, and the rest many dimensions. years it used to take. of the legacy Army forces. Why is Integration and interoperability MI has powerfully demonstrated this so? To understand the “why,” are critical. Stand-alone capabili- its proven ability to— one must understand “what” trans- ties translate to more “boxes,” ! Share data, both horizontally formation is about. At the heart of people, and money—luxuries of re- and vertically. transformation are three essential sources and redundancy that we ! Scale capabilities from initial themes: how and why we enter con- can no longer afford. Moreover, the entry to full operations. flicts, the relevance of the data, and need for integration and inter- ! Surge rapidly using all cross- the criticality of integration and operability goes beyond just the MI echelon capabilities. interoperability. force, drawing under one umbrella ! Introduce and integrate new The paradigm of how and why the entire intelligence, surveillance, processing and collection we enter armed conflict has and reconnaissance (ISR) mission. means. changed. We now recognize small- The power of integration and ! Press the operational applica- scale contingencies (SSCs) and interoperability translates not only tion of new technology while at stability and support operations not into a more flexible, responsive, and the same time maintaining the only as types of conflict, but as likely comprehensive intelligence capabil- relevance of data as well as precursors to a major regional con- ity, but also better use of the billion thought and assessments to flict. Our forces must enter a re- dollar investment in ISR as a whole, the commander. gional contingency lighter, faster, rather than major improvements in Break any part of this aggregate and and with a smaller forward “foot- any one stand-alone or “stovepipe” we greatly harm the future of MI, the print,” but with sufficient lethality to capability. commander’s understanding of the rapidly respond to a change in hos- MI Started “Transforming” battlespace, and the success of fu- tility without waiting for the arrival ture Army operations. of the “main body.” This is the es- Long Ago sence of the I-Brigade and I-Divi- Fortunately for MI, the “seeds” of The Challenges sion initiatives. Understandably, our transformation process began Idea competition.The transfor- new capabilities for SSCs and sta- years ago. The intelligence commu- mation process has also stimulated

October-December 2000 19 quisition system is, the process of a new breed of ISR development accessing, training, and providing this will be an added capability competition among several branch- intelligence soldiers to the field with in the future tactical operations es of the Army. Recognizing the the required skills to resource a center (TOC). The Forward ability to see and understand the transformed MI Corps may present Sensor Enclave of the XVIIIth battlespace as a crucial operational an even greater challenge. Airborne Corps is a prime ex- multiplier, a ground swell of ISR ample. This ability will not de- ideas, experiments, and proposed The Opportunities grade the capabilities of the organizational change have crept Though painful at times, the pace analysis and control element into all portions of the Army and joint of experimentation and change (ACE). thought processes. To cope and must continue, because the trans- ! Sensors. The movement is to- compete with these “good ideas” formation process opens the door ward a fully compatible family means that the MI systems-acqui- for revolutionary opportunities. Op- of MI sensors that extends from sition process must adopt a “busi- erational change has afforded us ground (via microsensors, ro- ness-like” model…or fail. the chance to introduce ideas that botics, and larger wheeled ve- Maintaining relevance. Moore’s have germinated at the field level, hicles), to air (both manned and law1 suggests that reliance on and are now undergoing integration unmanned), to space. In addi- the materiel acquisition process of not only into MI, but also through- tion, there is a rebalancing old will not keep MI relevant to the out the force. taking place with our collec- commander of the future, because tors, with more emphasis on hu- the acquisition and testing pro- New Ideas So Far man intelligence (HUMINT) and cesses cannot keep pace with ever- The new ideas under consider- measurement and signature in- changing technology. Moreover, ation include additional abilities in telligence (MASINT). because changes in technology ISR integration, a fully compatible ! Processing. Development of a drive doctrinal changes, the defini- MI sensor family, a combined intel- federated architecture linked tion of “relevance” is constantly ligence architecture for better infor- cross-echelon will build on the changing as well. Evidence of this mation flow, and a reduced forward power of an intelligence disci- can be seen in links to the Future footprint. We are also working on pline. At the same time, this Combat System, our ability to field increasing equipment flexibility. frees up data for more users, an unmanned aerial vehicle (UAV), ! ISR Integration. The ability to including cross-discipline and joint interoperability at the Army receive and display bottom-up cross-branch users, and pro- Battle Command System (ABCS) and top-down ISR feeds from vides access down to maneu- level, and ISR visualization. MI and non-MI ISR producers ver battalion and company The human factor. As we mature will enhance ISR integration; levels. from stand-alone systems to a fully integrated and interoperable architecture, we must also redefine the skills and abilities required of our soldiers. While we will continue to need people skilled in specific disciplines, the number of these “specialists” needed will decrease as reach-back and collaboration permit centralization of analysis functions. The requirements for the “generalists”those with the tal- ent to assimilate and compile information and present it to the commander for a relevant, multi- dimensional understanding of the battlespaceare still undergoing definition, and we further redefine them with every new “good idea.” As unwieldy as our old materiel ac-

20 Military Intelligence All Source Analysis System » Army interoperability with the Army Battle Command System (ABCS) and Force XXI Battle Command Brigade and Below (FBCB2) » Joint interoperability with the Global Command and Control System 13 (GCCS-I3) » ASAS-Light in a Windows® NT configuration for battalion operations » MASINT workstation for INSCOM S&T applications » CHATS and CHIMS…for the first time, we have applied technology to the HUMINT problem set

Common Ground Station (CGS) » Combat aviation linkages (surveillance and reconnaissance integration) » Imagery workstation to brigade (separate workstation, but joined with geospatial data from the Engineers) » UAV TCS integration with CGS (multi-function box and reduced footprint) » Graphic interface with ASAS

Pre-Processors » Development of an S&IP architecture has quickly evolved into the DCGS-A architecture and migration path » TES-Forward is a major success (will be integrated down to divisions and I-brigades)

Air » Acquisition decision for UAV for maneuver brigade (Shadow 200) » Sensor payload identification beyond EO/IR » Family of UAV requirements from micros to a GS system » TDL/TCDL commitment by Army to tactical units » QUICKFIX capabilities directed by DA to go to UAV » GRCS and ARL migration to ACS (impacts current GRCS and ARL improvements)

Ground » Prophet-Ground on accelerated fielding, with associated legacy systems de-fielding » Migration of Prophet-Ground to a multi-function, MASINT and SIGINT collection platform that integrates ground surveillance capabilities » QRC integration into doctrine and budget » CART fielding to units at the theater level (complimentary with tactical SIGINT)

Experimentation » JISR ACTD to get at joint interoperability and visualization capabilities » HUMINT ACTD to finally provide CI, interrogation, LRS, and SOF with some of the new collection, processing, and communications means available » Microsensor and robotics experimentation » Collection management and visualization tools given the demise of JCMT (we cannot wait to field a “good enough” capability to Army units)

Note: See the glossary on page 64 for expansion of the acronyms.

Figure 1. Demonstrated and Planned Advances Due to Implementing New Ideas.

October-December 2000 21 It is more than just the “thing.” number of transistors which can fit on a ! Reduced Forward Footprint. The challenge will be in developing manufacturer’s die doubles approximately Achieving this goal mandates every year, effectively doubling processing and maintaining a “One Vector, One speed. smaller systems, initial entry Team, One Voice” approach when flexibility—translating to fewer dealing with other than MI person- single- and more multi-function nel. Without a unified approach, we boxes—and increased empha- tend to be “divided and conquered.” Mike Powell serves as the Deputy for sis on reach-back and collabo- Unfortunately, when assessing a ration. Futures at the home of the U.S. Army new idea, it is not as simple as look- Intelligence Corps, located at Fort ! Quick Reaction Capability ing at the added functionality of the (QRC) and Special-Purpose- Huachuca, Arizona. He oversees and “thing.” We must balance— integrates the actions of three critical Built Systems would provide ! Requirements. Do we have it activities: the Directorate of Combat De- the ability to change rapidly to formally documented? Without velopments (DCD), the Battle Com- add sensor and processing ca- this documentation, there is no mand Battle Lab–Huachuca, and the pability to a deploying force authorization to spend dollars four TRADOC Systems Managers based on survey of the opera- (TSMs). DCD has responsibility for the outside of the QRC lane. tional region. conceptual, organizational, and systems ! Personnel resourcing issues. ideas for the future of MI, and for how How The Ideas Have Grown What are the military occupa- MI interoperates at the Service, joint, Into Specific Changes tional specialties (MOSs), train- and coalition levels. The Battle Com- The true value of good ideas is ing complexities, recruiting and mand Battle Lab–Huachuca, which is only apparent when they become retention challenges, and—with the focal point for all MI technology in- actual good capabilities. The best today’s zero-growth force—who sertion and experimentation, is also an way to demonstrate the far-reach- are the bill payers? important component of Futures. Finally, but perhaps most significant to com- ! Architecture. Have we ensured ing effects of the current change is manders in the field, are the four TSMs both horizontal and vertical to examine them system by system. charged with developing new equipment So along the lines of “sure, it looks interoperability and integration, and fielding it to our soldiers. Recent good, but how does it run?”, Figure now and in the future? changes within the MI Corps have 1 shows some of the good ideas we ! Hand off. For the greater good broadened each of these activities to have actually “test-driven.” of all MI units, what is the deci- encompass the total MI Corps, both sion point to hand off experi- Active and Reserve Components (RC), The Bottom Line ments’ results to the larger through all echelons—tactical, opera- It must fit. As you can see, there acquisition process? tional, and strategic. Mr. Powell has is a tremendous amount of change been on the leading edge of creating Any time we take our “eyes off the change within the MI Corps. He has taking place within the MI Corps— ball” on one or more of these points, been a part of every major MI restruc- change we worked with agencies, I guarantee we will end up paying ture in the last 15 years and has set the joint elements, DA, TRADOC, and the price several years down the stage for future systems’ development. many field units. Gone are the days road. It would be easier to just “de- A few of his accomplishments include when we could develop a single ca- velop” ideas, without consideration ISR integration and visualization, pro- pability without considering how it for the critical second- and third- cessor interoperability, Joint Analysis fits, how it interacts, how it commu- order effects. What is easier now, Center–Molesworth, tactical HUMINT nicates. We cannot risk fielding a however, is not necessarily better in enhancements, and development of re- capability that cannot operate within alistic ISR simulations. Mr. Powell’s the future. If we fail to take any of combined military and civilian federal the larger joint architecture. these issues into account as we service began 28 years ago as an intel- We cannot work alone because develop the objective MI force, we ligence analyst with the RC special there is no single location for idea could end up with a different MI forces and light forces. Mr. Powell en- development or implementation. Corps capability entirely, one that tered the ranks of the Senior Executive For MI to achieve true success in may not be relevant to the rest of Service in March 1999; he is one of six the future, it requires a federated ap- the force. SES employees within the Intelligence proach toward ideas, people, and Community and the only one in the We are in exciting though some- western United States. He is a gradu- dollars. We are moving down a path times frustrating times! Keep up the ate of Arizona State University and the that truly gives the Army of tomor- good work.✹ University of Phoenix, specializing in row a battlespace understanding of Endnote Business and Marketing. Readers may the adversary never before seen 1. Gordon Moore, cofounder of Intel contact Mr. Powell via E-mail at within the armed forces. Corporation, first noticed in 1965 that the [email protected].

22 Military Intelligence Intelligence Transformation: Beyond Paradigm Shifts, Changes in Ethos by Colonel Charles Atkins We are well into implementing the “Army 2010” vision and achieving related transformation objectives. Army Intelligence transformation efforts are synchronized and essential to achieving the Army’s vision of “Soldiers on point for the Nation, transforming the most respected army in the world into a strategically responsive force that is dominant across the full spectrum of operations.”

For this article, the writer de- fines “ethos” as the guiding be- lief, standards, or ideas that characterize or pervade a group, a community, a people, or an ide- ology. It is the spirit that moti- vates the ideas, customs, or practices of a people. Ethos comprises the complex and fundamental values that underlie, permeate, or actuate major patterns of thought and behavior in any particular culture, society, or institution.

As the Intelligence Community transforms, we are experiencing telligence) as an element of com- the threats to our operations. Our changes that go beyond patterns, bat power. The struggle for informa- potential opponents will improve models, systems, and technologies. tion superiority is now an enabling their military capabilities and tactics Concurrent with these changes, we part of our operational paradigm. based on lessons learned as a re- are witnessing a fundamental ex- Furthermore, intelligence, surveil- sult of observing U.S. military op- amination of what underlies and lance, and reconnaissance (ISR) is erations. They will use or threaten actuates the character of who we an interdependent contributor to to use biotechnology, microelectron- are as intelligence professionals. achieving information superiority. ics, and information technologies to We—the entire Intelligence Com- Together, these changes further gain an advantage, “flank” our ad- munity—are transforming the “intel- elevate the importance of intelli- vanced systems, and negate our ligence ethos.” gence and provide a significant overmatch. The advantage we cur- At first glance, this might sound challenge for intelligence profes- rently enjoy in information technol- hollow, but there is real substance sionals. ogy will decrease in the future to this change. The most recent because of cheaper and faster doctrine in FM 3-0 (formerly FM The Human Dimension improvements in commercial tech- 100-5), Operations, now recog- We are all familiar with the nologies that cause information nizes information (this includes in- changes occurring in the nature of equality rather than superiority.

October-December 2000 23 Widespread access to information ! Mentally and doctrinally codify- we have found some and communications will character- ing intelligence as an integral solutions that support ize the global information environ- part of all operations. This is ment—a truly transparent archi- especially important within the a thorough integration tecture. This will continue the trend complex environments that of intelligence across toward the ability to know what is have been present in recent occurring around the world almost operations. The basis of this the DTLOMS. This simultaneously. The combination change is successfully assess- trend will continue as of commercial availability and de- ing and planning the future the Army migrates creased cost of off-the-shelf recon- across the broad scope of doc- naissance and surveillance (R&S) trine, training, leader develop- toward Objective assets, including space-based sys- ment, organization, materiel, Force 2010 tems, will allow potential opponents and soldiers (DTLOMS) to to maintain a robust ISR capability become truly integrated. This concept marks a subtle yet sig- without the associated investment opment, and integration with nificant departure from the idea in research and development. targeting) to standard for any of “intelligence support” and in- If this assessment of our future is environment. telligence as a combat support accurate, how do we dominate the branch. We must thoroughly ! Presenting intelligence and ISR threat in full-spectrum operations? integrate intelligence with battle integration as a part of every The answer lies in not only grap- command in all aspects, at all battlefield operating system pling with future technologies but echelons, in every instance. (BOS) rather than just a part of also making a proportionate invest- ! Clearly articulating (repeatedly, the Intelligence BOS. In short, ment in our most valuable assets— this means intelligence inte- if necessary) the concept that our soldiers, civilians, and contrac- grates Red- and Gray-focused the human dimension, to in- tor personnel. assets within the battlespace. clude continuous learning and The Army has already recognized career development, is the es- ! Integrating MI into decisive the need for changes in our opera- sential component of our operations in the “Red zone” tional paradigm and “warrior ethos” branch. This idea should form and enabling maneuver while as acknowledged by the current the basis for our most funda- out of contact. transformation effort and as cap- mental value—investing in our ! Changing our mindsets from tured in the new doctrine in FM 3-0. professionals. depending on an “intelligence Our ability to gain and to maintain ! Reinventing ourselves as adap- buildup” to performing intelli- intelligence overmatch in the ex- gence readiness checks on a tive analysts capable of suc- panding “Red zone” and at tactical daily basis. This change will cessfully performing analysis and operational deep zones in any allow us to meet the require- against a threat using asym- conflict underpins our operational ments for strategic responsive- metric means in a difficult and overmatch. For us to meet this “tall ness through our preparations unique environment for which order,” we can no longer see our- in garrison. Intelligence opera- we may have never received selves as simply supporters of com- tions must become the norm in any training. At the same time, bat operations; we must see all intelligence units. ourselves rather as integrated we must integrate with and pro- members of the battle command vide adequate intelligence for The Beginning team at every echelon. This role sophisticated information op- We have already started down the requires renewed self-awareness erations. In macro terms, we path to these changes through a and preparedness. are the ultimate advocates for number of different initiatives. Dur- the threat (“Red” and “Gray”) ing the development of the Initial Bri- Our Evolving Ethos and we must maintain a solid gade Combat Team (IBCT), we To achieve the desired end-state, foundation of skills in order to have found some solutions that sup- we must look at ourselves in a new succeed. We must be proficient port a thorough integration of intel- light and, at the same time, we should and flexible enough to perform ligence across the DTLOMS: new present ourselves in a new way. Sev- our core tasks (for example, organizational designs, unique eral critical ideas for achieving this intelligence preparation of the training, emerging doctrine, and end-state should include— battlefield (IPB), situation devel- new system combinations. This

24 Military Intelligence evolution required organizational Nuclear, Biological, and set of the IBCT ISR soldiers— changes to the structure of the Chemical (NBC) Reconnais- intelligence soldiers on watch, in- IBCTs that have, in the past, sepa- sance Platoon. The integration tegrated as part of the combined- rated intelligence from combined extends to the unique teaming arms team, enabling full-spectrum arms teams (reflecting intelligence of collection systems—Prophet dominance across the full range of support, not integration). This trend and ground surveillance sys- potential military operations. We MI will continue as the Army migrates tems—within the ground sen- professionals must see ourselves toward Objective Force 2010. The sor platoon. as essential members of the battle thorough integration of intelligence ! HUMINT Integration. The in- command team at every echelon. will certainly extend to the transfor- tegration of all HUMINT collec- Viewing ourselves through these mation of our divisions and corps. tion and counterintelligence lenses takes us beyond previous The IBCT reflects several of the (CI) operations in the area of combat support concepts and major changes to our patterns of responsibility (AOR) forms a guides us to a mental state of total ✹ thought— good model for all future ISR integration. operations. In order to coordi- ! Organic Support. Unlike other nate, deconflict, and synchro- units in the past, the MI Com- nize all HUMINT collection and Colonel Chuck Atkins received his company is organic to the brigade CI operations, the IBCT’s orga- mission through the Officer’s Candidate rather than being in direct sup- nization reflects a new ele- School at Fort Benning, Georgia. He is port of it. This organizational dif- currently the Director of Combat Devel- ment—the S2X. This allows the opments, U.S. Army Intelligence Center ference will truly integrate the IBCT to provide focus, techni- MI company and will dedicate and Fort Huachuca. His important staff cal support, and technical con- assignments include Flight Operations it to meeting the brigade’s trol for all HUMINT and CI Officer, C Company (Aerial Exploitation), requirements. The IBCT com- activities when many other Fort Bliss, Texas; Executive Officer, B mander’s priority intelligence teams may be performing op- Company, 501st MI Battalion (Aerial Ex- requirements (PIR) drive all MI erations within the IBCT’s AOR. ploitation); Chief, Systems Branch, Direc- company operations. The MI ! Embedded Capability. Each torate of Combat Developments, U.S. company provides an ISR reconnaissance troop has or- Army Intelligence Center and School (USAICS); Chief, Special Electronic Mis- analysis and ISR integration ca- ganic tactical HUMINT collec- sion Aircraft (SEMA) Instruction Branch, pability to the IBCT S2 as well tors that perform a limited as executing tactical human USAICS; Staff Officer, Office of the Joint HUMINT collection role (just Chiefs of Staff, The Pentagon, Washing- intelligence (HUMINT) opera- tactical questioning and limited ton, D.C.; Assistant G2, Technical Intelli- tions. document exploitation). Each gence, III Corps; Assistant G2, ! ISR Integration. There are tactical HUMINT collector is a Operations, III Corps; and Deputy Chief both an ISR analysis platoon full member of a reconnais- of Staff, Intelligence, U.S. Army–South. and ISR integration platoon to sance team. This example best Colonel Atkins commanded Headquar- help the brigade S2 integrate, illustrates the mindset of total ters Company, 3d MI Battalion (Aerial Ex- ploitation), 501st Military Intelligence analyze, and plan ISR opera- ISR integration. Brigade, and the 15th MI Battalion (Aerial tions. ! Reach-Back Operations. We ! R&S Integration. R&S in the Exploitation), 504th MI Brigade. His mili- predicated IBCT intelligence tary education inculdes the folling IBCT does not mirror MI, cav- operations on the ability to con- courses: U.S. Army Military Intelligence alry, or scout organizations of duct reach-back operations to Officer Basic and Advanced, General the past. The Surveillance access intelligence across all Electronic Warfare/Cryptologic Officer, Troop and Reconnaissance echelons in support of tactical Tactical Intelligence Staff Officer, and Troops organic to the Recon- requirements for longer-term U.S. Army Rotary- and Fixed-Wing Avia- naissance, Surveillance, and planning and complex analysis. tion. He also attended the Armed Forces Staff College and the U.S. Army War Col- Target Acquisition (RSTA) Collaborative analysis through lege. COL Atkins earned a Bachelor of Squadron consist of an inte- reach-back operations is a core grated mix of what previously Science degree in Management from quality of the intelligence archi- Park College, Parksville, Missouri, and a were intelligence soldiers and tecture. Master of Public Administration degree systems and other R&S sol- from Shippensburg University, Shippens- diers and systems. The surveil- Conclusion burg, Pennsylvania. Readers can con- lance troop is composed of the In the future, the spirit that moti- tact the author via E-mail at charles. Aerial Reconnassance Platoon, vates intelligence professionals [email protected] and telephonically a Ground Sensor Platoon, and should closely match the mind- at (520) 533-2413 or DSN 821-2415.

