BASIC TRAINING:

TIC :

INTELLIGENCE COLLECTION
AT THE TACTICAL LEVEL
Intelligence collection is the acquisition of information and the provision of this information to processing
elements. Successful MAGTF intelligence collection provides information regarding weather, enemy, terrain,
and operational environment; reduces uncertainty; and provides indications and warnings about
enemy actions (see MCWP 2-2, MAGTF Intelligence Collection).
In response to requirements generated from the commander’s critical information requirements (CCIRs),
PIRs, and IRs; gaps in the IPB; and requests for information from higher and adjacent units, the CLIC
develops an intelligence collection plan that applies the available resources and methods in order to answer
those requirements and reduce uncertainty for the commander. The CLIC constantly and simultaneously
collects and processes layers of information. These layers of information are then synthesized, through
analysis, into an intelligence product that is used to plan and conduct operations (see fig. 4-1).
Layers of Information
Weather
Groups/Persons of Interest
Human Environment
Events
Physical Terrain
(significant activities, patterns of life)
Forecast and analysis effects
Engage
Track, map, assess and estimate
Determine
Confirm and analyze effects
Actions Information
Source(s)
􀆔􀀃Weather effects
􀆔􀀃SLAP data
􀆔􀀃TCAPF
􀆔􀀃Census ops forms
􀆔􀀃BATS/HIIDE
􀆔􀀃TQ/TD/CHD
􀆔􀀃Interpreter
􀆔􀀃SIGACTS
􀆔􀀃EOD reports
􀆔􀀃Debriefs
􀆔􀀃Imagery/map notes
􀆔􀀃Photos
􀆔􀀃Debriefs
Figure 4-1. Information Synthesis.
Legend:
BATS - biometrics automated toolset
EOD - explosive ordnance disposal
HIIDE - handheld interagency identify detection equipment
ops - operations
SIGACTS - significant activities
SLAP - Solar/Lunar Almanac Program
TCAPF - tactical conflict assessment planning framework
TD - tactical debriefing
MCIP 2-1.01 Company Level Intelligence Cell
4-2
COLLECTION PROCESS
The CLIC collection process, much like the intelligence cycle, is a continuous one. However, it can be better
understood by breaking it down into the following segments: current operations support, post-mission
actions, and future operations support. See figure 4-2.
COLLECTION PROCESS APPLICATION
Allocation of assets for intelligence collection relies heavily on the ability to focus on specific information
requirements in a specific location. To successfully apply the collection process, information gaps must be
identified and then the appropriate resources applied to the deficiency in order to obtain the needed information
and mitigate the gap.
Current Operations Support
Step 1 Mission assignment.
Commander needs to articulate What information is needed to make a decision for a
given mission. This is called a PIR.
Step 2 Determine How this PIR can be ascertained or understood. What actions, evidence,
and/or observations will provide answers/clues to this PIR? These are called indicators.
These indicators are then articulated as an SIR.
Step 3 Determine Where, When, How, and Who can observe the I&W. The How and Who are
important because this will determine what skills/assets are required—which determines
what asset is tasked (by a specific order) or resource is requested (by a specific
request)—both known as an SOR. This becomes the collection plan.
Step 4 Present this collection plan to the CO for approval. Then, work with the Co XO or Co
GySgt to integrate this collection plan into the operational matrix. Then, brief the SORs
to unit personnel executing the mission.
Step 5 During mission support in the Co COC, monitor combat reporting for answers/input to
SORs.
Post-Mission Actions
Step 6 Conduct mission debrief. Answers to SORs should answer SIRs—which should
answer PIRs. If not, note existing gaps of information.
Step 7 Process and analyze information from mission debrief and combat reporting.
Future Operations Support
Step 8 Update IPB and collection planning notes.
This information is used for the planning process of future missions.
Legend:
CO - commanding officer
Co - company
GySgt - gunnery sergeant
I&W - indications and warnings
XO - executive officer
Figure 4-2. Company Level Intelligence Cell Collection Process.