October-December 2000 25 A View from the High Ground— CGS and JSWS by Colonel Stephen J. Bond Background in 1994 and 1995, the MGSMs were again a success in Kosovo in and Captain Gregory H. Young The Common Ground Station is Based on the vision of the Chief of an evolution of the Joint STARS 1999’s Operation ALLIED FORCE. Staff of the Army (CSA), General Ground Station Module (GSM) Today’s Common Ground Station Eric K. Shinseki, for transforming (see Figure 1). Used in support (see Figure 2) is HMMWV- (high- the Army, we are undergoing mas- of actual operations in DESERT mobility multipurpose wheeled sive change. The envisioned trans- SHIELD and DESERT STORM in vehicle) mounted and C-130- formation will increase the Army’s 1990 and 1991, the Interim Ground deployable. The Joint Services responsiveness and deployability Station Module (IGSM) received Workstation is an easily trans- while becoming more agile, lethal, and displayed moving target indi- ported, containerized, stand-alone versatile, survivable, and sustain- cators (MTIs) and synthetic aper- CGS workstation. The JSWSs were able. To achieve this transformation, ture radar (SAR) imagery from the used extensively to support the three thrusts chart the course: Joint STARS E-8 aircraft. This 1999 Kosovo operations; excep- ! The “Legacy Force” sustains system greatly enhanced the war- tionally proficient XVIIIth Airborne and capitalizes on the strengths fighting capabilities of the corps Corps imagery ground station op- of our current, but heavy forces. commanders and, as a system, erators (military occupational spe- ! We will simultaneously develop Joint STARS became a “hero” of cialty (MOS) 96H) ran many of the an “Interim Force” capable of the Gulf War. As the system ma- JSWSs. dominating the spectrum of op- tured, we downsized and improved Aside from becoming smaller and erations from peacetime en- the ground stations. The platform more deployable, the capabilities of gagements to war. This force for the initial systems, IGSM and the ground stations have made centers on the designated Ini- the improved Medium GSM quantum leaps over the past ten tial and Interim Brigade Com- (MGSM), was a five-ton truck. Tried years in terms of computer process- bat Teams (IBCTs). and proven in Operations JOINT ing capabilities and linkages with ! Ultimately, leveraging science ENDEAVOR I and II in support of other sensors. The CGS and JSWS and technology will transform our forces in Bosnia-Herzegovina of today receive MTI and SAR im- the entire Army into a more capable “Objective Force.”

The fundamental principles in Common Ground Stations (CGS & JSWS) achieving these capabilities are to Limited Interim Ground Medium Ground Light Ground Procurement Station Module Station Module Station Module create a full-spectrum force that Urgent (LPU) (IGSM) (MGSM) (LGSM) overmatches threat capabilities and 1997 to Present achieves information dominance, Warfighter Support: TF XXI, ASCIET, WFX, EFX capitalizing on the strengths of our " APACHE Longbow " MTI/SAR " U-2R/ARL intelligence, surveillance, and re- " On the move 1984 1986 1992 " Joint STARS: MTI, FTI, SAR 1994 " TROJAN SPIRIT connaissance (ISR) systems. Mili- Deployed in Germany Deployed in Deployed in JOINT Deployed in JOINT " CTT (3-Channel) and Korea DESERT STORM ENDEAVOR and Korea ENDEAVOR " Hunter UAV "Single Sensor " Multisensor " Multisensor " On the move " SIDS tary Intelligence’s flagship system (OV-1 SLAR) (OV-1, E-8) processing " Multisensor " SIPRNET ASAS " Moving target " Joint STARS: " Joint STARS:MTI, processing " for providing this capability with the indicator (MTI) MTI,synthetic Fixed target " Joint STARS: " AFATDS " MCS/TACFIRE aperture indicator (FTI), SAR MTI, FTI, SAR Programmed Improvements radar (SAR) " TROJAN SPIRIT " TROJAN SPIRIT “now battle” picture encompasses " TROJAN SPIRIT " CTT (2-Channel) " CTT (2-Channel) " UAVs direct " IAS (USMC) " MCS/TACFIRE " UHF SATCOM " UHF SATCOM " COMANCHE " TES " Hunter UAV (SCDL-E) " JT T - IBS " WIN-T the Joint Surveillance Target Attack " SIPRNET " Hunter UAV " JVMF " ASAS " SIPRNET Radar System (Joint STARS) Com- " ASAS mon Ground Station (CGS), and its Notes: Joint STARS ground stations have become smaller and more capable over the past ten years. associated Joint Services Worksta- See the glossary on page 64 for expansion of the acronyms. tion (JSWS). These systems support all three of the CSA’s Army Transformation thrusts. Figure 1. Evolution of Joint STARS Ground Stations.

26 Military Intelligence manders at corps level down to maneuver brigades. CGS is a supporting piece of the digitized Army Battle Command System (ABCS) force architecture in the Advanced Warfighting Experiments and Force XXI testing. III Corps and the 4th Infantry Division (Mechanized) (4ID (M)) have relied on it extensively during testing, experiments, and at the National Training Center. The 4ID (M) is a visionary contributor to CGS tactics, techniques, and procedures, recently demonstrating APACHE Longbow’s ability to re- photo. ceive digital MTI updates while on

Army Army deep attack missions. The 2d Infan- try Division and 501st MI Brigade U.S. U.S. in the Republic of Korea employ CGS with its linkage to ARL on a The currently fielded Common Ground Station. daily basis for monitoring North Korean vehicle traffic. In this theater, agery not only from Joint STARS, cal Data System (AFATDS). This CGS has already proven its worth but also the U-2R and the Airborne now-battle picture can be displayed as a valuable contributor to the U.S. Reconnaissance Low (ARL). They in TOCs, sent as updates, and in- Forces Korea indications and warn- can also receive and display imag- put into the ASAS database, and ing mission. ery and video from a variety of other designated targets can be sent to The Common Ground Station is aerial platforms including the un- the AFATDS. currently undergoing fielding pre- manned aerial vehicle (UAV) family Supporting Legacy Force dominantly to MI battalions and of other aircraft, APACHE Longbow, The Common Ground Station has companies from echelons above and other systems. Through the cur- received rave reviews from com- corps (EAC) down to armored cav- rent, three-channel Commander’s Tactical Terminal (CTT) or the new eight-channel Joint Tactical Termi- nal (JTT), the capability to receive, overlay, and display the signals in- Sensor Inputs CGS • E-8C Joint STARS–MTI & SAR telligence (SIGINT) picture from in- • U2R–EMTI JSWS • ARL–MTI & SAR telligence broadcasts is also • UAV Family (Army/AF) available to the system. - Video/Telemetry - Still Imagery Inputs from the various collection • APACHE Longbow– platforms are managed by the 96H Fire Control Radar • SIGINT Intelligence operators, who assist the com- Broadcasts: manders and staff to visualize and -TRIXS (GRCS) -TIBS (AF/Navy sensors) direct the “now battle” from the -TDD (National) system’s workstations or within the -TOPS (National) System Output • Imagery Systems tactical operations centers (TOCs) • Battlefield Visualization Monitor/Screen Display -National via remote workstations. Operators • All-Source Analysis System (ASAS) -Tactical • Advanced Field Artillery Tactical Data System (AFATDS) -Imagery Product from the CGS and JSWS also feed • Marine Intelligence Analysis System (IAS) -Libraries the All-Source Analysis System • Imagery to Tactical & National Imagery Dissemination Systems • Simulations • Imagery Workstation-Brigade (IWS-B) (ASAS) database and provide the “now battle” picture to the intelligence operational picture. They Figure 2. CGS obtains information from the ISR sensors and platforms also provide targeting information to shown above. It can also rapidly overlay and import MTI, SAR, the Advanced Field Artillery Tacti- and SIGINT products, as well as other imagery.

October-December 2000 27 cohort is slated to begin its training in the summer of 2001. In the uncertain environments in which the IBCTs will operate, inno- vative visualization, sensor cueing, and analysis will yield decisive results. Using the CGS MTI capability, operators, analysts, staffs, and commanders can review the locations, direction, routes, and speed of movers over time in their areas of interest. MTI support could potentially distinguish refugee convoys

photo. from hostile forces—based on their speed, direction, routes, and terrain Army Army covered. Sudden and unexplained

U.S. U.S. changes in civilian traffic patterns might indicate curfews, gas ration- The Joint Tactical Terminal can provide a transmit capability and an eight- ing, or a perceived imminent threat channel receive capability. The terminal receives intelligence broadcasts to the civilian population. In this con- from TOPS, TDDS, TIBS, and TRIXS.1 It can also receive imagery from text, the MTI data is obviously not imagery product libraries. targetable but requires confirmation one CGS and a crew of six 96H by other sensors and analysis. The alry regiments (ACRs). At EAC, MI operators assigned to its MI com- MTIs, however, can spur and focus brigades employ the system in sup- pany. The crew of the first IBCT com- the collection management process port of their missions, while at corps pleted its training at Fort Huachuca, and cue other collection assets, and division, MI battalions provide Arizona, in August and moved to Fort such as Tactical UAVs or SIGINT the CGS to support both headquar- Lewis, Washington, to begin their col- collectors. The functionality and rel- ters and maneuver units. At corps, lective training. The second IBCT evance of the CGS extends far be- two systems support the corps headquarters, and one each at the fire support element (FSE), artillery brigade(s), and the aviation brigade. At division, two systems support the division headquarters, and one each for the maneuver brigades and the aviation brigade. Each ACR will receive one system at the MI company; the U.S. Army National Guard enhanced separate brigades (eSBs) will each receive one. The JSWS fielding will be to the Re- gional Unified Commands, U.S. Army Intelligence and Security Command (INSCOM) elements, special operations forces (SOF), simulations centers, and battle labs. Supporting the Initial Brigade Combat Teams photo.

The conceptual employment for Army the IBCT spans the spectrum from military operations other than war U.S. (MOOTW) through conventional The JSWS is a stand-alone, deployable system with the war. Organic to each IBCT will be functionality of the CGS.

28 Military Intelligence bilities and linkages of today’s CGS

UAV cued to and JSWS will remain the now- SA-8 site at crossroads battle link for combat elements to visualize the battlefield. This capability will migrate into a future system called the distributed Common Ground System–Army, proliferate below brigade level to battalion, company, platoon, and even to in- SIGINT CEP dividual aircraft, combat vehicles, JSTARS MTI and soldiers on the battlefield. indicates activity at crossroads Conclusion The evolution of the Joint STARS SA-8 associated radar ground stations into our current CGS and JSWS systems were The power of the system is its ability to process and display MTI, ideas ahead of their time that eas- imagery products, and SIGINT in near-real time.1 ily support the Army Transformation initiative. The systems currently manders an unprecedented ability fielded are providing the picture of yond receiving and exploiting Joint to visualize their battlefields. the now battle to our common op- STARS, U-2R, or ARL MTIs. The Projected CGS upgrades begin- erational picture with feeds from flexibility to cue a UAV, based on ning this year will dramatically im- aerial and space-based sensors. near-real-time MTIs or SIGINT, fun- prove CGS hardware, software, They provide the view from the damentally enhances intelligence communications, and simulation “high ground” and will ensure over- potency and timeliness in meeting capabilities. We will upgrade the matching information dominance commanders’ information require- server, expand system memory, for the Legacy and Interim Forces. ments and reducing uncertainty. and add imagery exploitation soft- The requirements embedded in the The Future—Support to ware and information security soft- current systems will endure. The the Objective Force ware. In light of the still relatively Objective Force must have a deci- As the Army transforms to the Ob- small number of E-8C aircraft, the sive advantage of systems provid- jective Force, technology will con- added simulation software and con- ing information dominance, thus tinue to improve and so will the nectivity will expand training oppor- enabling it to be more responsive, capabilities of the CGS and JSWS. tunities, even without live Joint deployable, agile, lethal, survivable, Linkages and connectivity with our STARS flights. and sustainable.✹ current suite of sensor platforms will The increasingly close ties be- Endnote expand to more and newer ISR sys- tween the CGS and the Tactical 1. See the glossary on page 64 for expan- tems and to those of our coalition UAV heralds unprecedented syn- sion of the acronyms used in this article. partners. Target recognition and ergy, operational economy, and ef- Colonel Steve Bond recently assumed du- tracking enhancements in the sys- ficiencies. While we will continue to ties as the U.S. Army Training and Doctrine Command (TRADOC) Systems Manager tems will also improve. link CGS and the TUAV Ground for Joint STARS, the Common Ground Sta- In the near term, an Imagery Control Station in the near term, the tion, and the Joint Tactical Terminal. He has Workstation–Brigade (IWS-B) teth- long-term vision is to minimize the held significant MI command and staff po- ered to a CGS will support the system’s collective footprint. By sitions in organizations from tactical through IBCTs. The IWS-B will contain ad- adding a UAV workstation to the national levels. He is a graduate of the U.S. vanced imagery-exploitation soft- CGS, UAV operators (MOS 96U) Army War College and holds a Master of ware to facilitate timely imagery may work directly through a CGS, Arts degree in History from the University analysis. Two imagery analysts executing all required UAV-related of Kansas. Readers can reach him via E- mail at [email protected]. (MOS 96D) will exploit imagery tasks, except takeoffs and landings. routed through the CGS from Joint Looking beyond the next five to ten Captain Greg Young has extensive experience with the Joint STARS CGS. He is a STARS, UAVs, APACHE gun cam- years, technology will improve, sys- recent MI Officer Advanced Course gradu- eras, handheld digital cameras, and tem components will become ate and holds a Master of Arts degree in national agencies. CGS and the smaller, and the hardware and soft- International Politics from the University of imagery workstation afford the ware will become more capable. Pennsylvania. He is currently assigned to ground maneuver brigade com- Consequently, the processing capa- the 501st MI Brigade in Korea.

October-December 2000 29 Training the MI Force for the Future

by Brigadier General from the tools and possibilities be- military occupational specialty Richard J. Quirk, III fore them.1 In our future, there will (MOS) can do justice to the magni- The intelligence soldier of tomorrow be artists at many levels, making tude of responsibilities that our sol- will require a professional educa- “art” by the combinations they put diers will face in jobs that range from tion; our traditional military training together in a collaborative way on national to mud in their scopes. The will not be sufficient. The U.S. Army the digital systems they operate. professional education program that Intelligence Center (USAIC) has Educating MI Soldiers MI soldiers and civilians will require must be a continuous, career-long begun to develop a career-long To make these soldiers the artists effort. The seemingly magical abil- educational program that will pro- of systems, the artists of informa- ity of the World War II officer corps duce the intelligence professionals tion, and most importantly, the mas- to mobilize our industry so quickly that our nation will require. In the ters of the Intelligence Art, we must and rejuvenate our Army was due end, all MI leaders will have to ex- educate them. Task-based training in part to the professional educa- ecute that program for it to work. will no longer suffice. tional programs of the 1930s. Evolving Personnel With the dissolution of the single Today’s high tech, fast-moving Requirement Soviet competitor, we have lost for world requires an all-Army effort, We have all seen the requirement a time the value of expertise on a with even more rigor than did that emerge over the past years. The given target or threat. In its place previous inter-war experience. Each cries for men and women who can has emerged great value in the professional must take on his or her master large quantities of informa- kinds of broader expertise that lead own education as a personal re- tion and extract its meaning have to versatility. This expertise, this sponsibility. However, the education increased with the loss of an easily breadth and depth to cover what- of our MI professionals has become templated opponent in the Soviet ever emerges in the world, can too important in the information age Bloc. During the same period, we come only from education. to leave to the individual, so we have begun demanding a deeper We at USAIC are becoming in- must unite Service-sponsored edu- technological understanding by our creasingly uncomfortable with the cational efforts with other education. force (see Figure 1), because of the idea that any critical task list for any great variety of continuously changing hardware and software systems The Expertise Required of MI Leaders in use across the MI community.

With the advent of the information Before 1990 Tomorrow revolution, our electronic systems Key Threat have gained enormous flexibility Soviet Bloc Wide Range, Worldwide and potential for performance. All of Plains of Western Europe Key Environment Worldwide, all Varieties this emerging potential in our sys- Information Superiority over Overall Emphasis tems has shown us again that our IPB on Known Threat Unfamiliar Threat human capital—our soldiers and Conventional/Nuclear War Type of Operation SASO, SSC, MTW civilians—is the independent vari- Battalion/Brigade Echelon Tactical/Joint/ National/Coalition able in future operations. They will employ our system of systems in Army Tactical Systems Tactical/Joint/ National/Coalition unexpected and unbelievably pro- Battalion S2 Staff Type Team S2/ACE/JIC/Agency ductive ways, or they will fail to exploit the great potential of our Tactical Type Intelligence Tactical/Operational/Strategic systems and units. Antoine Henri Note: See the glossary on page 64 for expansion of the acronyms. Jomini once wrote that generals create the “Art of War” by the ways in which they build “combinations” Figure 1. The Expertise Required of MI Leaders.

30 Military Intelligence Managing Education USAIC is laying a foundation for managing and contributing to the professional education of MI soldiers and civilians. The first challenge we have faced is that our classical methods of systems- Belt. engineering our training and our old J. instructional techniques might not

apply well to the education program. Timothy We are studying other management SPC

models at present. of In the interest of developing higher cognitive levels and more flexibility in our graduates, we have already courtesy replaced our old, task-based instructional methodologies with a Photo Constructivist approach. This approach teaches by placing the students in realistic situations and all of their electronic systems by allowing them to learn by doing, with mated devices will, we believe, help training in mockups from the battal- minimal intervention. us to discover opportunities ahead and to implement them quickly. ion to joint levels. They will gain so- We are functionally redesigning Training Tools phisticated insights that will enable our MOSs, and integrating educa- them to perform their work on any tional experiences throughout ca- We are building web-based tools system they may find in the field. reers to build breadth as well as to provide more knowledge and Leaders will learn how to integrate depth in MI soldiers. In fact, we are skills to our soldiers regardless of the systems at hand and how to inserting a civilian education path their locations. Among those initia- adapt those systems to accomplish into each of these studies that en- tives is “object-oriented doctrine,” their tasks, often in new and differ- able noncommissioned officers which modularizes our doctrinal ent ways. We have more than 30 (NCOs) to earn bachelor of arts or material, places it on the web, and “plug and play” classrooms at the science degrees by their atten- connects it to standing operating Intelligence Center now, allowing us dance at the Advanced NCO procedures (SOPs); tactics, tech- to configure our classroom comput- Course (ANCOC) and a masters niques, and procedures (TTP); les- ers to serve as tactical systems or degree for those in designated po- sons learned; and random ideas. operations centers. You can read sitions. We very likely will specify This allows the soldiers to gain all more about “the digitization of certain degrees as meriting re- germane information and skills, as USAIC” in the article by Colonel wards. We have begun a pilot pro- they are required during an opera- Gary Parrish that follows. gram which grants an associates tion.2 This “chunky doctrine” will also degree to our 97B (Counterintelli- serve as a nucleus for idea sharing More Cradle-to-Grave gence Agent) advanced individual on intelligence. From this nucleus Evolution training (AIT) graduates by the will grow an extensive distance- We are reprogramming our NCO addition of a few low-cost, distance- learning infrastructure and many and warrant officer professional learning college courses. Eventu- other tools for moving information development courses to educate ally, all of our AIT students will be and knowledge to those who need their students more broadly and eligible to obtain associates de- it. more deeply as well. We may very grees in a similar way. We are also transforming the In- well “track” our MOS technical train- In order to recognize the need for telligence Center, rapidly changing ing for some MOSs to other train- change and to make that change most of our courses from manual ing or educational institutions that quickly, USAIC is instituting an ex- to digital conditions. The students provide world-class instruction in tensive system of field surveys and will become fully familiar with the the appropriate fields. other assessment devices, tied to digital tactical operations center Perhaps the evolution of the War- our customer base. These auto- (TOC) and Intelligence Center and rant Officer Corps will be most ex-

October-December 2000 31 So, our internal courses are tak- 2. This “just in time” training may be citing. Our MI warrant officer “cradle ing on an educational quality, and available on-line, through software tutorials, or on-line through mentors. to grave” study, which delves deeply we are threading other forms of into the unique role of the MI war- education into the careers of our rant officers of the future, highlights soldiers. We are transforming Brigadier General (P) Richard J. Quirk, the need for significant educational USAIC in order to build an MI corps preparation if the warrant officer III, a native of Boston, Massachusetts, that can make its contribution to in- was commissioned into the U.S. Army’s corps is to provide added value as formation superiority anywhere in Military Intelligence branch. Now the the technicians of the future. the world, under any conditions. All Deputy Commanding General, U.S. MI leaders must support this move Army Intelligence Center and Fort Editor’s Note: For more informa- Huachuca, Arizona, BG Quirk has tion on the cradle-to-grave as- to increased education. Command- ers should encourage, even de- served in numerous tactical and strate- sessments of Intelligence Center gic assignments. He has participated in mand, professional education and functional training, please see campaigns in the Republic of Vietnam, our July-September 1998 issue self-directed study programs. We Operations DESERT SHIELD/STORM, of the Military Intelligence Pro- will all have to lead by example, and Operation UPHOLD DEMOCRACY fessional Bulletin, Intelligence challenging ourselves and each in Haiti. He commanded the 511th MI Training XXI—Ready Now, and other to rise to the intellectual and Battalion, and the 525th MI Brigade, and served as S2, G2, and J2 in Berlin Bri- especially the philosophy and pro- technological challenges of our gade, 24th Infantry Division, and U.S. cess article by Colonel George K. business through study and discussion.✹ Southern Command. Readers may con- Gramer, Jr. You can find it on the tact BG Quirk via E-mail at richard.quirk Internet at http://huachuca-usaic. Endnotes @hua.army.mil or telephonically at army.mil/MIPB/mipbhome/ 1. Jomini, Antoine Henri, The Art of War, (520) 533-1141 or DSN 821-1141. welcome.htm. Translation of Precis de l’Art de la Guerre (Novato, CA: Presidio Press, Achieving the Goal 1992), 410 pages.

NEW RATES

DISCOVER

14 7

exp. date ______

Commander, U.S. Army Intelligence Center and Fort Huachuca, ATTN: ATZS-BDB, Fort Huachuca, AZ 85613-6000

32 Military Intelligence Moving to a Digitized Center of Excellence by Colonel Gary L. Parrish To ensure our intelligence profes- Phased Transformation of In order to achieve information superior- sionals are prepared to meet the the Intelligence Center ity, the Army’s first modernization goal is challenges of the more complex to digitize the force. environment of the future digital The intent of the USAIC&FH —United States Army Posture battlefield, we must begin to change Commanding General (CG), Major Statement for Fiscal Year 2000 the training philosophy and environ- General John D. Thomas, Jr., is to Achieving information superiority ment here at the Intelligence Cen- rapidly phase in and integrate digital underpins the intelligence com- ter. To accomplish this, we need to training into our courses of munity’s ability to share intelligence begin immediately to transform the instruction, and transform the Intelli- information and enables U.S. forces institution into one that builds MI gence Center into an automated cen- to undercut the enemy’s decision soldiers and leaders who can per- ter of excellence. The essential tasks cycle while protecting our own. In form and manage in a networked, during the initial phases of this trans- keeping with the guidance of the digital, system-of-systems opera- formation process are to— Chief of Staff of the Army, General tional environment. Students gradu- ! Transform the Center’s instructor Eric K. Shinseki, the U. S. Army ating from the Intelligence Center’s base and teaching methodology. Training and Doctrine Command courses must be prepared to oper- ! Upgrade the institution and fa- (TRADOC) Training Centers (not ate in digital tactical operations cilities into a digital training and units in the field) must drive trans- centers (TOCs) from battalion to learning center capable of matricu- formation of the force. Since intelli- echelons-above-corps (EAC) levels lating competent soldiers who are gence is the cornerstone of and capable of adapting to the digi- comfortable operating in a digitized information superiority, the U.S. tal tools and intelligence automation Army Intelligence Center and Fort in their units. (Continued on page 37) Huachuca (USAIC&FH) must be the institution that leads the Army in this transformation process. Col- laborative and distributive intelligence collection, analysis, and presentation—executed digitally to develop an accurate common operational picture (COP) of the threat—are critical for the success of the other digital battlefield operating systems (BOSs). Figueroa. O. Our emphasis in this Gregorio

transformation pro- of cess is to change the

conditions of the train- courtesy ing conducted by the Intelligence Center,

but not the standards Photographs or tasks MG John D. Thomas, Jr., passes the 112th MI Brigade’s colors to the Brigade Commander, COL Gary L. Parrish, while the Brigade CSM, Dee K. Barnett, prepares to receive them.

October-December 2000 33

(Continued from page 33) practical exercises (PEs) at the earliest opportunity, especially in Intelligence Center developed environment during combat or in our intelligence analyst and officer new training and certification military operations short of war. courses. The goal of this phase is courses before beginning training in the classroom. ! Develop and provide “sustain- immediate change in the analytical ment” training packages for our courses’ training methodology and The MI Corps established two MI soldiers and leaders once conditions in the following courses. 15-day All-Source Analysis Sys- they depart the Intelligence tem (ASAS) instructors’ certifica- Center. ! Apprentice intelligence analyst tion courses and executed them 96B10 course. to certify our instructors on the ! Basic Noncommissioned Of- flagship system. Additionally, to The Center’s transfor- ficer Course (BNCOC) for build on the 15-day course, the mation includes an 96B30. October ASAS Master Analyst Course (AMAC) allocated more immediate implemen- ! All-Source Intelligence Techni- cian (MOS 350B) Warrant Of- instructors’ slots. tation of a new train- ficer Course. Beginning in September, the Ba- sic Instructor Training Course ing methodology and ! MI Officer Basic Course (MIOBC). (BITC) will incorporate the use of instructor develop- automated “plug and play” class- ! MI Captains Career Courses rooms. The BITC will completely ment program across (MICCCs). revamp by January 2001, training the institution ! Initial Brigade Combat Teams’ instructors to build lessons, data- (IBCT) Cadre and Cohort training. bases, and web pages using the The second, currently ongoing plug-and-play classrooms. The in- Our emphasis in this transforma- phase of the Center’s transfor- structor training and certification tion process is to change the con- mation includes an immediate courses emphasize the digital re- ditions of the training conducted by implementation of a new training sources fielded and training in the the Intelligence Center, but not the methodology and instructor devel- digital environment, and use a sys- standards or tasks. The immediate opment program across the insti- tems or network of systems ap- goal was to begin converting to digi- tution. The goal of this effort is to proach. The staff and faculty will tal training, front-loaded in our cur- begin preparing and training digi- learn to build the databases and riculum, with the initial focus on tally capable instructors and cadre web pages needed to support their changing the conditions of our In- immediately, to include changing own blocks of instruction. The end- telligence Analyst courses (military the “mindset” of the instructor state of this phase is the transfor- occupational specialty (MOS) 96B). base. To accomplish this task, the mation of the staff and faculty into To meet the CG’s intent, we initiated a four-phase operation in July of this year. The end-state of the In- Current 96B30 telligence Center’s complete trans- USASMA US Army OPS SASO MDMP RWS Research STX formation is to have a digital center Paper & Common Core ASAS Overview IPB CM &TGT of excellence operational no later briefs than January 2003. 17 days 5 days 7 days 5 days 3 days 2 days 3 days

The first phase of the transforma- 8 Weeks of Training tion process (immediate action) started in July with changes in the Pilot (Jan 2001) way we taught some of the courses

(conditions) within current resource USASMA RWS Instruction (Functions & Operations) Intelligence Analyst Tasks on RWS Common Core (Integrated training with Info Engineering , (Brigade, Division, and TOC exercise) constraints. The goal is to begin ACE/ACT Configuration, Communications updating the blocks of instruction so Architecture) that students will learn from the be- 12 Days 9 days 20 days ginning of the course on the same intelligence systems and tools Note: See the glossary on page 64 for expansion of the acronyms. found at the units in the field. Wher- ever possible, we will automate all Figure 1. Comparative Flows for 96B30 BNCOC.

October-December 2000 37 sis and control element) and an Inprocessing Basic Common Core Army Operations Values ACT (analysis and control team), to 2 days 12 days 6 days 1 day include the appropriate communications architectures. The last week IBOS MI CO FTX Threat TPC Range Intel Architecture + LAND NAV of the course will test each NCO’s 3 days 3 days 11 days 4 days 1 day ability to produce relevant and

Intel Support to Operations Crisis PE MOOTW timely intelligence products within a w/ASAS-L w/RWS w/ASAS-L division ACE, brigade ACT, or bat- 24 days 4 days 6 days talion S2 section using the RWS ACT PE BASIX Block II system. RWS TAC1 Outprocessing w/RWS w/RWS Likewise, the 96B10 course is un- 3 days 5 days 1 day 6 days 3 days dergoing restructure to meet the Note: Eighteen weeks as of 1 January 2001. Includes 48 training days with RWS/ needs of preparing apprentice-level ASAS-Light and 6 days familiarization with system employment and architecture. analysts capable of operating in a digital environment. Although ASAS FIgure 2. MI Officer Basic Course. RWS instruction consists of two weeks of instruction, almost all of a cadre of digitally-capable, certi- days of actual hands-on training the automated instruction currently fied instructors. with the RWS system, as compared comes at the end of the course. By The subsequent phases of the to the three days of RWS training in early next year, the 96B10 course plan will focus on completing the the current 96B30 course (see Fig- will include at least 15 days of ASAS transformation of the Intelligence ure 1). training in addition to full system in- Center into a fully digitized training The NCO will “learn by doing” with tegration into the course’s practical center of excellence. Near term each student encountering a series exercises. The goal is to incorpo- conversion of blocks of instruction of dynamic, scenario-based training rate ASAS training throughout the will be concurrent with the training environments. The design of the course, beginning with unclassified development and implementation of scenarios will test the NCO’s ability systems such as ASAS-Light and other digitized courses during these to analyze and solve different prob- then transitioning training to ASAS latter phases. We will continue to lems using the military decision- RWS Block II later in the course. change our other intelligence making process (MDMP), intel- Commissioned Officers Cour- blocks of instruction, incorporating ligence preparation of the battlefield ses. MIOBC and MICCC course de- the digital classrooms and TOCs (IPB), the intelligence cycle, and the velopers have already begun the across the entire curriculum. As we ASAS mission cycle. From the start, transformation process of digitizing upgrade facilities, we will integrate NCOs will learn and use informa- their courses of instruction. Cur- joint systems into exercises and tion-engineering techniques and will rently, MIOBC trains three days build a model joint intelligence sup- doctrinally configure an ACE (analy- on the ASAS-RWS and integrates port element (JISE) configuration for this purpose. By January 2002, we envision completion of the Mission: Train MI CPTs to become proficient S2s, ACE Battle Captains, course redesign for all courses and Company Commanders in the digital environment. taught by the Intelligence Center. 5 days 9 days 29 days 22 days 17 days Course Transformation Leadership FAST2 Intelligence Support to Intelligence Support ASAS Brigade Operations to Division and Corps Capstone Intelligence Analyst (96B)

Courses. The immediate and most Common Intro to Merged MOOTW and Bde O&I Reflowed ASAS Combined ISDC Core Analyst blocks and digitized using training to earlier in ISDC MDMP (40 hrs) significant change in course design Note- ASAS-Light and Analyst portion and Execution began with book 3 Notebook for Class 01-02 (Feb Capstone- will occur in the 96B30 BNCOC Class 00-6 01). Integrate into 120 hr PE CPX (40 hrs) (25 September 00) taught by the Intelligence Center’s into an 80 hr ASAS integrated NCO Academy. The new 96B30 CPX course, which begins in January 2001, will conduct nearly the entire 5 days 9 days 29 days 22 days 17 days program of instruction (POI) on the Note: Core Competencies: analysis, systems, collection management, Army ASAS Remote Workstation (RWS) operations, leader skills. Block II system. This completely redesigned course will include 29 Figure 3. MI Captains Career Course (MICCC) Beginning February 2001.

38 Military Intelligence cells and facilities will support Un- classified and Secret Collateral- level training and scenario-driven exercises for all intelligence courses taught at the Center. Initially, we will construct a brigade-size digital TOC facility that represents “what right looks like” to train our instructor base. As resources become available, we will build additional model TOCs to train our trainers and then students in how to set up and organize division and corps ACEs, to include the integration of the various multidiscipline feeds that build a COP. These feeds will include multiple “INTs” such as signals, human, and imagery intelligence (SIGINT, HUMINT and IMINT, respectively). In the envisioned facilities, these model TOCs will eventually incorporate such capabilities as the Preparation for construction of new TOC cells in Walker Hall. Force XXI Battle Command Brigade and Below (FBCB2), Advanced the system into its six-day capstone, tures (see Figure 2). In February Field Artillery Tactical Data System Brigade All-Source Intelligence Ex- 2001, the Career Course will inte- (AFTADS), Common Ground Sta- ercise (BASIX). The MI Officer Ad- grate ASAS-Light and Analyst Note- tion (CGS), Unmanned Aerial Ve- vanced Course (MIOAC) currently book3 in approximately 29 days of hicle (UAV) Ground Control Station conducts 12 days of hands-on train- the POI before transitioning to RWS (GCS), and the Maneuver Control ing on ASAS-RWS, ASAS-Single Block II for another 28 days during System (MCS). Source, and ASAS-All Source cul- the latter phases of the course (see Under this same contract, the re- minating in their employment on the Figure 3). design of two large classrooms in course’s five-day ASAS Capstone Facilities Transformation Nicholson Hall will facilitate the use Exercise. As a near-term “fix,” Key to changing the conditions in of 105 training systems configured MIOBC classes will integrate ASAS- which we are to train the MI profes- with an ASAS-Light package. Pri- RWS Block II into the four-day Cri- sionals of the 21st century is the marily designed to handle the stu- sis-Action PE and the Brigade ACT transformation of the facilities in dent load of the MICCCs, these PE. In the newly redesigned Career which the students will train. Focus- facilities will also provide an auto- Course, the amount of practical ex- ing on 96B Intelligence Analyst mated, unclassified training envi- ercise time using ASAS will double training as the “center of gravity” for ronment for our Officer Transition from that of the current course. the near-term transformation ef- Course (OTC) and the visiting Since international officers attend forts, Fort Huachuca’s Walker Hall international officers that we train. both the MIOBC and MICCC, the will be the first Intelligence Center The modular configuration of these development and integration of facility to undergo a major reengi- systems will allow the setup of the the ASAS-Light system into both neering effort. With a completion facilities in TOC fashion and their blocks early next year will signifi- date of 1 April 2001, we will trans- incorporation into a fully digitized In- cantly increase the amount of auto- form Walker Hall into an RWS Block telligence Support to Brigade Op- mation training for all our officer II collateral training complex, with erations practical exercise during students. In January 2001, the re- eight plug-and-play classrooms and the MICCCs. vamped MIOBC will conduct 48 20 modular, digitized “TOC” rooms. Rowe Hall remains one of the days of systems training (RWS/ The real centerpiece of our facili- Center’s most automated and digi- ASAS-Light) in addition to another ties upgrades will be the design and tized training environments and its six days of training on system em- construction of these modular, digi- capabilities will expand during the ployment and intelligence architec- tal “TOC” cells. The digital “TOC” initial phases of the transformation.

October-December 2000 39 Over the next four months, we will smarter, and will posture the U.S. upgrade two rooms to facilitate Army’s Intelligence Center to meet years, but our approach is sound the building of a modular and fully our future training challenges. and the way is clear. ✸ digitized, model brigade TOC. Dur- The Future ing the initial phases, we will This article highlights only some reconfigure several classrooms to of the immediate and near-term permit hardware and software changes we are making in the In- Endnotes changes as we transition to train- telligence Center as we begin to 1. The TAC (Teach, Advise, Counsel) ing the students on the RWS Block block of instruction (Figure 2) sets aside transform this institution into a digi- time for the class TAC officer to impart II system. tized training center of excellence. knowledge, experience, and Army values Organizational The time to transform the Intelli- to the lieutenants. Transformation gence Center is now. To develop MI 2. FAST (Figure 3) stands for Fundamen- professionals that can contribute to tals of Analysis, Synthesis, and Threat. In order to enhance the Intelli- 3. The Analyst Notebook is a new link gence Center’s mission capabilities the full spectrum of operations in the and pattern analysis tool. to accomplish the digitized training 21st century, we must modernize, mission, it was imperative that we convert, and transform the training reconfigure to optimize and econo- institution immediately. We have a mize operations. Part of this reor- long way to go before this transformation process nears completion, ganization was the activation of the Colonel Gary Parrish is currently Com- 112th Military Intelligence Brigade but we feel confident that our insti- mander of the 112th MI Brigade (Provi- (Provisional) on 28 July 2000. The tution is moving in the right direc- sional). In July 2001, he will take com- activation of the 112th consolidated tion. Remaining on a glide path to mand of the 205th MI Brigade in the 304th MI Battalion, 306th MI achieve the Intelligence Center’s Wiesbaden, Germany. He has served in a variety of intelligence command and Battalion, B Company (MIOBC) for- strategic goals for the 2010-2015 timeframe will require close man- staff positions during the past 22 years. merly of the 309th MI Battalion, and In addition to commanding two MI com- the Noncommissioned Officer agement of this transformation process. panies, he commanded the 14th MI Bat- Academy under one command. talion (Tactical Exploitation Battalion This reorganization centralizes As the Army continues evolving to (TEB)) at Fort Lewis, Washington. His training responsibilities and opti- the digitized force of 2010, MI must staff assignments included serving as mizes operating efficiency by plac- be out front of the transformation an Infantry Battalion S2, Armor Brigade ing all MI officer, warrant officer, and process. Change must begin first S2, 2d Armored Division; G2, 3d Infan- try Division (Mechanized); and Deputy senior NCO courses under one at the Intelligence Center if we are I Corps G2. During Operations DESERT commander. In addition to focusing to continue to develop the intelli- SHIELD and DESERT STORM, COL responsibility for all leader training gence soldiers and leaders who are Parrish served as the Battalion S3 for and MI unit training support, the re- capable of operating in the con- the 511th MI Battalion (TEB), VII Corps. organization also consolidates the stantly changing strategic environ- While the J2 Planner at U.S. Central trainers for these courses with the ments of the 21st century. We must Command, he deployed twice in sup- doctrine writers and combat devel- build an MI force that is more port of military operations in Somalia, opers. The objective of this reorga- capable and relevant to the Army, serving as a Joint Task Force J2 and nization is to allow the commander whether in stability and support later as the JISE Commander during Operations PROVIDE RELIEF and to leverage and synchronize re- operations or a major theater war RESTORE HOPE. He received his sources between the various (MTW). Implementing the Intelli- Bachelor of Business Administration courses and incorporate participa- gence Center’s transformation degree from the University of North tion from all senior-level courses on strategy now will have far-reaching Florida and commission in the Infantry externally sponsored training exer- implications on the way our branch in March 1978. COL Parrish also holds cises with joint and Army headquar- organizes, resources, equips, a Master of Arts degree in Management ters. trains, and supports the force as it from Webster University and a Master The activation of the 112th MI Bri- confronts future conflicts across of Strategic Studies from the Air War gade (Provisional) reduces the re- the continuum of warfare. The College. He is a graduate of the Army Command and General Staff College, dundancy of resources and follows challenges of the future are Armed Forces Staff College, and Air War the TRADOC model by consolidat- daunting, but we must begin to- College. Readers can contact him via ing leader training under one orga- day if we are to meet these chal- E-mail at [email protected] or nization. The new, streamlined lenges head-on. We have much by telephone at (520) 533-2928 or DSN structure will allow us to train to accomplish in the next few 821-2928.

40 Military Intelligence by Major Patrick L. Daniel Shortly after the Chief of Staff of the Army, General Eric K. Shinseki, made his historic speech to the As- sociation of the U.S. Army (AUSA) convention in October 1999, individuals at the U.S. Army Intel- ligence Center and Fort Huachuca (USAIC&FH) began to wrestle with author. the task of training the MI soldiers the assigned to the first Initial Brigade of Combat Team (IBCT-1). Lieutenant Colonel Gus Greene led the intelli- courtesy gence organization and operation document development effort for Transition Training— the Directorate of Combat Devel- opments (DCD). The trainers IBCT-1 Cadre and Cohort Photograph picked up the concepts, hot off the press, and developed a plan to train conclusion of the initial cohort train- We eventually had better than 50 the more than 200 MI soldiers of ing, the cadre and cohorts would percent of the future IBCT-1 MI sol- the IBCT. participate in a capstone command diers training together at Fort Huachuca. Training Development post exercise (CPX) training event (Kazar Fury) and field training ex- From all the personnel issues, two In February, we brought in a group ercise (FTX) (Buffalo Soldier Chal- major personnel challenges sur- of intelligence professionals from lenge). faced. First, only one of the 45 the field to assist in the develop- scheduled S2 personnel actually ment of IBCT training. The team Personnel participated in the training. Second, leader was Major Jack Myers, Beginning in early January 2000, the soldiers arrived at various times the incoming Brigade S2 of the the Office of the Chief of MI (OCMI) over the course of the training and 3d Brigade, 2d Infantry Division began working with the U.S. To- it was very difficult to receive and (IBCT-1). The team consisted of tal Army Personnel Command inprocess new personnel while human intelligence (HUMINT), sig- (PERSCOM) to identify the person- training their counterparts. nals intelligence (SIGINT), mea- nel for the IBCT and prepare them surement and signature intelligence for travel to Fort Huachuca, Arizona. Training Resources (MASINT), unmanned aerial ve- The orders came with various re- and Equipment hicle (UAV), and all-source sec- porting dates, generally 1 May for Training a unit that does not yet tions. After several weeks of cadre and 12 June for cohort sol- officially exist with equipment not learning the organization and op- diers. Approximately 80 percent of yet fielded can certainly be chal- eration (O&O) concept as they de- the soldiers came from all points lenging. The TRADOC (U.S. Army veloped the plan to train it, the around the globe and 20 percent of Training and Doctrine Command) individuals that comprised the team the soldiers were local from Systems Managers (TSMs), the went their separate ways. The only USAIC&FH. Most of the soldiers Project Managers (PMs), and DCD training developers who stayed coming from units outside Fort New Systems Training Office were the few individuals assigned Huachuca were on temporary duty- (NSTO) delivered most of the equip- to USAIC&FH. The initial plan that (TDY) and-return orders with follow- ment to Fort Huachuca for training. was left in their wake was a 15- on permanent changes of station We had to use AN/PRD-13s as sur- week plan consisting of six weeks (PCSs) reporting to Fort Lewis, rogates for the Prophet Ground sys- of cadre training for E-6s and above Washington. At the start of cadre tem and Hunter UAVs as the followed by nine weeks of cohort training, we had 45 percent of the Tactical UAVs (TUAVs, Shadow training for E-1s and above (see cadre physically present for train- 200) surrogates. We also used Figures 1 and 2). The concept was ing and by the end of their training “white box” surrogates for the All- to train the cadre first and then use (4 weeks later), we had 80 percent Source Analysis System (ASAS) the cadre to train their soldiers dur- of them in attendance. The story for Remote Workstation (RWS). The In- ing the initial cohort training. At the cohort soldiers was much the same. terim Armored Vehicle (IAV) surro-

October-December 2000 41 1 - 7 May 8 - 14 May 15 - 21 May 22 - 27 May 29 May - 4 June capstone exercise. The “white box” Week #0 Week #1 Week #2 Week #3 Week #4 RWS architecture served as the TS ASAS RWS JDISS / LAN base architecture for both the ISR Training CONNECTION Analysis and ISR Integration Pla- ISR A/I ASAS Remote ASAS Remote Workstation Workstation Training Training toons. The HUMINT Platoon de- MS PRD-13 V2 PRD-13 V2 ployed its teams in the local area REMBASS 2 REMBASS 2 AN/PPS-5D AN/PPS-5D under the direction of the S2X. They UAV UAV Systems UAV Systems Training Training used the CHATS for data access ARCHITECTURE / / ARCHITECTURE CGS ASAS / UAV / ASAS / UAV / and report writing, and communi- LAN LAN cated with the S2X through the Connects Connects DEVELOPMENT TRAINING O&O CONCEPT S2X Single-Channel Ground and Air-

TEAM CADRE RECEPTION ASAS RWS borne Radio System (SINCGARS). HUMINT Training JCISO CONOPS CONOPS HUMINT PLT The RSTA Surveillance Troop de- DEVELOPMENT ployed in the local training area in MICO support of the ISR integration RSTA