MCIP 2-1.01 Company Level Intelligence Cell
4-3
Develop Priority Intelligence Requirements
Company commanders will designate their own PIRs based on input from operations and intelligence personnel.
A company’s PIRs should be specific to its AO and aid the commander in making critical decisions.
The PIRs should also be adjusted and updated as the situation changes. Actions taken to answer the PIR
could include research and analysis by the CLIC or could require a designated mission/operation. The commander’s
decision points are supported by CCIRs and PIRs, which are then supported by a named area of
interest. If there is potential for lethal action, a target area of interest may also be developed. In coordination
with the battalion S-2 section, the CLIC will develop and manage the company collection plan and
ensure synchronization with the battalion’s CCIRs and PIRs and the company commander’s CCIRs, PIRs,
and IRs.
Determine Indications
For each PIR and IR, the CLIC identifies and lists the indicators derived from an analysis of the enemy and
the characteristics of the objective area or target. Indications form the basis for developing SIRs and SORs
for the collection of information. Indications can be positive or negative evidence. There is usually more
than one indicator for each particular requirement.
BRIEFING
A brief should emphasize the collection priorities listed on current PIRs and SIRs that are appropriate for
the type of mission. A brief should also emphasize the need for mission members to exploit every opportunity
for observation of their surroundings during the conduct of the mission. The person briefing will maintain
and conduct close coordination with the mission leader prior to execution of the operation in order to
ensure that information requirements are understood. In order to fully prepare the mission members, the
mission brief will include the following:
• Current intelligence IPB (tailored to the operating area of the mission).
• Collection plan:
—PIRs/SIRs, named areas of interest, assets and resources, target folders, and collection matrices.
—Note or provide applicable collection forms (e.g., census, tactical conflict assessment planning framework).
• Weather (e.g., tailored to the operating date or time of the mission).
DEBRIEFS
Debriefs allow the CLIC to fill in information gaps in the unit’s collection plan and further develop the
intelligence picture. Leaders must ensure that personnel returning from missions are specifically tasked
with completing quality debriefs. Mission debriefing is a methodical process of interviewing all members
of the mission in order to document information collected during the operation. Through debriefs, CLIC
personnel obtain valuable information about the following:
• Enemy order of battle.
• Enemy tactical and technical development.
MCIP 2-1.01 Company Level Intelligence Cell
4-4
• New forces and equipment.
• Information that may be of intelligence value, such as ASCOPE.
There are multiple debriefing forms that can be used to capture information. The debriefing format depends
on the established unit and higher headquarters SOPs.
To prepare for the debrief, the CLIC should reference the collection requirements communicated to the
mission members prior to execution of its operation. Setting the conditions for an effective debrief includes
the following:
• Establishing and updating debriefing procedures in SOPs as needed.
• Considering the consequences of CLIC and company level operations center-led debriefs versus consolidated
operator debriefs. Picking a comfortable, uncongested location where the group can be debriefed
without interruption.
• Establishing and maintaining a rapport with the individual or group.
• Establishing a debriefing atmosphere so that even the most junior Marine is comfortable enough to
speak up freely.
• Ensuring that all members of the mission, especially relevant billet holders (e.g., platoon commander,
platoon sergeant, platoon/squad intelligence representative, element leaders, recorder) are present.
• Ensuring that all items of interest collected by the patrol (e.g., pictures, recordings, sketches, map
improvements) are present, displayed, and picked up and processed by the CLIC.
• Maintaining the focus on drawing information from the individual or group being debriefed.
• Refraining from asking leading questions that may confirm or deny pre-patrol assumptions or suspicions
of the debriefer.
• Asking one question that requires a detailed response at a time.
• Using the 5 Ws (who, what, where, when, and why) to ask questions and avoid simple yes or no
answers.
• Tracking all environmental changes in the AO.
• Identifying SIRs answered.
• Following an established SOP for debriefs.
• Finding a balance between objective and subjective observations.