COHORT platoon’s brigade ISR plan. SELECTED HUMINT PERSONNEL

2 Figure 1. Cadre Training Plan (IBCT-1). The concept of using gate vehicle was the M998 high- various INTELINK sites. In addition, the cadre to train the mobility multipurpose wheeled ve- we fed numerous scripted HUMINT hicle (HMMWV), which we used reports to the S2X through organic cohort soldiers primarily for the Ground Sensor Pla- teams, and adjacent and higher worked well. [Other- toon of the Surveillance Troop in the HUMINT organizations. Finally, we RSTA (reconnaissance, surveil- built an extensive database that wise,] our training lance, and target acquisition) served as a “reach back” library would have failed Squadron. of information and intelligence. For the Capstone CPX, we used Through RWS and the Counterin- a “plug and play” classroom in a telligence/HUMINT Analysis Tool The collectors reported back to sensitive compartmented informa- Set (CHATS), we created a collabo- the surveillance troop CP using tion facility (SCIF) where we fed rative and distributed analysis ar- SINCGARS and the CP used Tactical Simulation (TACSIM) mes- chitecture. The analysts could SINCGARS to report to the MI com- sage traffic into a “white box” RWS collaborate with each other as well pany and brigade Tactical Opera- architecture. This allowed us to con- as with the higher and adjacent or- tions Center (TOC). We had a duct a sensitive compartmented in- ganizations replicated by a “white TROJAN Special-Purpose Inte- formation- (SCI) level exercise cell.” grated Remote Intelligence Termi- using “real world” message traffic We used the “plug and play” nal II or TS II (TROJAN SPIRIT II) (slightly modified) imported from classroom again for the FTX with the surveillance troop and TROJAN Lite with the MI company and brigade TOC. The SINCGARS network served as the backup com- 12 - 18 June 19 - 25 June 26 June - 2 July 3 - 9 July 10 - 16 July 17 - 23 July24 - 30 July 31 July - 6 August 6 - 11 August Week #0 Week #1 Week #2 Week #3 Week #4 Week #5 Week #6 Week #7 Week #8 munications architecture. However, SELECTED CFSO CFSO CFSO CFSO CFSO PEOPLE the TROJAN Lite was down for S2X SOP CONOPS CONOPS DEVELOPMENT CADRE KF KAZAR FURY HUMINT PREP maintenance and we never estab- PLT (>E5) TAC HUMINT HUMINT DRIVERS CONOPS EMBEDDED TRAINING CONOPS TAC HUMINT TAC HUMINT HUMINT SKILLS SKILLS lished the TROJAN link. ASAS ISR A/I CRISIS RWS CRISIS KF KAZAR FURY We did deploy three AN/PRD-13s, Training ACTION ACTION PREP one AN/PPS-5D Ground Surveil- TS/CGS lance Radar, the Remotely Moni- RECOVERY UAV CHALLENGE tored Battlefield Sensor System II INDEPENDENCE DAY INDEPENDENCE O & O Concept O O & DRILLS COHORT Reception DRIVERS RSTA ISR RSTA TRAINING ISR RSTA RSTA ISR ISR RSTA

BUFFALO SOLDIER (REMBASS II), and the TUAV sur- MS INTEGRATION INTEGRATION INTEGRATION INTEGRATION INTEGRATION INTEGRATION

CREWBATTLE AND rogate for the FTX. All of these systems were fully operational and performed well over the course of Figure 2. Cohort Training Plan (IBCT-1). the six-day FTX. The weather co-

42 Military Intelligence The capstone CPX, Kazar Fury,

Week #1 Week #2 Week #3 Week #4 Week #5 MTWTFSSMTWTFSSMTWTFSSMTWTFSSMTWTFSS was an outstanding exercise. The

CGS ASAS RWS JDISS / LAN Architecture Training CONNECTION Training small-scale contingency (SSC) sce-

ISR A/I ASAS Remote ASAS Remote ASAS Remote nario was very well developed and Workstation Workstation Workstation Training Training Training extremely realistic. The developers, MS PRD-13 V2 PRD-13 V2 REMBASS 2 REMBASS 2 AN/PPS-5D AN/PPS-5D primarily Colonel Jerry Jones (U.S.

UAV UAV Systems UAV Systems Army, Retired) and Lieutenant Colo- Training Training nel Niel Garra, built a tremendous GCS ASAS / UAV / ASAS / UAV / Training IPB IN SSC IN IPB ISR IN SSC IN ISR LAN LAN Architecture

O&O CONCEPT O&O database of “real world” information (UAV) Connects Connects S2X CADRE RECEPTION,FH and intelligence. The only problem TEAM CHATS & CI/HU OPS with this training event was that the HUMINT JCISO Workstation SDC Mod SDC HUMINT PLT Case Studies Case exercise was too advanced for the participating students. Because of MICO

RSTA the decision to cut some of the sys-

COHORT SELECTED HUMINT PERSONNEL tems training (primarily RWS), the

S2 S2 TRAINING students did not receive sufficient systems training initially. Conse- quently, the students had a slow Figure 3. Cadre Training Plan (IBCT-2). start in the exercise. Additionally, the students struggled with applying the intelligence preparation of operated and we actually flew eight the battlefield (IPB) process in the pressed with the level of knowledge of ten planned UAV missions. SSC environment. Consequently, resident among our TLC students. their intelligence, surveillance, and Training Report Card The systems training also went reconnaissance (ISR) plans and The concept of using the cadre to relatively well. The New Equipment operations suffered because the train the cohort soldiers worked Training Team (NETT), Battle Com- students based them on weak IPB. well. In fact, had we not used the mand Battle Lab–Huachuca, and However, the students made in- cadre as trainers, our training would TSM personnel conducted most of credible progress throughout the have failed because we simply did the systems training. The primary exercise. not have enough dedicated IBCT shortfall in this area was due to the The Buffalo Soldier Challenge FTX trainers to conduct the cohort train- distractions of conflicting training. was a slower-paced exercise for the ing. We also had significant extra We had to cut some of the planned analysts, but it was very challenging help from outside the 304th MI Bat- systems training in order to conduct for the collectors.The slower pace talion. Individuals from across the other instruction, and the soldiers allowed the ISR analysis platoon and installation and the Department of participating in the capstone exer- ISR integration platoon to work out Defense came in at various times cise suffered for it. the many TTP (tactics, techniques, to lead or participate in training The HUMINT training was gener- and procedures) they developed in events. We used people from the ally very good. Our major problem the preceding CPX. The pace was TSMs, Battle Command Battle in this area resulted from a lack of not at all slow for the collectors, how- Lab–Huachuca, 111th MI Brigade, trained role-players to support the ever. The HUMINT teams, ground DCD, Directorate of Information exercises. We used student casuals sensor teams, and UAV operators Management (DOIM), Public Affairs to play roles for our HUMINT train- got a good workout pursuing the Office (PAO), and various HUMINT ing, and the IBCT soldiers’ training competent and wily opposing forces organizations. We could not have reflected that shortfall. There was a (OPFOR). The low-signature stabil- successfully executed the training dramatic inconsistency among the ity operations and support operations without their help. role-players and the training conse- threat proved very challenging for the The O&O and architecture-devel- quently suffered. The S2X training surveillance troop’s collectors. opment training went very well. The was very good. We augmented the cadre soldiers were already very reports from the organic HUMINT Lessons Learned familiar with the O&O and architec- teams with reports from adjacent Overall, the training of the IBCT-1 ture when the TRADOC Brigade units and other agencies operating personnel went quite well and taught Coordination Cell (BCC) executed in the area; we even had actual na- us much. Some specifics we will the Tactical Leaders Course (TLC) in tional agency personnel to write the keep in mind as we develop the train- June. The TLC trainers were very im- scripts and play the roles. ing for the IBCT-2 MI soldiers include–

October-December 2000 43 Endnote

Week #0 Week #1Week #2 Week #3 Week #4 Week #5 Week #6 Week #7 Week #8 1. The title photograph shows the ISR Integration Platoon’s TROJAN SPIRIT SELECTED CFSO CFSO CFSO CFSO CFSO PEOPLE team with contractor support.

S2X SOP CONOPS CONOPS DEVELOPMENT CADRE KF 2. See the glossary on page 64 for expan- HU MINT KAZAR FURY PREP PLT (>E5) DRIVERS TAC HUMINT sion of the acronyms used in these HUMINT CONOPS CONOPS EMBEDDED TRAINING TAC HUMINT TAC HUMINT HU MINT SKILLS SKILLS figures.

ISR A/I ASAS CRISIS CRISIS KF RWS ACTION ACTION KAZAR FURY Training PREP Major Pat Daniel is the Brigade S3 of TS/CGS the 112th MI Brigade (Provisional) at Fort Huachuca. He was the Senior RECOVERY UAV Trainer for the IBCT Cadre/Cohort Train- CHALLENGE ing conducted at Fort Huachuca from DRILLS COHORT Reception Concept O O & INDEPENDENCE DAY DRIVERS TRAINING RSTA ISR RSTA ISRRSTA RSTA ISRRSTA MS SOLDIER BUFFALO May through August 2000. MAJ Daniel INTEGRATION INTEGRATION INTEGRATION INTEGRATION INTEGRATION INTEGRATION

CREW AND BATTLE is a graduate of the MI Officer Advanced Course and Combined Arms and Ser- 3 Figure 4. Cohort Training Plan (IBCT-2). vices Staff School (CAS ). His assignments included Tank Platoon Leader, Company Executive Officer, Battalion ! Maintain continuity among the of the 1st Brigade, 25th Infantry Di- S4, Brigade S2, Company Commander, training developers and train- vision (Light), to ensure that the S2s Intelligence Observer/Controller at ers. participate in the critical training the Joint Readiness Training Center (JRTC), and Tactical Intelligence ! Personnel must arrive at Fort (see Figures 3 and 4). We added one week of IPB and ISR training Instructor/Trainer. He earned a two Huachuca before the start of Bachelor degrees in Speech Com- training. in stability and support operations early in the training. We also moved munications and Psychology from the ! S2 personnel must be involved University of Arkansas, Little Rock. in cadre training and the the Senior Leader Course to the Readers can contact MAJ Daniel via E- capstone exercise. end of the cohort training to elimi- mail at [email protected] or ! IPB and ISR in military opera- nate the distraction during systems by telephone at (520) 533-4595 or DSN tions other than war must be training. We are attempting to hire 821-4595. taught first. 18 role-players to support the ! We must fence systems train- HUMINT training. Presently, we are ing and prevent distracters at all uncertain that our budget will ac- costs. commodate the $150,000 price tag. ! We need trained, skilled role- Finally, we are working with the players to conduct quality Office of the Chief of Military Intelli- HUMINT training. gence (OCMI) to identify the personnel requirements and work with IBCT-2 Cadre/Cohort the U.S. Total Army Personnel Com- Training mand (PERSCOM) to ensure IBCT We do not yet have a required soldiers are present for the start of delivery date (RDD) for the Fort cadre training. Figueroa.

Huachuca phase of IBCT-2 training. We are working hard to improve the O. We estimate that it will be in mid- training for IBCT-2. As with IBCT-1, we September, and therefore our cadre need help from the MI community since training will begin in mid-April 2001. there is no way that the 112th MI Bri- Gregorio of Until then, we are addressing the gade (Provisional) or USAIC&FH can lessons learned in our plan for execute this training alone. From the

IBCT-2 as personnel and budget MI commander in the field facilitating courtesy constraints will allow. We have al- the timely departure of a soldier des- ready hired five contract trainers tined for IBCT training to the TSMs and and training developers, three of PMs providing the equipment, all are whom worked on some or all of the vitally important to the execution of this Photograph training for IBCT-1. We are working training. To train the intelligence soldiers Fort Huachuca’s garrison head- with the Fort Lewis I Corps G2, who will serve in an IBCT, it takes an quarters, Rodney Hall, on a TRADOC BCC, and the leadership MI village.✹ snowy day.

44 Military Intelligence The Kazar Fury Exercise for Training the Initial Brigade Combat Teams by Colonel Jerry W. Jones The setting for the scenario was bases and files in the simulations to (U.S. Army, Retired) the fictitious country of Kazar, a fit the scenario. Two contract com- By “intelligence” we mean every sort “former” province in the Federal panies expended approximately 20 of information about the enemy and Republic of Slavia somewhere in additional work-weeks setting the his country—the basis, in short, of our own plans and operations. If we Eastern Europe (see Figure 1). For Joint Conflict and Tactical Simulation consider the actual basis for this centuries, ethnic diversity created (JCATS) system and the Tactical information, however unreliable and the conditions for competition and Simulation (TACSIM) system for the transient it is, we soon realize that conflict. With the dramatic changes Kazar Fury exercise. war is a flimsy structure that can easily collapse and bury us in its in the early 1990s, economic com- The Intelligence Center’s training ruins....What one can reasonably ask petition and versions of democracy objectives guided the scripting pro- of an [intelligence] officer is that he fueled ethnic policies that caused cess. The capstone objective was should possess a standard of civil war. A few leaders from two judgment, which he can gain only to design an exercise that set the from knowledge of men and affairs ethnic lineages chose force of arms desired conditions for intelligence to and common sense. He should be to achieve political and economic drive maneuver decisions. guided by the laws of probability. goals. Centuries-old ethnic laws These are difficult enough to apply took precedence over legislated Early in the scripting process, we when plans are drafted in an office, laws. Western nations chose to in- decided to “morph” real-world intelli- far from the sphere of action; the task gence products into our fictional sce- becomes infinitely harder in the thick tervene and stop the atrocities of fighting itself, with reports stream- based on requests from one weaker nario. While this decision reduced ing in. At such times one is lucky if ethnic group and with the approval some of the workload, it moved the their contradictions cancel each other of the United Nations (U.N.). exercise into a real-world classified out, and leave a kind of balance to be environment. Except for imagery critically assessed....The commander Developing The Scenario must trust his judgment and stand like products, we created all intelligence a rock on which the waves break in A team of contractors, augmented disciplines and media reports to pro- vain. It is not an easy thing to do. with officers on casual status, ex- vide the data and information from —Carl von Clausewitz, On War1 pended approximately 20 work- which the Intelligence, Surveillance, The U.S. Army Intelligence Center weeks creating the database and and Reconnaissance (ISR) Analysis and Fort Huachuca (USAIC&FH) scripted “injects” to drive scenario Platoon and ISR Integration Platoon designed the scenario for the Kazar activities. Separate, but equally im- developed intelligence to drive the Fury exercise to ensure intelligence portant, was the creation of data- brigade commander’s decisions. personnel of the first Initial Brigade Combat Team (IBCT-1) could create the situational awareness required for maneuver plans and operations. Clausewitz’s implied task, in which the intelligence officer strongly influences the decisions of a maneuver commander, was the cornerstone of the exercise. Creating a scenario to challenge intelligence personnel training for a small-scale contingency (SSC) is never easy. In this article, the scenario master offers an approach for use in a Constructivist training environment. The trainers thrust the IBCT personnel into an advanced scenario based on the Constructivist teaching philosophy—learning by doing. Figure 1. Locations of CJTF Kazar’s Major Units.2

October-December 2000 45 ❏ A deployment phase replicated Phase I (Predeployment: D-14 to D-4) movement from Fort Lewis to 3d BCT, 2ID conducts planning and preparation for movement to Kazar. (This phase is executed without the simulation.) the intermediate staging base Phase II (Early Entry Operations) D-3 to D+13 (ISB) and into the IBCT’s area 3d BCT, 2ID lands at three airfields, moves north, and secures the Kacanik Corridor in of operations (AO). It lasted order to establish presence and facilitate passage of follow-on forces. Upon approximately two days and completing handoff of Kacanik Corridor control to 1st Bde, 1st ID, the 3d BCT main body moves north to secure lines of communication for 2d Bde, 1st ID, and 1/4 CAV, covered D-3 to D+13. 1st ID, movement to their areas of operation. Upon completion of movement by 2d ❏ Dynamic game play initiated Bde and 1/4 CAV, 3d BCT occupies designated area of operations. (This phase is using the DSE and JCATS to executed without the simulation.) drive TACSIM at the beginning Phase III (Stability Operations) D+13 to TBD 3d BCT, 2ID, conducts operations to create a safe and secure environment, which of the Stability Operations enables economic and political institutions to establish a democratic infrastructure. 3d Phase. This phase lasted seven BCT conducts operations to detect, identify, and neutralize the Skandian and Gordian days and covered D+14 to paramilitary organizations, and transnational elements with objectives contradictory to D+20. U.N. objectives, deter conventional threats, and, if necessary, defeat a conventional attack. The brigade S2 section, based on Phase IV (Transfer of Authority to Coalition Peacekeeping Forces) – TBD recommendations from the ISR in- Phase V (Redeployment) – TBD tegration platoon, arrayed their collection resources in the AOIR. The Figure 2. Concept of Maneuver for the 3d BCT, 2d Infantry brigade executed collection based Division (IBCT-1). on priority intelligence requirements (PIR), collection emphasis mes- The friendly force setting included area of intelligence responsibility sages, and daily taskings. The bri- a combined joint task force (CJTF) (AOIR). gade Hunter unmanned aerial comprising six ground maneuver We created a Secure Internet Pro- vehicle (UAV)—acting as a surro- elements (three U.S. brigades, one tocol Router Network (SIPRNET) gate for the Shadow 200 Tactical U.S. cavalry squadron, and two website for Kazar Fury to replicate UAV—flew from the scenario’s air- North Atlantic Treaty Organization the ARFOR, theater, and national port. The ground sensor platoon de- (NATO) brigades). A U.S. Army sites that the ISR analysis and in- ployed as three separate teams, the Forces (ARFOR) Command con- tegration platoons could access. Prophet Ground system, the GSRs trolled the U.S. ground maneuver Additionally, controllers encouraged (ground surveillance radars), and elements. The ARFOR commander the ISR analysis and integration REMBASS II (Remotely Monitored was dual-hatted as the CJTF com- platoons to search real-world data- Battlefield Sensor System II). The mander. The “White Cell” replicated bases for static information, such as S2X divided the TAC HUMINT Pla- U.S. theater and national elements, terrain data. With contractor assis- toon into three elements. The 1st U.N. and NATO elements, adjacent tance, the scripters crafted more and 3d Battalion Task Forces each units, the CJTF headquarters, and than one hundred SALUTE (size, received an operational manage- the ARFOR. activity, location, unit, time, and ment team (OMT) with two TAC In addition to the order of battle equipment) reports that were trans- HUMINT teams in direct support on conventional forces, the script- mitted to All-Source Analysis Sys- (DS). The remaining TAC HUMINT ing team created the “Gordian” and tem (ASAS) Remote Workstations teams all collocated with the bri- “Skandian” paramilitary forces, or- (RWSs) using the Distribution gade; three were in general support ganized criminal gangs, and devel- Simulation Environment (DSE). while one was designated “GS re- inforcing.” oped municipality overviews. Since Phases of the Exercise the IBCT intelligence architecture is During the preparation phase, in- tactical human intelligence- (TAC The scenario contained several formation went to the brigade S2 HUMINT) heavy and the simula- distinct phases (see Figure 2). They and the ISR integration and ISR tions do not provide HUMINT and included— analysis platoons via the Kazar Fury counterintelligence (CI) reporting, ❏ A preparation phase set at Fort website. As the exercise moved the scripters created a source- Lewis, Washington, when the from Fort Lewis through the ISB into knowledge database. This data- Army alerts the IBCT for de- Kazar, the brigade S2, ISR integra- base was used to create reporting ployment. The preparation tion platoon, and the ISR analysis from TAC HUMINT teams, allied phase lasted approximately platoon received information from HUMINT teams, theater assets, and three duty days and covered the Kazar Fury website and the national agency resources in the the game period D-14 to D-4. HUMINT and CI scripting cell, which

46 Military Intelligence hearsal and to refine tactics, tech- included reports from the TAC ❏ OMTs rehearse the TTP for in- niques, and procedures (TTP) and HUMINT platoon. Upon initiation of teraction with the S2X. training in the brigade combat teams the simulation (D+14), information ❏ ISR analysis platoon develops (BCTs) for MI battlefield operating went to the brigade S2 and the ISR its ability to influence decisions. integration and ISR analysis pla- system (BOS) collective tasks and toons from TACSIM driven by competencies in a near-realistic en- Additional goals for the IBCT-2 ex- JCATS, DSE, the Kazar Fury vironment. The ultimate goal is to ercise include— website, and reports from the assure that the Intelligence BOS ❏ Identify TTP issues related to HUMINT and CI scripters. JCATS really influences leaders to make the development of intelligence transmitted IBCT Blue situation re- the correct decisions related to products. ports and “Blue” SALUTE reports. battle planning and battle execution. ❏ Rehearse integration of single- DSE transmitted pre-scripted SA- The training objectives for the source analysis into all-source LUTE reports. TACSIM created and IBCT-2 Capstone Exercise are— products. transmitted reports from all the ❏ S2s assure that intelligence af- ❏ Develop the briefing skills of “technical” sensors in the battle- fects battle planning, decision- leaders and junior soldiers. space, e.g., Prophet, UAVs, Ad- making, and battle execution. ❏ Identify TTP issues for the dy- vanced QUICKFIX, and TRQ-32 ❏ Brigade rehearses mission namic retasking of collection TEAMMATE. planning and feedback between assets. We provided theater and national S2s, the MI company, and the ❏ Identify TTP issues related to signals intelligence (SIGINT) prod- RSTA squadron’s Surveillance split-based operations and in- ucts to the students via the Kazar Troop. telligence support while the Fury website. The HUMINT and CI ❏ ISR integration platoon re- BCT is in transit. scripters included soldiers from the hearses the planning, technical ❏ Identify TTP issues related to TAC HUMINT platoon. Based on control, and steerage for all col- movement of the Intelligence the PIR, specific order or request lection assets in the AOIR. BOS assets from the home sta- (SOR), and other guidance from the ❏ Surveillance troop plans, ex- tion to the area of responsibility S2X, the TAC HUMINT platoon rep- ecutes, and reports the results (AOR). licated meetings with human con- of collection missions. Based on IBCT-1 lessons learned tacts. The TAC HUMINT platoon ❏ Surveillance troop rehearses during the Kazar Fury and Buffalo transmitted reports to the S2X via TTP for interaction between the Soldier Challenge5 exercises, Fig- the SIPRNET using the CI/HUMINT RSTA S2 and the MI company. ure 3 is a recommended schedule Automation Tool Set (CHATS). Al- ❏ RSTA squadron HUMINT sol- for IBCT-2’s Capstone Exercise. lied, theater, and national HUMINT diers, HUMINT teams, and This figure shows the combination and CI elements in the AOIR pro- OMTs plan, execute, and report of the Kazar Fury and Buffalo Sol- vided reports to the S2X, either in the results of collection missions. dier Challenge exercises into one hard copy or via the SIPRNET. Ad- ditionally, the White Cell provided a daily intelligence summary A Phase 1 Phase 2 Phase 3 A Phase 4 Phase 5 (INTSUM) beginning at D+14, and R scripted responses to IBCT re- MTWTFSSMTWTFSSMTWTFSSMTW T F quests for information (RFI). Alert and MDMP Deployment from Fort Stability operations in Preparation for Decision at Fort Lewis (D-14 Lewis through the ISB AOR (D+14 to D+20). SLC and round- vignettes 3 to D-4). into the BCT’s AOR robin session. for SLC Next Time (D-3 to D+13). (D+21 & Based on the lessons learned and D+22). participant feedback, the design of Bde S2, RSTA S2, MI Co and Bde S2, RSTA S2, Bn S2s MI Co and RSTA Digitized Bn S2s, Surveillance Troop MI Co and leaders from A Squadron prepare vignettes A the Capstone Exercise for the sec- Surveillance Troop, conduct FTX. Bde S2, the Surveillance Troop And execute static for senior and MI Co in Rowe RSTA S2, and Bn S2s conduct CPX. R displays and leaders. ond IBCT (IBCT-2) will help the ex- Hall, Fort Huachuca. conduct CPX. briefings. ercise certify that the surveillance 10-hour game days 24-hour game days 12-hour game days 8-hour game days 8-hour troop, MI company, and TAC game days HUMINT soldiers “embedded” in the RSTA squadron are crucial Note: This figure combines Kazar Fury and Buffalo Soldier Challenge into one Capstone Exercise using the same scenario used for IBCT-1 training. components in IBCT-2.4 The objective of the IBCT Capstone Exercise is to conduct limited mission re- Figure 3. Recommended Schedule for the IBCT-2 Capstone Exercise.

October-December 2000 47 capstone exercise using the same 2. See the glossary on page 64 for expan- battalion S2, and a portion of the MI sion of the acronyms used in the figures. scenario. The philosophy is to build company remain at Rowe Hall dur- 3. Lessons Learned from the Intelligence up to this exercise throughout cadre ing Phase 2. JCATS, TACSIM, and BOS cadre and cohort training for IBCT-1 and cohort training. An essential as- DSE can support Phase 2. On are under review. There are no final pect is the development of three or Game Day 12, the exercise begins decisions regarding cadre and cohort four viable scenarios used during training for IBCT-2. This section offers the stability operations in the AOR. We author’s view of the training IBCT-2 could both cadre and cohort training. will initiate dynamic game play us- execute next time. Throughout the cycle, soldiers and ing the DSE, with the JCATS driv- 4. The Kazar Fury AAR is at http://www. leaders learn about the area, likely ing TACSIM. This phase will last intel.army.mil/kazarfury/. adversaries, and potential courses seven days and cover the period 5. Buffalo Soldier Challenge was an FTX of action for each scenario. Partici- from D+14 to D+20. executed by the MI company and the RSTA squadron’s surveillance troop pants begin the capstone exercise On Game Day 19, we will conduct with knowledge of a building crisis immediately following Kazar Fury. The an after-action review (AAR) that leaders suggested that Buffalo Soldier in a specific region. Information pro- covers the previous two weeks and Challenge precede Kazar Fury next time. vided on Game Days 1 and 2 sets the conditions for success in (Phase 1) will focus the BCT intelli- the Senior Leaders Course. Phase Colonel Jerry Jones retired from the gence architecture on specific 4 prepares the Intelligence BOS for Army on 30 May 2000. He began his career as an Armor officer with the 1st events, and provide additional back- execution of the digitized vignettes ground information. The MI BOS Armored Division (1 AD) at Fort Hood, used in Phase 5 for the IBCT se- Texas. After Vietnam, he participated moves through a military decision- nior leader training. making process (MDMP) on Game in three REFORGERs with the “Big Red One,” and served with the 32d Days 3 through 5 (Phase 1). We will Conclusion Two appropriate Army sayings U.S. Army Air Defense Command execute Phase 1 predominantly in (AADCOM), 1 AD, in Germany; special Rowe Hall at Fort Huachuca. come to mind that are applicable to mission units in the U.S. Army Intel- Kazar Fury: “The first report is never Beginning on Day 6 (Phase 2), the ligence and Security Command right” and “No plan survives first con- surveillance troop and a major por- (INSCOM); U.S. Central Command tact.” We are looking beyond the first tion of the MI company execute (CENTCOM) J5 in Operations DESERT reports to determine what we must SHIELD/STORM; and the Allied MI Bat- an FTX to replicate ground move- do to improve the exercise. The plans talion in Bosnia. COL Jones finished his ment from the ISB into the IBCT’s we created in April and May 2000 did Army career at Fort Huachuca as the AOR. Except for the UAV, elements not survive “first contact” in July and Commander, INSCOM Training and will physically move and remain August. However, we are now mov- Doctrine Support (ITRADS) Detach- overnight in field conditions, e.g., ment. He was a 35F (HUMINT Officer) ing forward to create a future itera- driving around the Huachuca Moun- with significant 35E (Counterintelligence tion that will challenge the Intelligence tains. During this movement, the MI Officer) experience. He was also a strat- BOS to influence battle planning and BOS will provide intelligence to the egist (suffix designation 6Z) and he battle execution.✹ BCT and battalion commanders re- served at echelons from tactical to national. He currently serves as a contrac- garding movement and the situation Endnotes tor with the USAIC&FH. Readers can in the AOR. (An aggressor force, 1. Clausewitz, Carl von, On War, translated by Michael Howard and contact COL Jones via E-mail at HUMINT contacts, SIGINT targets, Peter Paret (Prin-ceton, NJ: Princeton jerry.jones@hua. army.mil and tele- and UAV targets are required.) The University Press, 1989), Chapter Six, phonically at (520) 533-6237 and DSN brigade S2, RSTA squadron S2, Book One. 821-6237.

MI Corps Hall of Fame Nominations

The Military Intelligence Corps accepts nominations throughout the year for the MI Hall of Fame (HOF). Commissioned officers, warrant officers, enlisted soldiers, and civilians who have served in a U.S. Army intelligence unit or in an intelligence position with the U.S. Army are eligible for nomination. A nominee must have made a significant contribution to MI that reflects favorably on the MI Corps. The MI Corps provides information on nomination procedures. If you wish to nominate someone, contact U.S. Army Intelligence Center and Fort Huachuca, ATTN: ATZS-CDR (Mr. Chambers), Fort Huachuca, AZ 85613-6000. You may also call commercial (520) 533-1178 or DSN 821-1178, or you may contact Mr. Jim Chambers via E-mail at [email protected].

48 Military Intelligence Doctrine for the Initial Brigade Combat Team

by Captain E. Lee Goodman, Jr. The brigade and its subordinate The MI company consists of one The Doctrine Division at the U.S. battalions possess organic ISR as- ISR analysis platoon, one ISR in- Army Intelligence Center and Fort sets that enable each unit to meet tegration platoon, and a human in- Huachuca (USAIC&FH) is currently the commander’s requirements. telligence (HUMINT) platoon. The coordinating with Fort Lewis, Wash- Based on mission, enemy, terrain brigade S2 is the manager of ISR ington, to develop draft doctrine for and weather, troops, and time avail- operations; however, the MI the Initial Brigade Combat Team able and civilian considerations company’s support is critical in the (IBCT). The latest draft doctrine is (METT-TC), the brigade will task-or- management of ISR requirements in the Doctrine Division’s website at ganize its organic ISR assets for the and planning, and in the analysis, http://huachuca-usaic.army.mil/doc operation. The brigade may receive production, and dissemination of trine/dlb.htm. The coordinating draft additional ISR assets from corps, intelligence. The ISR analysis pla- is due in March 2001 and the final joint, and national organizations. toon provides analytic support draft is due one year later. With this Intelligence Organizations to the development of the bri- article, we seek to stimulate your gade common operational picture An intelligence staff is organic to the input for the revision of the IBCT in- (COP), support to targeting and brigade and its subordinate battalions telligence doctrine. effects, and refinement of the intel- and squadron. ISR analysis and ISR ligence preparation of the battlefield Introduction to the IBCT integration elements from the Military (IPB). The ISR integration pla- Intelligence (MI) Company and the A flexible force of intelligence, sur- toon serves as an extension of the Surveillance Troop, respectively, veillance, and reconnaissance brigade S2 staff for the internal and augment the brigade and RSTA (Re- (ISR) personnel, organizations, and external management of ISR as- connaissance, Surveillance, and Tar- equipment comprises the Initial Bri- sets. The HUMINT platoon con- get Acquisiton) Squadron staffs. The gades’ intelligence systems. Indivi- ducts the brigade’s tactical intelligence staff in the brigade’s non- dually and collectively, the compo- HUMINT collection operations. The maneuver battalions possesses nents of this system provide the company has the organic systems varying numbers of assigned MI brigade with the capability to— necessary to interface with ISR personnel, and normally does not ! Plan and direct ISR operations. systems resident at the U.S. Army receive additional intelligence aug- Forces (ARFOR), joint, theater, and ! Collect and process informa- mentation. Combat support (CS) and national levels. tion. combat service support (CSS) units ! Produce relevant intelligence. may not have any MI personnel. Surveillance and Recon- ! Disseminate combat informa- Those personnel designated as an naissance Organizations tion and intelligence to those “S2 section” often combine with the Surveillance and reconnaissance who need it, when they need it. battalion’s operations staff. assets vary by echelon and unit type. The IBCTs have organic assets such The mission of the IBCT intelligence system is to as the RSTA squadron, the HUMINT provide timely, relevant, accurate, and synchro- platoon of the MI company, and infantry battalion scouts to perform nized ISR support to the brigade commander, surveillance and reconnaissance. In staff, and subordinates...during the planning, contrast, CSS units do not possess dedicated surveillance and recon- preparation, and execution of multiple, simulta- naissance assets but rely upon ad neous decisive actions on a distributed battle- hoc organizations and standard op- field or area of operations (AO) erating procedures to perform such missions as route reconnaissance and occupation of observation posts.

October-December 2000 49 The RSTA squadron is the based on METT-TC. For example, brigade’s primary source of combat situational awareness well beyond in a movement to contact, the information and targeting data. The the close combat area. squadron also provides the brigade brigade may direct the HUMINT with many reconnaissance and sur- platoon to reinforce the RSTA MI support for the operations veillance soldiers on the ground to squadron with additional HUMINT described above includes— help the brigade understand the collection teams to enhance its in- ! Planning and executing ISR operational environment in detail. terrogation and document exploita- operations. This differs from the traditional scout tion (DOCEX) capabilities. The ! Analyzing and presenting intel- focus primarily on threat forces. The brigade may also receive divisional ligence to support timely brigade S2 integrates the ISR ef- or higher echelon ISR assets such situational understanding and fort through the S3 (to include pro- as a UAV platoon from the division, force protection. viding tasks to the RSTA squadron) an air cavalry troop from corps, and and is supported by the ARFOR counterintelligence (CI) teams from ! Supporting the decide, detect, analysis and control element (ACE) corps or higher echelons when the deliver, and assess functions of or intelligence element in order to scope of the mission exceeds the the targeting methodology. provide situational awareness and brigade’s organic capability. The brigade’s MI elements accom- understanding in the AO. Operations plish much as part of the brigade’s ISR and security efforts. Using the The surveillance troop possesses The brigade conducts centralized intelligence process as a frame- an Air Reconnaissance Platoon, a planning and decentralized execu- work, Figure 1 discusses some of Ground Sensor Platoon, and an tion of operations characterized by the IBCT’s specific intelligence ca- NBC (Nuclear, Biological, and rapid mobility, precision fires, ma- pabilities. Chemical) Reconnaissance Pla- neuver, and decisive actions over toon. The unmanned aerial vehicles extended, noncontiguous AOs Capabilities and (UAVs) enable the squadron to ex- dominated by complex terrain and Limitations pand its reconnaissance capability urban settings. The planning and Inherent in any system are capa- considerably while mitigating risk in decentralized execution of these bilities and limitations. The capabili- the absence of rotary-based recon- operations demands continuous ties of the Initial Brigades will naissance. The NBC reconnais- tactical- and operational-level IPB continue to improve as more tech- sance platoon provides the to help commanders understand the nologically advanced sensors, pro- brigade’s core capability for detec- context of emerging information and cessors, communications systems, tion and early warning of chemical its relationship (cause and effect) and better-trained soldiers enter the and radiological contaminants, plus within the overall framework of the force structure. Its limitations reflect some forms of biological agents. mission and operations. The nature the impact of force structure limita- The RSTA squadron closely inte- of the operational environment re- tions, advances in adversaries’ grates its operations with the activi- quires the brigade to have en- technologies, and diverse opera- ties of the infantry battalion’s hanced situational awareness in tional environments in which the di- reconnaissance platoons and other order to anticipate threat actions vision must operate. ISR assets managed at brigade and identify opportunities for deci- The IBCTs’ intelligence system level. The squadron operates by sive employment of the brigade’s provides some significant enhance- stealth throughout the brigade foot- combat power. To enable precision ments. These improved brigade print, and employs HUMINT collec- maneuver and fires, the brigade’s capabilities include the following: tion personnel (who perform very targeting capability requires timely, limited HUMINT collection) exten- relevant, accurate, and predictive ! The organic RSTA squadron sively throughout the AO to com- targeting data, and intelligence on improves the reconnaissance pensate for shortfalls in the existing conventional and asymmetric and security capability of the sensor capabilities, which are more threats to the brigade’s systems and brigade. suited for open terrain and unit- or organizations. In addition, entry op- ! The MI elements supporting the force-based threats. erations (forced or permissive— brigade and the RSTA squad- based on the enemy’s reaction to ron improve the intelligence Task Organization the operation) require rapid and de- staff’s synchronization of ISR Task organization allows the bri- tailed IPB products, the ability to lo- actions and access to intelli- gade to optimize the allocation and cate and engage mobile reserves gence organizations, products, capabilities of its finite ISR assets as well as fire support systems, and and databases.

50 Military Intelligence Plan and Direct ! Develop ISR tasks in accordance with the brigade’s priority intelligence requirements (PIR), essential elements of friendly information (EEFI), and intent. ! Accept and integrate external ISR planning and execution elements to improve support to situational awareness and targeting. ! Synchronize and provide technical steerage to organic, supporting, and augmenting ISR assets into the brigade’s ISR effort. ! Conduct parallel planning while dynamically tracking and adjusting the overall collection effort for organic and supporting ISR resources. ! Provide near-real-time visibility on external collection resources and capabilities, and request support through the use of organic communications and processing systems. ! Maintain an intelligence communications and processing architecture with multi-level security that enables operations in joint and multinational environments using digital and analog communications systems. ! Conduct dynamic sensor steerage. ! Conduct effective requirements management. Collect ! Provide an organic day and night, all weather, and terrain-independent capability to conduct and integrate multidiscipline reconnaissance and surveillance (R&S). ! Leverage time-sensitive information and reporting from joint, interagency, multinational, and commercial collection resources. ! Direct the sensor payloads of organic and non-organic collection platforms. ! Collect weather information from military and commercial sources. ! Fuse vertical and horizontal combat information, targeting data, and intelligence from organic, supporting, joint, multinational, and interagency organizations. ! Receive and process broadcast downlinks from organic and theater assets. ! Maintain intelligence databases with multi-level security that safeguards the intelligence sources and permits authorized access to unprocessed data. ! Provide a capability to develop, transmit, and store graphic products with supporting data. Process and Produce ! Develop the threat portion of the COP of the brigade AO and area of interest through the distributed analysis and fusion of combat information and multidiscipline intelligence using collaborative analytic, development, and visualization tools. ! Exchange the results of analysis, discuss issues with external regional experts, and develop a common understanding of the situation by fusing external collection and analysis products using collaborative tools like desktop video teleconferencing and electronic “white boards” resident on analyst workstations. ! Access, focus, and tailor the broader technical and analytic products from national and theater analytic centers to meet the brigade’s intelligence needs. ! Conduct continuous IPB and near-real-time all-source analysis of threat information. Access the information in order to support situational understanding, targeting, and force protection. ! Conduct trend and pattern analysis during IPB and target development, and also as a means of providing predictive intelligence support for future operations. ! Access—using organic communications and processing systems—existing databases, products, and analytic expertise resident in Service, joint, and national surveillance and reconnaissance resources. These split-based operations and “reach back” capabilities facilitate collaboration, task sharing, and access to higher echelon databases, as well as IPB products and focused analysis. Split-based operations provide the capability to have a portion of the ISR analytic element remain outside the operational area to support a command post or a command and control (C2) node. ! Leverage local and national weather analysis to produce tailored weather effects products in support of current and future operations. ! Provide dynamic targeting support through integration of organic, theater, joint, and national sensors. Disseminate ! Possess secure, redundant, dedicated broad-bandwidth communications with a multi-level security capability that enable the exchange of analytic findings and meta-data (web information that facilitates web searches). ! Disseminate and collaborate between ISR elements internal and external to the brigade, in real time, over an expanded battlespace. ! Receive broadcast intelligence that provides indications, warning, and locational information. ! Receive near-real-time updates on the weather, terrain, and threat activities from a supporting ACE during the deployment and entry operations. This includes the ability to receive threat situation displays, written updates, video, and imagery to support enroute mission planning and adjustments to the plan. ! Dynamically update the situation from sensors, collectors, and processors organic to the brigade that provide a higher degree of fidelity of the battlespace. ! Present the current threat situation and threat intent to facilitate situational understanding and support the presentation of the COP. The presentation uses the best mix of supporting information including imagery, video from UAV, or screen captures (meta-data) to reinforce the presented analysis. ! Provide near-real-time tools and products to support visualization of the brigade commander’s battlespace across all ISR capabilities from alert through deployment and execution to redeployment.

Figure 1. Some Specific IBCT Intelligence Capabilities.

October-December 2000 51 ! Reliance on a force pool of lin- Throughout the process of stand- ! All-Source Analysis System guists to support requirements (ASAS) workstations at the bri- ing up the IBCTs, we will update the based on the operational envi- doctrine to reflect the lessons gade, battalions, and squadron ronment. The Army must iden- facilitate the collaborative learned from the units’ initial train- tify, train, and track these ing and combat training center preparation and presentation of linguists; it will then place them a common threat picture. (CTC) rotations. To keep up with the on call for a period within 24-48 changes, visit the Doctrine Division ! UAVs in the RSTA squadron hours as the situation dictates. extend the brigade comman- homepage at http://huachuca- Linguistic requirements will in- usaic.army.mil/doctrine/dlb.htm. We der’s view beyond the next hill, clude translation, as well as tac- and optimize the employment of ask the IBCTs to review and com- tical HUMINT and signals ment on the published IBCT doc- maneuver, aviation, and fire intelligence (SIGINT) support. support assets to shape the trine by contacting Captain Lee ! Reliance on the ARFOR ACE Goodman via E-mail at edd. good- battlefield in depth, day or night. to provide situational updates, [email protected].✹ Dependence on non-organic ele- technical databases, and pre- ments results in some of the IBCTs’ dictive analysis of the situation Captain Lee Goodman is currently a limitations. Some of their specific to support the force, from Doctrine Writer in the MI Doctrine Divi- limitations are— enroute mission planning and sion, Operational Branch, Directorate of Combat Developments at Fort ! Distribution of ISR reports and rehearsal to successful completion of the mission. Huachuca, Arizona. He is the point of products (imagery, overlays, contact for IBCT, information opera- ! Inability to operate two UAV webpages, etc.) requires a ro- tions, and tactical and Cavalry intelli- systems simultaneously, and a bust, high-capacity communica- gence issues. He has served in 3d tions area network. requirement that the brigade Squadron, 4th Armored Cavalry Regi- ! Reliance on a higher headquar- command post (CP) locate ment, and 3d Squadron, 2d ACR be- ters for the development of IPB within 40 kilometers of the UAV fore his assignment to USAIC&FH. CPT products that are full-dimen- flight track in order to receive Goodman is a graduate of the Armor sional, continuous, and in near- the video downlink. Officers Basic Course, the MI Officers real time. It has the organic FM 34-80-2/ST, Brigade Combat Transition Course, and the MI Officers Advanced Course. He earned a Bach- ability to tailor products to pro- Team Intelligence Operations, elor of Arts degree in History from Mis- vide greater fidelity to meet the is due in March 2001. The Doctrine sissippi State University. Readers may commander’s intent and the Division intends this publication for contact the author via the E-mail ad- command’s information require- use exclusively by the IBCTs dress above and by telephone at (520) ments. that are “standing up” at Fort Lewis. 538-0971 or DSN 879-0971.

ARNG O/C Augmentees Needed at JRTC in August

The National Guard Bureau needs U.S. Army National Guard observer/controller (O/C) augmentees at the Joint Readiness Training Center (JRTC), Fort Polk, Louisiana, from 1 through 15 August 2001. The ARNG augmentees would support JRTC Rotation 01-09 (27th Enhanced Separate Infantry Brigade (27th eSB), NY ARNG). The military intelligence soldiers needed are— ❑ 1 x CPT (35 D – All-Source Intelligence Officer) ❑ 3 x SFC (96B – Intelligence Analyst) ❑ 2 x SFC (98C – Signals Intelligence Analyst or 98G – Cryptologic Linguist) ❑ 1 x SSG (96R – Ground Surveillance Systems Operator)

The National Guard Bureau funds these tours as additional Annual Training. Augmentees’ travel and per diem expenses are included. Assist fellow Guardsmen and provide yourself a superior professional training experience. The 15-day rotation consists of a 5-day O/C Academy followed immediately by the 10-day unit rotation. This provides a wonderful opportunity to share valuable professional knowledge with others while taking home important lessons of your own. For more details, contact CPT John Wilson at (703) 607- 9154, DSN 327-9154, or [email protected] or CPT Garry Porter at (703) 607-7317, DSN 327- 7317, or [email protected].