• Limiting debriefing time.
Mission debriefs will include any information required by higher headquarters collection plans. Typical
examples of required information are air and ground enemy action, unusual sightings, weather, and friendly
losses or damage caused by enemy action.
POST-DEBRIEF ACTIONS
Upon the completion of any debrief, the IPB and collection plan must reflect any changes uncovered or
newly discovered data. Update the collection plan as follows and disseminate intelligence and related products
as applicable:
• Determine what SIRs were answered.
• Determine what new intelligence gaps exist.
MCIP 2-1.01 Company Level Intelligence Cell
4-5
• Determine what intelligence, surveillance, and reconnaissance assets are available to collect.
• Determine recommended re-tasking of assets.
• Inform counterintelligence/HUMINT detachment (CHD) of potential human intelligence leads from
debrief:
—Identify re-contact information for any local national who approached the patrol showing a desire to
assist US forces or was in need of assistance by US forces.
—Provide new information on persons of interest.
• Update IPB, BOLO lists, significant activities, pattern analysis, and link analysis.
DETAINED PERSONNEL PROCESSINIG
As per Department of Defense Directive 3115.09, DoD Intelligence Interrogations, Detainee Debriefings,
and Tactical Questioning, only properly trained personnel can debrief or interrogate detainees. However,
Marines trained in the law of war and humane treatment standards can conduct TQ of individuals on the
battlefield. Before conducting TQ, it is imperative to have proper legal personnel brief all members of the
unit about when or if TQ is legal in the operational environment. Properly designated personnel can question
the detainee to obtain pertinent biographical information, biometric data, and information necessary
for the medical evaluation or treatment of the detainee. Similarly, only trained counterintelligence/human
intelligence personnel are authorized, by law, to conduct interrogations.
Proper processing of detained personnel is essential in order to gain intelligence information in a timely
manner. Once in custody, the collection and dissemination of gained information is vital. Detainees will not
be harmed in any way; they will be safely handled, disarmed, searched, segregated, and silenced. Detainees
are authorized to keep those items that will enhance their survival while in a combat zone, such as a helmet
or gas mask, and those articles of clothing required for health and minimum comfort. Detainees shall not
retain any item that may be used as a weapon. All personal items shall be impounded and transported with
the individual (but not in their possession).
Because detainee processing can be very specific to the theater/AO/command, unit SOPs should highlight
basic considerations. Commanders must include detainee procedures in the company COC SOP and give
specific instructions regarding the CLIC’s role in processing detained persons. The CLIC will notify higher
headquarters and provide basic identifying information on all detainees captured including name, rank,
date of capture, circumstances surrounding the capture, and any other information deemed appropriate by
the capturing unit. The capturing unit will use the approved capture card (i.e., DD Form 2745).
CONFISCATED MATERIEL PROCESSING
Because of sensitivities, there will most likely be a theater/AO specific policy addressing confiscated materiel.
In a timely manner, gain intelligence information from confiscated materiel while preserving evidence
for biometric exploitation. Confiscated materiel will consist generally of two categories: documents and
materiel, (e.g., weapons, computers, communications gear).
MCIP 2-1.01 Company Level Intelligence Cell
4-6
Documents
Confiscated documents will be turned over to the intelligence section and forwarded to higher headquarters
for document exploitation. Each document or report will show where, when, and from whom it was captured,
what processing it has received; and who has been advised of the contents. Documents taken specifically
from a detainee will be evacuated with the prisoner so he can be interrogated concerning the contents
of the document(s).
Materiel
At a minimum, rubber or protective gloves should be used in order to avoid contamination/destruction of
biometrics evidence. Items will not be altered, modified, or defaced. Units are highly encouraged to create
a more detailed SOP that would also include procedures for use of controlled bagging and labeling procedures.
Materiel will be tagged with information regarding the location and circumstances of capture, to
include the detainee’s name annotated on the capture card.