52 Military Intelligence PROPONENT NOTES The MI Soldier of the 21st Century operations and support operations. gence that in turn requires proxim- by Sergeant Major Consequently, it is crucial that we Antonio C. Moreno ity to targets regardless of weather make these transitions at all ech- and day/night conditions. Incorpo- Change is “to make different,” “to elons without suffering a significant rating MASINT skills and technol- make radically different: transform.” loss in coverage or capability. ogy is a force multiplier spanning These are but a couple of the defi- There is no question that our force the entire electromagnetic spec- nitions for the process that we in the is much smaller. Our operational trum. Although it is a unique intelli- Army, and in the Military Intelligence tempo (OPTEMPO) has increased gence discipline with singular Corps in particular, are undergoing. significantly, causing our current capabilities that in the future could We are plotting a different position, force structure to cope with the de- evolve into a separate MOS, course, or direction away from a mands of protecting a myriad of MASINT provides a different di- Cold War mentality. New technol- national interests, defined and not mension to the other intelligence ogy, new training models, and other yet defined, based on world events. disciplines of human intelligence sophisticated platforms that play im- For us to be a strategically respon- (HUMINT), imagery intelligence portant roles in reshaping the Total sive force that will enable combat (IMINT), and signals intelligence Force for the future are driving us commanders to achieve dominance (SIGINT). Likewise, we must pro- to update our doctrine. across the full spectrum of opera- duce a pipeline of well-educated No longer can we expect to fight tions, the Army and its MI soldiers information security specialists. As battles and wars as we did from must acquire and develop skills to intelligence professionals, we must World War II through Vietnam and perform in a multi-functional man- provide the ground commander Operation DESERT STORM. ner. This is not to say that all sol- with accurate and timely intelli- Those battles, and the way we diers must be technically proficient gence to ensure superior situational trained to fight them, are in the past. in multiple military occupational spe- awareness. Timely intelligence is Although we must not forget, it is cialties (MOSs). Rather, each one critical when operating in a rapidly imperative that we build upon that should be able to transition easily transitioning environment such as history and develop new strategies, or apply other skills in addition to urban warfare. As long as we can employ new systems within differ- their primary MOSs. Information op- achieve and maintain information ent types of environments, and pro- erations (IO) and measurement and superiority, apply learned MASINT vide our soldiers with realistic signature intelligence (MASINT) skills, and simultaneously execute training enabling them to win and skills are prime examples. our intelligence missions, we can survive in ever-changing environ- Technology Applications expect success in effectively neu- ments. tralizing and then dominating the As the Army progresses into the Future Conflicts enemy regardless of the environ- 21st century, we can expect a mul- ment. How do we get there from As the Army wrestles with modify- titude of battlefield challenges de- here? ing strategy to fight major theater pending on the terrain, equipment, wars (MTWs), we must ensure that and tactics employed against us. Training our units are robust and flexible Increased requirements in applying From a training standpoint, we across the full operational spectrum. MASINT and IO respective to our must develop, test, and field new We must be capable of rapid transi- given MOSs will enhance our ca- intelligence systems to stay abreast tion from domestic disaster relief, pabilities to conduct intelligence of and be able to counter the tech- civil disturbance control, peace or preparation of the battlefield (IPB) nological advances now available armistice, noncombatant evacua- and fight military operations in to rogue nations and terrorist tion operations (NEO), counter- urban terrain (MOUT). The urban groups. The systems we develop drug, limited war, small-scale terrain environment will drive re- and field will require that our sol- contingencies (SSCs), and stability quirements for high-fidelity intelli- diers deviate from the traditional

October-December 2000 53 one-skilled dimensionality and Target Acquisition (RSTA) Squad- is considering how we, too, must evolve into multi-skilled individuals. ron and the MI Company. RSTA transform within our own structure. MI must lean toward consolidating squadron MI soldiers will provide We must strongly consider the pos- like functions and integrate associ- supported ground commanders sibility of combining MOSs with like ated skills as a matter of routine. with immediate situational aware- skill sets, or possibly splitting skill The MI soldier of the 21st century ness. Lessons learned in Somalia, sets from one MOS and incorporat- must possess a variety of un- Haiti, and Kosovo all indicate reli- ing them into two other MOSs. We matched technical and human skills ance on HUMINT. Thus, the IBCT’s are evolving with the introduction of to both support the combat com- design includes an increased tacti- new systems and advancing capa- mander and become an organic cal HUMINT presence. The Armor bilities in order to produce a multi- warfighting resource. Center Commanding General indi- systems operator. We will field the Our training philosophy must ap- cated that he wanted a HUMINT new Tactical UAV (Shadow 200) ply more soldier- and team-oriented soldier in every squad and in every and Common Ground Station sys- training to improve MI soldiers’ ef- Interim Armored Vehicle (IAV). Con- tems. MI soldiers have always fectiveness in a complex environ- sequently, the Reconnaissance played essential support roles, but ment. As we transition to a digitized Troops have embedded HUMINT with the Army transformation and battlefield, so must the training tran- capabilities. The RSTA squadron multi-skilled dimensionality, the MI sition. We must wean ourselves also includes TROJAN Special soldier is now a vital asset organic from such traditional teaching meth- Purpose Integrated Remote Intelli- to the ground commander. The odology as having intelligence ana- gence Terminal II (TROJAN SPIRIT motto “Soldier First, MI Professional lysts plot on paper maps using II) and a Ground Sensor Platoon Second to None” certainly applies acetate and alcohol pens, for ex- with REMBASS II (Remotely Moni- to our Transformation into the 21st ample. We should be analyzing tored Battlefield Sensor System II) century Army. electronic sensors and activity dis- and Prophet Ground. played on digitized maps in near- Eventually, the objective force will real time from intelligence gathering have the multi-mode operator of the systems such as unmanned aerial future embedded within the ground vehicles (UAVs), the Joint Surveil- sensor platoon. This increase of sol- lance Target Attack Radar System diers with MOSs 96B, 97B, 97E, (Joint STARS), Guardrail Common and 98H organic to the RSTA Sergeant Major Tony Moreno is cur- Sensor (GRCS), weather satellites, Squadron provides intelligence in- rently the Sergeant Major, Office of the and more. As a result, our soldiers formation directly to the RSTA S2. Chief of Military Intelligence, at Fort must— (These are intelligence analysts, Huachuca, Arizona. His previous counterintelligence (CI) agents, assignments include SGM, Training De- ❑ Receive training on traditional HUMINT collectors, and communi- velopment, 305th MI Battalion; Com- intelligence skills. cations intercept/locators, respec- pany First Sergeant in the 305th MI ❑ Be capable of understanding Battalion, 111th MI Brigade, and 721st tively.) This increase in MI soldiers complex sensing and process- MI Battalion; S3 Noncommissioned with these specialties attests to the ing technologies. Officer (NCO) in Charge (NCOIC), 732d change in the notion that intelli- ❑ Participate in live and simulated MI Battalion; Collection Management gence not merely supports the op- exercises to sustain their digi- NCOIC, Army Regional Operations Fa- eration, but is inherent to the battle cility (AROF)/National Security Agency; tal warfighting intelligence skills. as an organic member. MI soldiers Plans NCO, 470th MI Group, Panama; The 21st century MI soldier must must demonstrate not only their and Morse Advisor, 3/7th Special Forces transform with the future organiza- technical expertise within multisen- Group, Panama. SGM Moreno earned tional design to meet the challenges sor collection systems and CI and an Associate of Arts degree from the University of Maryland with a concen- and demands that potentially await HUMINT tools, but also their soldier us. tration in Psychology. His military edu- skills as well. cation includes the First Sergeants IBCT Conclusion Course, 25th Infantry Light Battle Staff The Initial Brigade Combat Team While the Army transforms into the Course, CK155 Cryptologic Skills for NCOs, and CY200 Senior Enlisted (IBCT) provides a transformation- 21st century objective force, and the Cryptologic Course. Readers can con- related example. The Army inte- Army Development Study Task tact SGM Moreno via E-mail at grated a large, organic MI capability Force XXI (ADS TF XXI) reviews the [email protected] or tele- within the IBCT, specifically in the possibilities of optimizing MOSs phonically at (520) 533-1174 or DSN Reconnaissance, Surveillance, and throughout the Army, the MI Corps 821-1174 (FAX 821-1186).

54 Military Intelligence The Military Intelligence Warrant Officer of the 21st Century have. We continue to access war- use the All-Source Analysis Sys- by Chief Warrant Officer Five rant officers much the same as we tem, “Chief, don’t make us drag you Rex A. Williams have for decades. The major kicking and screaming into the 21st Changes in both the Army and Mili- change in the mid-1980s was the century.” His point was valid. tary Intelligence over the past 30 shift from direct appointments to the Our warrant officers must embrace years have been dramatic. Only requirement to attend the Warrant change and be the leaders in man- three decades ago we were em- Officer Candidate School and the aging the integration into and op- broiled in the Vietnam conflict while Warrant Officer Basic Course be- eration of technological advances at the same time trying to ensure fore the first assignment. With the in our intelligence units. Warrant of- the containment of communism. merger of military occupational spe- ficers have always been the recog- Manual typewriters with onionskin cialties 352D (Emitter Location/ nized technical experts; they must carbon paper were the closest Identification Technician) and 352H now add technological expertise to many of us got to automation. We (Morse Intercept Technician) into that resumé. accomplished dissemination of in- Communications Interceptor/Loca- The MI warrant officers of 2010 telligence by typing forms using an tor Technician (352H) on 1 October will require all of the skill sets they optical character-reader (OCR) font 1999, we have only one less MI need today to include communica- that we took to the communications warrant military occupational spe- tive skills; tactical, technical, and center for transmission. Our ability cialty (MOS) than we have always technological skills; and a solid to get intelligence into the hands of had. The ability to adapt and em- base of ethics and values. How will our supported commanders was brace new missions and functions we train warrant officers to main- measured in hours or, depending will be crucial to the future success tain their traditional roles as techni- on the product, sometimes days. of MI warrant officers. We must cians and teach the adaptive skills Hard copy imagery from OV-1 have a vision to keep our focus on necessary o support new organiza- Mohawks or RF-4Cs took hours to operating in that environment. tions such as the Initial and Interim process through a photo lab before Brigades (I-Brigades)? an imagery analyst could even view Vision it. This was MI in the 1970s. It MI warrant officers provide the Training and Managing evolved in the 1980s with a larger technical leadership and advice to Warrant Officers ensure successful intelligence sup- budget and a focus on the Soviet The Deputy Commanding General, port across the entire spectrum of Union and North Korea. Does any- U.S. Army Intelligence Center and operations. They focus on— one remember the multi-volume Fort Huachuca (USAIC&FH), di- Soviet Battlefield Development ! Adapting to rapidly changing rected a review of all warrant officer Plan? Somalia, Haiti, Bosnia- environments and technolo- training in the Intelligence Center to Herze-govina, and Kosovo simply gies. put emphasis on training the right were not on the screen in the ! Managing intelligence systems skills at the right time. Emphasis on 1980s. This short history gives a and processes. assignment-specific training will be backdrop of how far and how fast ! Integrating intelligence archi- critical to future success. The diver- we have evolved in MI. Most of our tectures and communications. sity of jobs we now expect MI war- senior warrant officers are products ! Developing and maintaining rant officers to perform does not lend of the 1970s and 1980s, and have the technical proficiency of their itself to the “one size fits all” training witnessed these changes. The soldiers. strategy. To better focus training re- changes of the past 30 years were By keeping a steadfast focus on sources, USAIC&FH developed a remarkably slow compared to the this vision, we can ensure the evo- pyramid of roles we expect warrant expected changes of the 21st cen- lution of MI warrant officers to pro- officers to fill (see Figure 1). Each tury. vide relevant support across all level builds on those beneath. As Our MI warrant officer manage- disciplines. As a young noncommis- warrant officers achieve CW5, they ment evolved along with the Army— sioned officer (NCO) once said to should be able to perform all of the perhaps more slowly than it should me as he noticed my hesitancy to roles in the pyramid.

October-December 2000 55 quirements outside their MOSs. MI has always relied on warrant officers to provide the continuity of operations while the commissioned CW5 officers rotated at a more rapid rate Policy Advisor, to fulfill other training and assign- Mediator ment obligations. Our future man- CW4 ning documents must ensure that Inspector, Evaluator, the placing of warrant officers in the Facilitator, Joint Planner structure allows the best use and maintenance of their technical CW3 skills. Advisor, Integrator, Staff Planner, Instructor, Mentor, Joint Operations Access New Warrant Officers. The system used to access warrant WO1/CW2 officers today cannot support future Tech Team Leader, Supervisor/Manager, Trainer requirements. We must develop in- novative ideas that break the current mold. Future warrant officer Figure 1. Roles of MI Warrant Officers. accessions must occur much ear- would have if they were briefing lier in their careers and selectees The Army Development System from maps with grease pencil mark- will need substantially more train- XXI Task Force is addressing the ings. Operating in a digital environ- ing before reporting to their first overall training and management of ment requires a more thorough units. We must find more junior warrant officers. Discipline-specific knowledge of the tools and the pro- NCOs who have shown outstand- missions and training are a more cess. Automation does not make a ing potential and invest in the train- difficult area to address. The intelli- poor analyst good, but it will make ing needed to build their technical gence-specific aspects are com- an excellent analyst better. This skills. plex, with varying requirements for requires future MI warrant officers signals intelligence, human intelli- Retain Senior Warrant Officers. to have solid grounding in the auto- gence, counterintelligence, imagery MI is having great difficulty filling mation aspects of their sections, intelligence, analysis, and mainte- senior warrant officer (SWO) posi- and to have a firm grasp on intelli- nance. We must also integrate tions. Future operations will have gence architectures and operations. intelligence support to information even greater need for this exper- Once we achieve a comfort level operations (IO) and measure- tise. Retaining SWOs will continue operating in a digital environment, ment and signature intelligence to be a priority that requires addi- acetate and grease pencils will go (MASINT) into our training. Train- tional emphasis. Based on the the way of the manual typewriter ing warrant officers to keep pace number of years that NCOs have and onionskin paper. As the techni- with known and projected changes completed when we currently ac- cal and technological experts, war- in structure, missions, and equip- cess them as warrant officers, they rant officers must make digitization ment will remain one of our biggest have about a nine-year lifecycle as their normal mode of operations. challenges. warrant officers. We need to in- To populate the objective force, crease that lifecycle to 14 or more Our training strategy also recog- there are three critical challenges years to help alleviate our SWO nizes that warrant officers will be we must address. They are— shortages. One way to increase crucial leaders in the digitization of that lifecycle is to develop criteria intelligence functions. Warrant offic- ! Maintain technical skills. and training to reduce the number ers must be at the forefront in de- ! Access new warrant officers. of years of service at accession. veloping the tactics, techniques, ! Retain senior warrant officers. and procedures to make digitization Maintain Technical Skills. Since Conclusion a reality. It will be the warrant offic- the Army downsized, there are MI warrant officers will continue ers who will not only integrate digi- fewer individuals to perform the nec- to be an integral part of future or- tal processes into daily operations essary functions for a unit to accom- ganizations, with an ever-expand- but will also be able to brief sup- plish its mission. Warrant officers ing role to provide the technical ported commanders from digital dis- will have to balance the technical leadership needed to accomplish plays with the same ease they requirements with increasing re- intelligence missions. The techni-

56 Military Intelligence cal complexity of our systems and Battalion (Aerial Reconnaissance and the auspices of the Defense Intelligence processes will continue to expand Surveillance) in Zweibrucken, Ger- Agency (DIA) Delegated Producer Pro- as we move toward a fully inte- many; Section NCO in Charge, 1st MI gram as the Chief of the Pacific The- grated digital environment. The MI Battalion at Fort Bragg; and Imagery ater Order-of-Battle (OB) Production warrant officers of the future will look Section Sergeant, 704th MI Detachment Section. Reassigned to the U.S. Army (Aerial Surveillance) in Camp Hum- similar to the warrant officers of to- Intelligence Center, he again served as phries, Korea. Attaining the rank of staff the Chief of Warrant Officer Training; day but with a vast array of new sergeant before his appointment as an he managed all warrant officer courses tools with which to perform their Imagery Warrant Officer, he worked as and taught leadership, professional de- duties. They must adapt and evolve a project officer for airborne imaging velopment, and various intelligence more rapidly than ever, as smaller systems in the Directorate of Combat subjects. Then he became the Chief forces significantly increase the Developments (DCD) at Fort Huachuca, of an inter-Service intelligence pro- need for accurate, timely intelli- where he transitioned to All-Source In- duction section and acted as a Se- gence. A tremendous challenge— telligence Technician (350B) and com- nior Intelligence Analyst during crisis but one the MI warrant officer stands pleted the MI Warrant Officer Advanced periods at the U.S. Central Command Course. CW5 Williams served as the ready to meet. Joint Intelligence Center at MacDill Chief of the All-Source Production Sec- Air Force Base, Florida. During his tion, 102d MI Battalion at Camp Casey, tour, he attended the Warrant Officer Chief Warrant Officer Five Rex Williams Korea, then as a Primary Threat and Senior Staff Course at Fort Rucker, is the Senior Warrant Officer with the Intelligence Analysis Instructor for the Alabama, and achieved his current Office of the Chief of Military Intelligence MI Officer Advanced and Transition grade. Readers can contact CW5 Wil- (OCMI), and the Chief Warrant Officer Courses as well as all warrant officer liams via E-mail at of the MI Corps. After completion of courses. CW5 Williams reassigned to [email protected] or tele- training at Fort Huachuca as an Imag- the Intelligence Center–Pacific, Camp phonically at (520) 533-1183 or DSN ery Analyst, he served with the 2d MI Smith, Hawaii, where he served under 821-1183.

The Military Intelligence Officer in the 21st Century One Last Look Back The Future of the by Charlotte I. Borghardt The last thirty years saw many MI Officer Corps As the Army transforms into the changes in both OPMS and the re- The personnel requirements for Army of the 21st century, Military quirements for our officers. At one our 21st century MI officers will Intelligence must also evolve. Our time, all officers were required to include better management and MI officers must be able to function have a basic branch and an addi- assignments that allow them to in a network-centric warfare envi- tional specialty but this proved to be meet the intelligence needs of ronment and be comfortable work- cumbersome, and many officers commanders at every level. As the ing with the digital technology never served in their additional spe- Army transforms into a more mo- revolutionizing the way we do busi- cialties. The criteria for a normal ca- bile, quick-moving digital force, ness. MI officers must be able to reer progression (formal training traditional officer career paths understand the future battle envi- and command) made it difficult for must change to meet these chal- ronment, which will often be in com- the officer to be successful in both lenges. OPMS XXI will satisfy plex urban terrain, and must have the basics and a specialty. both Total Army and joint require- a better understanding of national- With advances in technology, the ments in this century, developing level intelligence assets and capa- Army saw the need for both the tra- officers who expertly employ ap- bilities. Because of improved “reach ditional officers who can lead, com- propriate skills, knowledge, and back” capability, the officer must be mand, and perform in their basic attributes, inculcating behavior able to synchronize multiple sys- branches, and those officers who that reflects the Army values. This tems to ensure adequate coverage have a solid foundation in basic new system will balance the with all available intelligence sys- branch functions but focus on spe- Army’s diverse personnel require- tems. The Officer Personnel Man- cific aspects of the Army like tech- ments while providing Army XXI agement System (OPMS), training, nology, information operations (IO), with a tactically and technically and professional development of MI or strategic intelligence. Thus, the competent officer corps. While officers need transformation to cre- Army developed OPMS XXI to al- warfighting remains the preemi- ate and maintain an MI Officer low these officers to be competitive nent skill of the Army, the need for Corps capable of meeting these in either area and still meet the ever- technological skills runs a close new demands. changing demands of the Army. second.

October-December 2000 57 Our MI officers now have the op- Troop of the Reconnaissance, ation of FA 34 and the resulting portunity to remain on the traditional Surveillance, and Target Acquisi- recoding of billets allow the Army to MI track, the Operations Career tion (RSTA) Squadron, the XO will address its crucial shortage of field Field (OP CF) or specialize in an- be an armor officer. This will inte- grade MI officers. The ability to as- other CF. A percentage of each of- grate combat arms expertise within sign other than MI branch officers ficer year-group selected for the MI unit. into those echelons-above-corps promotion to Major will receive des- MI officers designated for CFs (EAC) positions will enable the ignation into other CFs. Officers who other than the OP CF will serve in Army to fill more of its TOE (table of remain in the OP CF will serve in tra- their previously designated func- organization and equipment) intel- ditional branch assignments (S3s, tional areas (all officers receive a ligence billets while at the same executive officers (XOs), battalion specific functional area designation time “growing” the joint and strate- and brigade commanders, etc.). during their fifth year of service). gic intelligence officers it requires They can expect to see more tacti- These officers will become world- at EAC. cal assignments as the Army meets class specialists serving in their Outlook the “manning the force” directive of designated functional areas only The changes in officer personnel filling tactical units to 100-percent (with the chance of a few tours in management will help the MI Of- strength. They will serve more time immaterial positions). Some MI officer Corps meet the challenges of in MI assignments than in branch ficers may migrate to other CFs, but the future. Our officers will be as immaterial jobs. because of the closely associated comfortable in a fully digitized en- functions and technical nature of Traditional intelligence assign- vironment as they are in a general- the jobs, many will opt to work in ments will change as we implement purpose medium tent. They will be the IO CF. It is clear that MI exper- the Brigade Combat Team (BCT). more flexible and adaptable to suc- tise is necessary in these functional For example, a human intelligence ceed in a constantly changing world areas. (HUMINT) officer (area of concen- environment and be adept at work- tration 35F) will be the BCT G2X, a For many years, the MI Corps has ing in the Army of the future. new concept under the Tactical struggled with a shortage of field HUMINT Initiative. We can expect grade officers. While we knew we Charlotte Borghardt (Major, USAR, Re- to see an increase in the need for had an obligation to ensure intelli- tired) is an Intelligence Specialist in the HUMINT-trained officers. The G2X gence support for the combat com- Office of the Chief of Military Intelligence, staff officer (35F) will be the single mander, we also had the majority at Fort Huachuca. While on active duty, focal point for all counterintelli- of the joint requirements. Many she served as a Signals Intelligence and gence- (CI) and HUMINT-associ- times, the joint world won out. We Electronic Warfare (SIGINT/EW) Officer ated matters in the area of also saw the necessity to train and with assignments at the Army Security responsibility. This staff officer will maintain a population of strategic Agency and 3d Armor Division. Ms. be responsible for coordinating and intelligence specialists who are as Borghardt earned a Bachelor of Arts degree in German at State Universary of deconflicting CI and HUMINT activi- proficient as their Navy and Air New York at Oswego. Readers can con- ties with national agencies. While Force counterparts. The establish- tact her via E-mail at charlotte. MI officers will fill the traditional ment of Functional Area 34, Strate- [email protected] and by tele- positions (company command and gic Intelligence Officer, will help phone at (520) 533-1188 or DSN 821- platoon leader) in the Surveillance solve both these problems. The cre- 1188.

Worldwide Military Intelligence CSM/SGM Conference 2001

The Worldwide Military Intelligence CSM/SGM Conference 2001 will meet at Fort Huachuca, Arizona, from 5 through 9 March 2001 in Fitch Auditorium, Alvarado Hall, from 0800-1700 daily. This year’s conference will include briefings and discussion on topics ranging from changes in MOS structure, National Cryptologic School and U.S. Army Intelligence Center and Fort Huachuca training updates, the new Prophet collection system, the new Shadow 200 Tactical Un- manned Aerial Vehicle, to a variety of language issues. There will be a special presentation to recognize the first winner of the CSM (Retired) Doug Russell award. There will also be a challenging sports event on Thursday afternoon, so bring your competitive spirit. The conference will culminate with an exchange of ideas between the conference attendees and several MI generals. For administrative details and updates, please visit the Conference website at http://huachuca- usaic.army.mil/CSMFolder/SGMConf2001/Main.htm or send an E-mail to [email protected].

58 Military Intelligence TSM NOTES Unmanned Aerial Vehicle Support to a Transforming Army and Update on Other Actions pabilities. The JOTBS will operate by Colonel William M. Knarr, Jr. ing Area, near Fort Lewis, and at from Libby Army Airfield with flight Initial Brigade Combat the Yakima Training Center, near operations beginning in February Yakima, Washington. The last of the Team UAV Support 2001. unit’s personnel and equipment In line with the Army’s move to were in place by early September TUAV Testing transform itself to a highly mobile, 2000, and will begin support to IBCT The Army’s new Shadow 200 more rapidly deployable force to doctrine and TTP development in TUAV will begin testing soon at Fort meet current and projected military early fiscal year 2001. Huachuca. The Shadow UAV sys- needs, the first Initial Brigade Com- tem is undergoing two phases of bat Team (IBCT) was organized at JOTBS developmental testing (DT). The Fort Lewis, Washington. The IBCT In September 2000, the Army first phase, designated Test Series has begun to train and develop the selected Fort Huachuca, Arizona, 200 (TS-200), is a contractor test tactics, techniques, and procedures as the home for the U.S. Joint using the corporation’s own assets (TTP) necessary to explore how it Forces Command’s Joint Opera- to prove out changes to the exist- will meet the goals set forth by the tional Test Bed System (JOTBS). ing system that incorporate the ca- Chief of Staff of the Army in Octo- The JOTBS is a full-up, UAV test pabilities required by the Army. The ber 2000. A key tenet of the IBCT bed capability undergoing initial second phase, designated Test concept is for the unit commanders development, fielding, and opera- Series 300 (TS-300), will be under to have the necessary organic in- tion under a partnership between the direction of the Army TUAV telligence assets to provide the criti- the Program Executive Office for Project Management Office. The cal information needed to enable Strike Weapons and Unmanned contractor will also perform TS-300 the effective and optimum use of Aviation (PEO-W) and U.S. Joint testing, but will use the first Army- their forces. A vital piece in this con- Forces Command (JFCOM). The owned production Shadow system. cept is organic tactical unmanned JOTBS combines UAVs (initially TS-200 testing is currently ongoing aerial vehicle (TUAV) support. two Predator air vehicles), a Tacti- at Aberdeen Test Center (ATC) in cal Control System (TCS) UAV As the Shadow 200 TUAV is still Maryland, while we plan for the TS- ground station, and maintenance, in the materiel acquisition process, 300 to take place at Fort Huachuca operations, technical, engineering, the Army has directed that the first beginning in November 2000. The and JFCOM staff support to provide IBCT (IBCT-1) receive the Hunter contractor wishes to complete the a mobile, self-contained UAV oper- UAV as an interim solution for TUAV TS-200 testing at ATC; if inclement ating capability. support. Delta Troop (the Brigade’s weather persists, an alternative is Reconnaissance Troop in the Re- This unit will enable JFCOM to to move to Fort Huachuca for the connaissance, Surveillance, and realize fully its role as the advocate remainder of the testing. Target Acquisition (RSTA) Squad- for “jointness,” joint interoperability, ron), 1/14th Cavalry Regiment and for joint force integration of UAV (IBCT-1), at Fort Lewis has taken and TCS capabilities. The JOTBS Colonel Bill Knarr is the U.S. Army Train- delivery of a TUAV-size slice of the will provide the joint commanders ing and Doctrine Command (TRADOC) Hunter baseline. Unit resourcing for with an operational experimentation System Manager (TSM) for the Un- the UAV Reconnaissance Platoon and test capability to develop the manned Aerial Vehicle/Aerial Common Sensor (UAV/ACS). Readers may con- will consist of 17 military and 8 de- TCS so that it supports both Ser- tact him via E-mail at william.knarr@ fense contractor personnel. They vice UAV program needs and joint hua.army.mil and telephonically at (520) will operate and maintain the Hunter warfighting requirements. It will also 533-2165 or DSN 821-2165. The TSM equipment from Gray Army Airfield, serve as a tool for exploring new UAV/ACS Internet website is at http:// and provide UAV support to troops concepts, tactics, and procedures huachuca-dcd.army.mil/tsmuav/tsm- in training at both the Rainier Train- to assure maximization of UAV ca- uav.htm.

October-December 2000 59 Prophet’s Debut at the JCF-AWE by Colonel Kevin C. Peterson support of the convoy. When the ances of Prophet employment fully convoy moved, the Prophet teams to optimize the capabilities of the “The Prophet system is far better lowered their antennas and moved Prophet system. than the AN/TRQ-32 TEAMMATE in out promptly with the columns. They both operational capabilities and The program has come a long way also used the traditional Prophet ease of use.” This was a common in two years. Prophet Ground Engi- OTM mode (antenna down) while comment made by the soldiers of neering and Manufacturing Devel- supporting maneuver operations. Alpha Company, 110th Military In- opment (EMD) began in July 1999, telligence (MI) Battalion, 10th Moun- Observations using extensive off-the-shelf com- tain Division (Light), during a critique The 110th MI Battalion soldiers ponents and technology. The Sys- of the Joint Contingency Force–Ad- provided good insight on how to tem Acceptance and First Article vanced Warfighting Experiment improve the operational effective- Tests were from May to July 2000. (JCF-AWE) exercise. After four ness of the Prophet Ground system. We will field three Prophet systems months of operator training and field They stated that their Transcription to each of the two Initial Brigade exercises, the soldiers of the 110th and Analysis (T&A) Section was Combat Teams (IBCTs) during fis- MI Battalion finally had the chance overwhelmed while performing cal year 2001. The Prophet system to deploy two Prophet Ground sys- nodal analysis and line-of-bearing is critical to the Chief of Staff of the tems into the “Box” at the JCF-AWE. (LOB) plotting on Prophet informa- Army’s Transformation program and Throughout the exercise—con- tion. They believe that to streamline has the capability for growth to meet ducted at Fort Polk, Louisiana, from this process and ensure rapid for- its Objective Force requirements. 9 to 21 September 2000—the two warding of Prophet products, addi- The Prophet Ground’s successes at Prophet systems remained fully tional automation is required in both the JCF-AWE stand as a testament operational and provided continu- the Prophet vehicles and the T&A to everyone who has helped define ous force protection to the sup- sections. The operators presented the new signals intelligence para- ported brigade commander. some problems and recommended digm to keep tactical SIGINT relevant today and into the future. The soldiers praised the increase a few improvements for the system in mobility that Prophet’s on-the- to increase operator proficiency. move (OTM) capability gave them. For example, the operator is cramp- Colonel Kevin Peterson is the TRADOC The operators masterfully employed ed in the right-rear seat when oper- (U.S. Army Training and Doctrine Com- a modified OTM technique while ating the system with field gear, and mand) System Manager–Prophet (TSM conducting electronic warfare sup- the operators need pilots’ knee- Prophet) at the U.S. Army Intelligence port (ES) operations. During sup- boards so they can write while op- Center and Fort Huachuca (USAIC&FH). port to convoy operations, the erating the system OTM. Readers may contact him via E-mail at Prophet teams moved with the sup- [email protected] and tele- The Prophet Ground system is a phonically at (520) 533-5579 and DSN ported columns, stopped at desig- “new” system that departs from the 821-5579. You may also contact the nated way points, raised the ES older legacy systems’ concepts of Deputy TSM, Major Mark Oleksiak, at antenna, and conducted collection operations. The unit leaders and mark.oleksiak @hua.army.mil. and direction-finding operations in staffs need to understand the nu- ASAS and the Initial Brigade Combat Team by Colonel Jerry V. Proctor tions are running high. Since the sonnel Command have been work- As the equipment, personnel, and Chief of Staff of Army (CSA) an- ing at a significantly accelerated doctrinal training materials begin to nounced his vision for a transformed pace to provide the first BCT with assemble so that the first Brigade Army a year ago, the U.S. Army the right tools to ensure its success. Combat Team (BCT) or Initial BCT Training and Doctrine Command One of the tenets of the CSA’s in- (IBCT) can begin its collective train- (TRADOC), the U.S. Army Materiel structions for the transformation bri- ing at Fort Lewis, Washington, emo- Command, and U.S. Total Army Per- gade was that it was not to be an

60 Military Intelligence Enclave (ACT-E). of approval.” Only two systems fit experimentation test bed. However, ! CI/HUMINT (counterintelli- this category: the 44 ITRTs—that within the organization and opera- gence and human intelligence) basically provide a “CI flavored” per- tion (O&O) plan and concept of op- Automated Tool Set (CHATS). sonal data companion (PDC)—and erations (CONOP) are some ! CI and Interrogation Operations one CI and interrogation operations required tasks that the “fielded” and Workstation. workstation. The CI and interroga- even the “experimental” Army can- ! Individual Tactical Reporting tion operations workstation is a not perform. In order to satisfy these Tool (ITRT). heavy-duty HUMINT-analysis work- tasks, some developmental solu- The Box Counts station allowing in-depth CI analy- tions (hardware, software, and doc- sis. trinal concepts) will likely be Within the first IBCT, “non-devel- necessary. opmental” ASAS consists of 15 Future articles will cover the ac- RWS and 16 CHATS systems. Ad- tual functions of these systems. How ASAS Fits Into This ditionally, there are two systems that Suffice it to say that the All-Source New Brigade should move to the “non-develop- Analysis System is well placed in Today the All-Source Analysis mental” column soon, one ACT-E the brigade of the future. System (ASAS) is a system of sub- and six ASAS-Ls (a laptop designed systems. Whether you think of for battalion S2s that acts like a mini- Colonel Jerry Proctor is the U.S. Army ASAS as being those all-source and RWS). The ACT-E simplistically is Training and Doctrine Command (TRA- single-source boxes resident inside a HMMWV- (high-mobility multipur- DOC) System Manager (TSM) for the SCIF (sensitive compartmented pose wheeled vehicle) mounted ASAS. Readers can contact him information facility) or as the most shelter containing two RWSs, some via E-mail at jerry.proctor@hua. prolific box, the ASAS Remote radios, and other communications army.mil and telephonically at (520) Workstation, you are only half cor- equipment. 533-3504 or DSN 821-3504. The Deputy TSM is Mr. Michael Strack; his rect. There are six ASAS sub- I will define the “developmental systems that support the IBCT— E-mail address is mike.strack@hua. category” as any system that is not army.mil and his telephone number is ! ASAS Remote Workstation yet in or successfully through its op- (520) 533-3507 or DSN 821-3507. The (ASAS RWS). erational test and evaluation and TSM ASAS web-site is at http:// ! ASAS–Light (ASAS-L). subsequent fielding decision, and www.tsmasas.army.mil/. ! Analysis and Control Team– therefore has not received a “stamp

RC Assignments with JAC/JRISE in United Kingdom and OCONUS

The Joint Analysis Center/Joint Reserve Intelligence Support Element (JAC/JRISE) located in Atlanta, Georgia, is looking for Reserve Component (RC) branch-qualified military intelligence officers, warrant officers, and enlisted personnel. The specialties needed include—

! 35B Strategic Intelligence Officer ! 35D All-Source Intelligence Officer ! 350B All-Source Intelligence Technician ! 350D Imagery Intelligence Technician ! 96B Intelligence Analyst ! 96D Imagery Analyst

Applicants are required to have a current Top Secret security clearance with Sensitive Compartmented Information (SCI) access and be qualified in these military occupational specialties. Unit members typically drill at Fort Gillem, Georgia, for inactive duty training (IDT), active duty for training (ADT), and annual training (AT). However, they also participate in mission work at the Joint Analysis Center in the United Kingdom and at other assignments outside the continental United States (OCONUS) on an as needed basis. In addition, this unit offers good training, challenging work (supporting real- world intelligence missions), flexible scheduling, and combined IDTs. Interested soldiers should contact Sergeant Campbell, the JAC/JRISE recruitment noncommissioned officer (NCO), at (404) 362.3151) or DSN 797.3151.

October-December 2000 61 QUICK TIPS R&S Lessons Learned— Brigade Reconnaissance Troop Employment by Captain Robert S. Davidson (R&S) asset. One can draw paral- somewhat greater risk of compro- During its June 2000 Combat Ma- lels between the missions of the 2d mise, the BCT achieved great depth neuver Training Center (CMTC) ro- BCT’s BRT and the Ground Recon- in its R&S fight. tation in Hohenfels, Germany, the naissance Troops that will comprise While the BRT was most effective 2d Brigade Combat Team (BCT), three-quarters of the Reconnais- when deployed against deep tar- 1st Infantry Division, employed its sance, Surveillance, and Target Ac- gets, we learned that concentrating Brigade Reconnaissance Troop quisition (RSTA) Squadron in the too many BRT teams deep could (BRT) (E Troop, 4th Cavalry), with Initial Brigade Combat Teams result in a “black hole” on the battle- remarkable success. As the Brigade (IBCTs) now forming at Fort Lewis, field between the shallowest BRT TAC (forward tactical command Washington. The end-strength of elements and the deepest TF scout post) S2, I was fortunate to benefit the IBCT’s RSTA Squadron will ob- teams. Particularly during an enemy from the BRT’s collection efforts, viously be much greater than that attack, elements that the BRT and learned several lessons about of a single troop. tracked and attempted to hand off deploying an organic brigade recon- Witnesses to combat training cen- to TF scouts could become “lost” naissance asset in cooperation with ter (CTC) opposing force (OPFOR) and change direction, or drop dis- battalion task force (TF) scouts. use of Soviet-style multiple waves mounts undetected in the gap be- Formation of the BCT of reconnaissance can attest to their tween the R&S echelons. We found effectiveness in observing the that deploying both BRT and TF The 2d BCT formed its BRT in battlefield. A U.S. heavy BCT armed scout teams in depth is critical for January 1999, about six months with a BRT, or other organic R&S continuous observation. Joint train- before its deployment as the initial assets in addition to battalion TF ing of the BRT and TF scouts be- entry force into Kosovo. The Troop scouts, can achieve similar layer- fore deployment also improved their comprised two platoons of scouts ing effects resulting in exceptional communication and coordinated (military occupational specialty 19D) reconnaissance of a brigade area observation of enemy elements. led by Infantry or Armor lieutenants. of operations (AO). Because the BRT deploys far for- Artillery Combat Observation and ward in the brigade AO, early and Lasing Teams (COLTs) often aug- Maximizing Effectiveness quiet movement is crucial to the mented the platoons for an addi- At the CMTC, the 2d BCT found Troop’s preservation. The BCT sent tional target acquisition capability. that its BRT was most effective the BRT forward as early as the The BCT has armed the BRT with when deployed several kilometers “Division” (CMTC Commander, Op- .50 caliber M2 and lighter weapons, forward of the TF scouts in the bri- erations Group (COG)) would al- and the Troop conducts mounted gade AO. Typical BRT targets in an low—36 to 48 hours before the movement using hard-backed adversary defense included ob- battle and up to 24 hours earlier HMMWVs (high-mobility multipur- stacles under construction, tanks than the TF scouts. While spend- pose wheeled vehicles). Both Armor and infantry fighting vehicles in ing that much time in listening post and Infantry captains have served deep-hide positions, and the adver- and observation post (LP/OP) po- as the Troop commanders. sary reserves, both antitank (AT) sitions is taxing on the soldiers, it and tank. Interdiction of enemy en- Parallels with the RSTA maximizes their observation of the gineer efforts proved most effective. battlefield and reduces their risk of Squadron Reconnaissance During adversary attacks, the BRT exposure during infiltration. Troops deployed forward of the TF scouts In both peacekeeping and combat to provide early warning of enemy Lessons Learned scenarios, the BRT provides the reconnaissance and main body el- We learned that rapid and quiet BCT with an unprecedented organic ements, handing them off to the infiltration also increased BRT sur- reconnaissance and surveillance scouts. While placing the BRT at vivability. Whenever possible, the

62 Military Intelligence platoons were air-inserted within more active. The value gained by mission, the COR was also instru- a couple kilometers of their planned the Troop’s destruction of adversary mental in assisting the BCT S2 sec- LP/OP sites. If the adversary did not LP/OPs with direct fire and disrupt- tion to develop the enemy picture. ing enemy obstacle construction or find the teams on the landing zone Thanks to 1LT Kevin Kingsley, maneuver rehearsals with observed (LZ), they most often survived former Assistant S2 of the 2d BCT, indirect fire was more significant the entire mission by using strict 1st Infantry Division, and CPT Jim than the loss of the few teams that light and noise discipline. The BRT’s Moreno, former Assistant S2 of the the enemy engaged. Prompt casu- HMMWVs were useful only for tak- 1-77 Armor Battalion, 2d BCT, for alty evacuation and “re-seed” of ing teams to the vicinity of the line their contributions to this Quick Tip. of departure (LD) since any deep compromised Troop teams assured vehicular movement, even using us sustained R&S operations. Endnote concealed trails at slow speed, Also worth noting is the fact that 1. See the article by Captain Andrew T. tipped off the enemy to the teams’ Johnson and Major John E. Della-Giustina the command, control, and commu- in the July-September 2000 issue of MIPB 3 locations. If airlift was not available, nications (C ) tying together the for definitions of these terms if they are the BRT left its vehicles near the LD entire BCT R&S effort paved the unfamiliar. using camouflage, and moved on way to success. A junior Infantry foot several kilometers to their LP/ captain, a former scout platoon OPs. BRT use of vehicles in real- leader assigned to the brigade staff, Captain Bob Davidson is currently an world missions would depend on served as Chief of Reconnaissance MI Captains Career Course (MICCC) the adversary’s collection capabili- (COR). The COR executed the BCT student at Fort Huachuca. His past assignments include service as Assistant ties. R&S plan, coordinating with the Brigade S2, 2d Brigade, 1st Infantry When first using the BRT far for- brigade staff, BRT commander, Division; G2 Operations Battle Captain, ward in the brigade sector, most TF S2s, and TF scout platoon lead- Multi-National Brigade–East (MNB-E), leaders were concerned about en- ers. He oversaw rehearsals and Task Force Falcon, Kosovo; Electronic emy elements finding the Troop’s deconflicted movement and report- Warfare Platoon Leader, D Company, teams. The teams reported obser- ing during the R&S fight. The COR 101st MI Battalion; and Counterintelli- vations but did not engage even soft worked with the Fire Support Officer gence Systems Officer, Plans and targets or call for fire because of (FSO) to protect the teams from ar- Operations Division, Office of the concerns that the OPFOR might tillery by covering them with no-fire Deputy Chief of Staff for Intelligence, U.S. Army Europe (USAREUR). CPT find them. However, the BCT dis- areas (NFAs) or critical friendly zones Davidson earned a Bachelor of Science 1 covered that with careful selection (CFZs) that allowed the BRT’s degree in Journalism from Bowling of routes and LP/OP sites, enemy teams room for limited relocation of Green State University. Readers may elements had great difficulty inter- their LP/OPs when necessary. Be- contact the author via E-mail at cepting the BRT—even if it was cause of his immersion in the R&S [email protected].

New Website for Future Leaders CompanyCommand.com is a website dedicated to company-level leaders wanting to learn and share ideas on topics such as command philosophies, Army policies, leadership counseling, officer professional development (OPD), and professional reading programs. Eight staff and faculty officers at the United States Military Academy at West Point, New York, operate the website during off-duty hours without remuneration. The website meets its goal to improve institutional knowledge at the company-level by facilitating lateral information flow and serving as a user-driven forum whereby former and current company commanders share ideas, products, and lessons learned with others. Majors Nate Allen and Tony Burgess, the site’s founders, commented that their sole purpose is helping leaders grow great units and soldiers. CompanyCommand.com has a section organized by branch that links the experiences and competencies of former and current commanders. For example, it lists for the intelligence community some Military Intelligence contacts including three former MI company commanders who are volunteer mentors. The operators of the site plan to expand it with platoon leader tools for junior leaders. Among the website’s other offerings are a “command tools” section with professional presentations, lessons learned, and stories. It also contains quizzes, after-action reviews, tactical scenarios, monthly updates, links to other military websites, and much more. Popularity of the site has increased since its debut in February 2000. The number of “hits” has increased from 11,114 to more than 600,000 as of 30 September.