Captured equipment too large to be handled easily (e.g., aircraft, vehicles, large weapons) will be placed
under guard. The CLIC will notify higher headquarters of item location and description. Equipment will be
secured until transfer.
MCIP 2-1.01 Company Level Intelligence Cell
5-1
CHAPTER 5
ANALYSIS
Company level intelligence cell Marines receive some analytical training but are not formally trained analysts.
Formal, in-depth analysis is a task for MOS 0231 intelligence specialists. The MOS 0231 intelligence
specialists assigned at the company level will conduct analysis and mentor CLIC Marines to strengthen the
CLIC Marine’s ability to contribute to intelligence operations. To the maximum extent feasible, the CLIC
should coordinate its analysis with its organic MOS 0231 intelligence specialists and higher headquarters.
Company level intelligence cell Marines receive basic analytical training, which provides them with a
methodology that allows them to gain knowledge from the information collected by the company. The
CLIC will focus on the formatting, evaluation, and exploitation of the collected information to—
• Determine its probable accuracy, significance, and importance.
• Determine the significance of the information as it relates to the accomplishment of the company’s mission
and battalion’s overall mission.
• Formulate an estimate of the enemy situation and probable tactics and the effect that these capabilities
may have on the success of the company’s mission and battalion’s overall mission.
When conducting research and analysis, information must be stored so that it is easily retrievable. This is
done by building databases or hardcopy file systems that are easily managed in a disciplined manner. These
processes and applications need to be standardized in order to allow integration of company level intelligence
information into the battalion’s (and above) common operating picture.
All personnel tasked with CLIC intelligence information processing should be trained, and practice, to execute
intelligence analysis. The baseline steps/actions for conducting rudimentary analysis are as follows:
• Review the information thoroughly.
• Cross-reference the information with past reporting and events.
• Avoid manipulating or changing information to correspond with a theory.
• Consider other assets to draw information from to cross-reference or verify original reporting.
• Share the data collected, both laterally and higher.
The purpose of analyzing information is to predict what will happen next. It is important to remember the
following about predictive analysis:
• It is based on established patterns.
• It only determines the likelihood of a future occurrence.
• It is influenced by external and internal events.
• It is not 100 percent assured.
• It is not risk free.
MCIP 2-1.01 Company Level Intelligence Cell
5-2
Analysis tools are effective briefing tools, but the tools are not, by themselves, analysis. Information without
context is not intelligence. When analysis has been completed—
• Provide a quick brief to fellow CLIC or company COC members to maintain their situational awareness
and contribute to everyone’s ability to maintain a common operational picture.
• Graphically display all pertinent information (e.g., pictures, diagrams) from the AO and AI.
Figures 5-1 through 5-8, on pages 5-3 through 5-8, are examples of analytic tools that have been developed
to help fuse, organize, and present information in an intelligence context. Not all tools will be useful in all
situations, but the unit should be familiar with each tool.
MCIP 2-1.01 Company Level Intelligence Cell
5-3
Figure 5-1. Example of a Population Support Overlay.
MCIP 2-1.01 Company Level Intelligence Cell
5-4
Figure 5-2. Example of an Ethnicity Overlay.
MCIP 2-1.01 Company Level Intelligence Cell
5-5
Legend:
HN - host nation
Figure 5-3. Example of a Pattern and Event Relationship.
MCIP 2-1.01 Company Level Intelligence Cell
5-6
Note: Figure 5-4 depicts friendly activity and enemy activity. Friendly activity
must be considered when using the wheel chart.
Figure 5-4. Example of an Events Pattern Analysis—Wheel Chart.
MCIP 2-1.01 Company Level Intelligence Cell
5-7
Figure 5-5. Example of Patterns and Event Relationships.
Figure 5-6. Example of an Association Matrix.
MCIP 2-1.01 Company Level Intelligence Cell
5-8
Figure 5-7. Example of an Activities Matrix.
Figure 5-8. Example of a Link Diagram.
MCIP 2-1.01 Company Level Intelligence Cell