October-December 2000 63 Glossary of Acronyms Used in This Issue

A/I–Analysis/integration CAS3–Combined Arms and Services DSN–Defense secure network AADCOM–U.S. Army Air Defense Staff School DT–Developmental testing Command C4ISR–Command, control, communi- DTLOMS–Doctrine, training, leaders, AAR–After-action review cations, and computers, and organizations, material, and ABCS–Army Battlefield Command intelligence, surveillance, and soldiers and Control System reconnaissance EA–Electronic attack AC–Active Component CAV–Calvary EAC–Echelons above corps ACE–Analysis and control CDR, Cdr–Commander EEFI–Essential elements of friendly element CENTCOM–U.S. Army Central information ACR–Armored cavalry regiment Command ELINT–Electronic intelligence ACS–Aerial Common Sensor CEP–Circular error probable EMD–Engineering and manufacturing ACT–Analysis and control team CFSO–Counterintelligence force development ADS TFXXI–Army Development Study protection source operations EO–Electro-optical Task Force XXI CFZ–Critical friendly zone ES–Electronic support AE–Aerial exploitation CG–Commanding General ESB–Enhanced separate brigade AEPDS–Advanced Electronic CGS–Common Ground Station EW–Electronic warfare Processing and CHATS–Counterintelligence/HUMINT EXFOR–Experimental force Dissemination System Automated Tool Set FAIO–Field artillery intelligence officer AFATDS–Advanced Field Artillery CHIMS–CI/HUMINT Information FAST–Forward Area Support Terminal Tactical Data System Management System FBCB2–Force XXI Battle Command AIT–Advanced individual training CI–Counterintelligence Brigade and Below AMAC–ASAS Master Analyst Course CIA–Central Intelligence Agency FCS–Future combat system ANCOC–Advanced NCO Course CINC–Commander in chief FLIR–Forward-looking infrared radar AO–Area of operations CJTF–Combined joint task force FSE–Fire support element AOIR–Area of intelligence CM–Collection management FSO–Fire support officer responsibility CMO–Collection management officer FST–Field support team AOR–Area of responsibility CMTC–Combat Maneuver Training FTX–Field training exercise ARFOR–U.S. Army Forces Center GCCS–Global Command and Control ARL–Airborne Reconnaissance Low CO–Company System ARNG–U.S. Army National Guard COA–Course of action GE–Germany ASAS–All-Source Analysis System COG–Commander, operations group GIE–Global information environment ASAS-L–ASAS-Light COLT–Combat Observation and GPS–Global Positioning System ASCC–Army Service Component Lazing Team GRCS–Guardrail Common Sensor Command CONOP–Contingency operation GS–General support ASI–All-Source Intelligence CONUS–Continental United States GSM–Ground Station Module ASW–All-Source Workstation COP–Common operational picture GSR–Ground Surveillance Radar ATC–Aberdeen Test Center COR–Chief of reconnaissance HMMWV–High-Mobility Multipurpose ATCCS–Army Tactical Command and CP–Command post Wheeled Vehicle Control System CPX–Command post exercise HQ–Headquarters AUSA–Association of the U.S. Army CS–Combat support HUMINT–Human intelligence AWE–Advanced warfighting experi- CSA–Chief of Staff of the Army; Corps IAV–Interim Armored Vehicle ment support activity IAW–In accordance with BASIX–Brigade All-Source Intelli- CSS–Central Security Service IBCT–Initial brigade combat team or gence Exercise CTC–Combat Training Center Interim brigade combat team BAS–Battlefield Automated System CTT–Commander’s Tactical Terminal IBOS–Intelligence BOS BCC, BC2–Brigade coordination cell; DA–Department of the Army IEW–Intelligence and electronic Battlefield command and control DCD–Directorate of Combat warfare BCT–Brigade combat team Developments ID–Infantry division BDA–Battlefield damage assessment DCGS-A–Distributed Common IDM–Improved Data Modem BDE, Bde–Brigade Ground System–Army IGSM–Interim Ground Station Module BITC–Basic Instructor Training DCSINT–Deputy Chief of Staff for IMINT–Imagery intelligence Course Intelligence INSCOM–U.S. Army Intelligence and BLOS–Beyond line of sight DIA–Defense Intelligence Agency Security Command BN, Bn–Battalion DMZ–Demilitarized zone INFO–Information BNCOC–Basic Noncommissioned DOCEX–Documentation exploitation INTREP–Intelligence reports Officer Course DOD, DD–Department of Defense ”INTs”–Intelligence disciplines (e.g. BOS–Battlefield operating system DOIM–Directorate of Information IMINT, HUMINT, MASINT, and BRT–Brigade reconnaissance troop Management SIGINT) C2–Command and control DS–Direct support INTSUM–Intelligence summary C3–Command, control, and DSE–Distribution simulation environ- IO–Information operations communications ment IOs–International organizations

64 Military Intelligence Glossary of Acronyms Used in This Issue (Continued)

IPB–Intelligence preparation of the OPMS–Officer Personnel battlefield MCS–Maneuver Control System Management System IR–Information requirements; Infrared MDMP–Military decisionmaking OPORD–Operations order ISB–Intermediate staging base process Ops, OPS–Operations ISDC–Intelligence support to division METT-TC–Mission, enemy, terrain OPTEMPO–Operational tempo and corps and weather, time avail- OSD–Office of the Secretary of ISR–Intelligence, surveillance, and able, and civilian consider- Defense reconnaissance ations OTC–Officer Transition Course ITRADS–INSCOM Training and MGS–Magnetic grid system OTM–On the move Doctrine Support MGSM–Medium Ground Station PAO–Public affairs officer ITRT–Individual Tactical Reporting Module PCS–Permanent change of station Tool MI–Military Intelligence PDC–Personal Data Companion IWS-B–Imagery Workstation- MICCC–MI Captains Career Course PE–Practical exercise Brigade MIOAC–MI Officer Advanced Course PEO-W–Program Executive Office for JAC–Joint Analysis Center MIOBC–MI Officer Basic Course Strike Weapons and JCATS–Joint Conflict and Tactical MIPB–Military Intelligence Profes- Unmanned Aviation Simulations sional Bulletin PERSCOM–U.S. Total Army JCF AWE–Joint Contingency Force MOOTW–Military operations other Personnel Command AWE than war PIR–Priority intelligence requirements JCISO–Joint CI Staff Officer MOS–Military occupational specialty PLT–Platoon JCS–Joint Chiefs of Staff MOUT–Military operations in urban PM–Project manager JDISS–Joint Deployable Intelligence terrain POI–Program of instruction Support System MPAD–Mobile public affairs detach- PSYOPS–Psychological operations JFCom–Joint Forces Command ment QRC–Quick-reaction capability JIC—Joint Intelligence Center MS–Multisensor R&D–Research and development JISE–Joint intelligence support MTI–Moving target indicator R&S–Reconnaissance and element MTOE–Modified table of organization surveillance JMICS–JWICS Mobile Integrated and equipment RC–Reserve Component Communications System MTW–Major theater war RDD–Required delivery date Joint STARS–Joint Surveillance NAI–Named area of interest REMBASS II–Remotely Monitored Target Attack Radar NATO–North Atlantic Treaty Battlefield Sensor System Organization System II JOTBS–Joint Operational Test Bed NAV–Navigation RFI–Requests for information System NBC–Nuclear, biological, and ROTC–Reserve Officer Training JRTC–Joint Readiness Training chemical Corps Center NCO–Noncommissioned officer RSOC–Regional SIGINT Operations JSWS–Joint Services Workstation NCOIC–NCO in charge Center JTF–Joint task force NEO–Noncombatant evacuation RSTA–Reconnaissance, surveillance, JTT–Joint Tactical Terminal operations and target acquisition JWICS–Joint Worldwide Intelligence NETT–New Equipment Training Team RTIP–Radar Technology Insertion Communications System NFA–No fire area Program KF–Kazar Fury NGIC–National Ground Intelligence RWS–Remote Workstation KFOR–Kosovo Force Center S&T–Scientific and technical KIOWA-W–KIOWA Warrior NGOs–Nongovernmental organiza- SALUTE–Report; size, actions, KL–Klieglight report tions location, LAV–Light Armored Vehicle NIMA–National Imagery and uniforms, time, and LBA–APACHE Longbow Mapping Agency equipment LD–Line of departure NIST–National Intelligence Support SAR–Synthetic-aperture radar LGSM–Light GSM Team SASO–Stability and support opera LIWA–U.S. Army Land Information NSA–National Security Agency tions [not an approved Warfare Activity NSTO–New System Training Office acronym] LNO–Liaison officer O&I–Operations and intelligence SCI–Sensitive compartmented LOB–Line of bearing O&O–Organization and operations information LP/OP–Listening post/observation OB–Order of battle SCIF–SCI facility post OCMI–Office of the Chief of Military SDC–Sample data collection LPU–Limited procurement urgent Intelligence SEMA–Special Electronic Mission LRS–Long-range surveillance OCR–Optical character reader Aircraft LZ–Landing zone OMT–Operational management SIGINT–Signals intelligence MACOM–Major command team SINCGARS–Single-Channel Ground MASINT–Measurement and OP CF–Operations career field and Airborne Radio signature intelligence OPFOR–Opposing forces System

October-December 2000 65 Glossary of Acronyms Used in This Issue (Continued)

SIPERNET–Secure Internet Protocol TDDS–Tactical Data Dissemination Router Network System TS, TS II–TROJAN SPIRIT (Special SIR–Specific information requirements TDL–Tactical Datalink Purpose Integrated SLC–Senior Leader’s Conference TDY–Temporary duty Remote Intelligence SOF–Special Operations Forces TEB–Tactical exploitation battalion Terminal) II SOR–Special orders and requests TENCAP–Tactical Exploitation of TSM–TRADOC System Manager SOP–Standing operating procedure National Capabilities TTP–Tactics, techniques, and SOUTHCOM–U.S. Southern Com- TES–Tactical engagement simulation procedures mand TF–Task Force TUAV–Tactical Unmanned Aerial SSC–Small-scale contingency TGT–Target Vehicle (Shadow 200) SSE–Single-Source Enclave TIBS–Tactical Information Broadcast UAV–Unmanned aerial vehicle STX–Student training exercise System U.N.–United Nations SU–Situational understanding TLC–Tactical Leaders Course USACECOM–U.S. Army Communica- SWO–Senior warrant officer; Staff TOC–Tactical operations center tions–Electronics Command weather officer TOCEX–TOC exercise USAICS–U.S. Army Intelligence T&A–Transcription and analysis TOE–Table of organization and Center and School T/I–Tactical internet equipment USAIC&FH–U.S. Army Intelligence TAC–Teach, advise and counsel TOPS–Tactical Onboard Processing Center and Fort Huachuca TACSIM–Tactical Simulation System USAR–U.S. Army Reserve TBD–To be determined TPC–Task performance capability USAREUR–U.S. Army, Europe TCDL–Tactical Common Datalink TRADOC–U.S. Army Training and USASMA–U.S. Army Sergeants Major TCS–Temporary change of station; Doctrine Command Academy Theater communications TRIXS–Tactical Reconnaissance VHS–Video home system System; Tactical control station Intelligence Exchange System VTC–Video teleconference TDA–Tables of Distribution and TRRIP–Theater Rapid Response WMD–Weapons of mass destruction Allowances Intelligence Package XO–Executive officer

Contributing Editors and Proofreaders We thank the following officers for their many contributions to the Military Intelligence Professional Bulletin for October-December 2000. They all worked in the MIPB Office while on casual status. We wish them all the best in their classes and their follow-on assignments!

Contributing Editors: CPTs Robert S. Davidson, Jr., Brian E. Jackson, Timothy W. Johnson, Thomas H. Nguyen, and Cayla W. Slusher.

Editing, Proofreading and Other Contributions: 2LT Jason R. Campbell, 2LT Bridget T. Carter, CPT Sung Chon, 2LT Laurel M. Denniston, 2LT Michael N. Desmond, 2LT Jesse L. Falk, 2LT Cheryl A. Martin, CPT Demetrius “Mac” McClarty, CPT Maura K. McGrane, 2LT Susan M. Meggars, 2LT George P. O’Malley, 2LT Cory D. Poppe, CPT Mark G. Reardanz.

Attention MICA Members MIPB Subscriptions through MICA In its quarterly newsletter (4th Quarter 1999), The Vanguard, the MI Corps Association notified its members that they would only continue receive the published copy of the Military Intelligence Professional Bulletin if they returned a form by 1 March 2000. (This action was due to a price increase for MIPB to $10 and $12.50 foreign.) MICA sent us only 110 names for continued receipt of the published magazine effective with the April-June issue of MIPB. The rest of you may contact the MICA Administrator, Ms. Janet Klucsarits, via E-mail at [email protected] (include “MIPB Subscrip- tion” in the subject line) or you can call her at (520) 459-5012. Their website address is http://www.micorps.org. The mailing address is MICA, P.O. Box 13020, Fort Huachuca, AZ 85670-3020. The Vanguard stated that MIPB is available on line; that fact appeared to be part of MICA’s justification for this action. MIPB is available at our website but our policy since 1995 has been to load an issue on the Internet when the printer mails the following issue. Thus, the Internet issues will not include the current one. MICA is now charging $11.50 for MIPB subscriptions with MICA membership. If you wish to subscribe to the magazine directly rather than through MICA, you may contact Mrs. Cruz Martinez via E-mail at [email protected] or by telephone at (520) 538-1015 or DSN 879-1015; the fax number is (520) 538-1007 or DSN 879-1007. Her mailing address is Commander, U.S. Army Intelligence Center and Fort Huachuca (USAIC&FH), ATTN: ATZS-CLM (Martinez), Building 61730 Cibeque Street, Fort Huachuca AZ 85613-6000. Our October-December 2000 issue of MIPB, “MI Out Front in Transformation,” will be a special issue devoted entirely to the transformation of the Army and MI’s part in that change. MICA members should contact the organization if they want copies of that issue.

66 Military Intelligence How to Submit an Article to MIPB Select a relevant topic of interest to the military intelligence community. For example, it could be about current operations and exercises, equipment, TTP, or training. It could be historical, explain lessons learned, or it could be an essay-type thought-provoking piece. It could be a short “quick tip” on better use of equipment or personnel, or fast “work-arounds” for problems. Articles from the “hot spots” are always welcome. Seek to add to the professional knowledge of the MI Corps. Propose changes, describe a new theory to dispute an existing theory, explain how your unit has broken new ground, give helpful advice on a specific topic, or explain how a new piece of technology will change the way we operate. Write an outline to organize your work and include a working title and headings. Plan to write 1000-2500 words (about 2-4 pages single-spaced text with normal margins, not counting graphics) and include graphics that enhance understanding of your topic. Quick tips should be 300-800 words. Put the “bottom line up front” and write clear, concise introduction and conclusion paragraphs. Follow proper rules of grammar. Consult DA Pamphlet 600-67, Effective Writing for Army Leaders, or William A. McIntosh’s Guide to Effective Writing. When writing for MIPB, several stylistic pitfalls to avoid for a clearer, more forceful article are— ! Maintain the active voice as much as possible. Write, “The soldier performed the task” rather than “The task was performed by the soldier.” ! Make your point. Avoid writing about internal organization administration. If your topic is a new piece of technology, tell the readers why it is important, how it works better, and how it will affect them. Avoid lengthy descriptions of who approved the new system, quotations from senior leaders des- cribing how good the system is, the reports your organization filed regarding the system, etc. ! Use the fewest words to state your points. Write “Leaders must emphasize training” rather than “It is imperative for Military Intelligence professional leaders to refocus their attention to training issues.” Please send the article via E-mail to [email protected] or mail it (with a soft copy on disk) to Commander, U.S. Army Intelligence Center and Fort Huachuca, ATTN: ATZS-BDB (MIPB Editor), [expedited shipping: Bldg 61730, Room 102], Fort Huachuca, AZ 85613-6000. (Please do not use special document templates and do send the graphics separately if by E-mail). We can accept articles in Microsoft Office 97, Word 6.0, Word Perfect 6.0a, and ASCII and PowerPoint, Corel, and Adobe graphics. Please include with your article— ! A cover letter with your work, home, and E-mail addresses and telephone numbers, stating your wish to have the article published. Please include your social security number (SSN) so that we can find you if you transfer, PCS, or ETS/retire before we publish your article; we will protect your SSN and make no other use of it. Also, indicate whether we may put your article on our Internet web site even if we do not publish it in the printed magazine. ! Pictures, graphics, and crests/logos with adequate descriptions. Try to find good “action” photos that illustrate your article; photos and other graphics really enliven an article. We need complete captions for the photos (the who, what, where, when, why, and how); the photographer credits; and include the author’s name on photos. We can return photos if so requested—be sure to include an address to which you want the photos sent after we use them. We will gladly accept photos without articles too. ! A release signed by your local security officer or SSO stating that your article is unclassified, nonsen- sitive, and releasable in the public domain. (MIPB is available for sale by the Government Printing Office and posted on the Internet.) ! The full name of each author in the byline and a biography for each. The biography should include the author’s current duty position, other related assignments, civilian degrees (degree, school, major), and advanced military education (CGSC, War College, SAMS, MSSI, SEIP, PGIP, etc.). (Tell us if we can print your telephone number and E-mail address with the biography.) We cannot guarantee that we will publish all submitted articles. We will send you an acknowledgment that we received your article. We may notify you again when we get ready to run it. Please inform us of your current E-mail, telephone numbers, and postal addresses if you change jobs, move, or PCS. It can

67 Military Intelligence 1st Squadron, 14th RSTA Squadron, First In

Constituted in the regular Army on 2 February 1901 at two decades. In 1942, the Army inactivated the Regi- Fort Leavenworth, Kansas, in 1903 the 14th Cavalry ment, and from its lineage came the 14th Armored Regiment had its baptism in fire during the insurgency Regiment. On 28 August 1944, the 14th Cavalry Group campaign of the Philippines. Upon the successful sailed for Europe, landed on Omaha Beach 30 Sep- completion of that campaign in 1906, the Regiment then tember 1944, and pressed east. On 18 October, the returned to the United States and took up garrisons in unit split, with the 18th Squadron attached to the 2d the Pacific northwest, where it assumed peacetime Infantry Division, and the 32d Squadron attached to duties. The Regiment returned to the Philippines in the 83d Infantry Division. 1909. On 12 December 1944, the headquarters element re- Then in 1912, the Regiment served in the Mexican gained its autonomy, and began guarding the Gap in campaign, joining General Black Jack Pershing’s ex- Belgium. Then, on 16 December, its turrets rang as the peditionary forces in the summer of 1916, chasing ban- 14th Cavalry Group received the full brunt of the Ger- dits throughout the dust and the heat of the Mexican man winter counteroffensive in the “Battle of the Bulge.” plains. The Regiment then returned to Texas, where it After two days of savage fighting, the unit reassembled patrolled the border until 1918, when it was called into at Vielsam, Belgium, and attached to the 7th Armored service in Europe. The signing of the Armistice at Division. On 23 December, the unit held the southern Versailles occurred before the Regiment could cross flank of the perimeter, and allowed friendly troops to the Atlantic, so it reassumed its border patrol mission. withdraw. On 25 December, the unit re-equipped, at- In 1920, the 14th Cavalry Regiment moved to Iowa tached to the XVIIIth Airborne Corps, and moved back and served in a peacetime capacity for approximately into the “Bulge” to push back the Nazi foe.

209th Military Int 3d Brigade Combat Team Constituted on 25 September 1950 in the United States Army as the 209th Counter-Intelligence Corps Detach- Korea 1952 and Korea 1952-53 and the Republic of ment, the unit activated in the Republic of Korea on 6 Korea Presidential Unit Citation. October 1950. It participated in a number of campaigns The Company formed to support the Army’s first In- during the Korean War. terim Brigade Combat Team (BCT). The 209th MI Com- On 1 November 1954, the unit inactivated until 3 Au- pany is one of four separate companies underneath gust 1961, when the U.S. Army redesignated it as the the IBCT organization. The 209th MI Company is the 209th Military Intelligence Detachment and activated it organic military intelligence analysis and integration in Okinawa on 25 August 1961. The unit again inacti- management unit that directly supports the brigade S2. vated on 25 June 1969. The Army reactivated the unit in The mission of the 209th MI Company is to support the Republic of Korea on 1 January 1978 and redesig- the 3d BCT’s planning, preparation, and execution nated the unit as the 209th MI Company in the ROK from of multiple, simultaneous decisive actions across the 1 April 1983 until 16 October 1988, when it inactivated. distributed area of operations.It will serve as part of In line with the Army’s transformation, the unit reorga- the brigade as it helps develop doctrine and tactics, nized and activated as part of the Interim Brigade Com- techniques, and procedures for the up to eight total bat Team (IBCT) at Fort Lewis, Washington, on 15 transformed BCTs. The 209th MI Company will then September 2000. The unit’s decorations include Merito- conduct intelligence analysis, ISR (intelligence, sur- rious Unit Commendations with streamers embroidered veillance, and reconnaissance) integration, and Cavalry Regiment itial Brigade Combat Team After the bloody and brutal fight in the Ardennes, the Regiment was assigned to the 3d U.S. Army, and ended the war near the Austrian border. After the Armistice, the Regiment reflagged as the 14th Constabulary Regi- ment in the U.S. Army of Occupation. The Regiment later redesignated as the 14th Cavalry Regiment in 1948, and served on the border, guarding freedom’s frontier to include the Fulda Gap, until the colors were cased in 1972. The Army reactivated the 1st Squadron, 14th Cav- sance squads, the troop provides the squadron with alry Regiment, on 15 September 2000 as the U.S. accurate and timely intelligence ensuring the squad- Army’s first Reconnaissance, Surveillance, and Target ron and brigade maintain information dominance within Acquisition (RSTA) Squadron in the first Interim Bri- its theater of operation. gade Combat Team, as part of the 3d Brigade, 2d In- The shield is yellow in the color of the Cavalry and the fantry Division. Delta Troop is the squadron’s bend is blue for the color of the uniform worn at the surveillance troop and this is the first time that a recon- time of the Regiment’s formation. The kris (the knife) is naissance squadron has ever had embedded Military for the Philippine (Moro) campaigns, and the rattlesnake Intelligence assets. Equipped with unmanned aerial is for the Mexican campaigns. vehicles, ground surveillance sections, Prophet teams, and NBC (nuclear, biological, and chemical) reconnais- Suivez Moi (Follow Me)! elligence Company (IBCT), 2d Infantry Division human intelligence (HUMINT) collection and analysis in Korea with the 2d Infantry Division.

A silver-colored metal and enamel device, consisting of a black field with an Indian tomahawk in silver, thereon, with point to dexter, and blade charged with a blue fleur-de-lis; attached to the handle by blue bands, three blue feathers in fanned display to sinister and contained by a silver scroll bearing the motto “Second to None” in black letters denotes the 209th MI Com- pany. Blue and white (silver) are associated with the Infantry. The tomahawk alludes to the American origin of the unit, as does the Indian head on the sleeve in- signia. The fleur-de-lis symbolizes France, where the unit saw its first combat experience during World War I while the feathers denote the major conflicts in which the unit participated. “First To Know!”