Part Three

Objectives

Part Three is divided into four sections. Each section presents an Intelligence Training XXI goal and its subordinate objectives. The objectives are presented in the following format:

Objective

Responsible Organizations (Lead and Assist)

Intent and Scope

Tasks (Intent is provided if required)

Subtasks (Intent is provided if required)

Priorities (If required)

Each objective requires the lead organization to produce an OPLAN. The OPLAN will detail the plan to complete the assigned objective, including all specified and implied tasks. It must also include a timeline and the required resources. Lead organizations are required to complete development of their OPLANs within 90 days of this Action Plan’s publication date.

Upon approval by the Deputy Commanding General, OPLANs will be appended to this Action Plan.

Objective 1.1: Revise, update, and improve individual intelligence training strategies for both the Active Component (AC) and Reserve Component (RC)that aim toto enable continuous professional development from service entry to retirement.

Objective 1.2: Develop and distribute training which will teach the MI Joint Information Age Warrior and Battle Captain how to conduct intelligence operations in a family of networks.

Objective 1.3: Develop a family of descriptive MI unit training strategies in support of Warfighter XXI.

Objective 1.4: Improve mission-based training at the Intelligence School by developing and implementing a structured family of exercises rooted in Army XXI doctrine, organization, and expected scenarios.

Objective 1.5: Develop and implement training which will teach intelligence leaders and soldiers to conduct threat analysis and to develop intelligence estimates based on the full spectrum of threats which Army XXI may face.

Objective 1.1: Revise, update, and improve individual intelligence training strategies for both the Active Component (AC) and Reserve Component (RC) tothat aim enable continuous professional development from service entry to retirement.

Responsibility:

Lead: DOTD

Assist: BDE, DAC, NCOA, RC Advisor, TSMs, DCD, OCMI, CAC, DCST, ATSC, USASGMA, USAR, USNGB, DIA, NSA

 

a. Intent and Scope:. Update (and develop where they currently do not exist) enlisted CMF, warrant and officer individual training strategies and programs of instruction for both the AC and the RC in accordance with the Total Army Training System (TATS). that are integrated with and fully support the Combined Arms Training Strategies (CATS) for MI units (Objective 8)The scope of Address will embrace individual training that is conducted both at the Intelligence School and in the unit.as it should be addressed by the school and the unit and Aas a critical output, define the strategies for officer, warrant officer, and NCO self-development. The implementation of TATS will ensure AC and RC training is as seamless as possible, with differences being eliminated wherever possible.

Task 1.1.1: Conduct a mission analysis of intelligence tasks to be performed by intelligence leaders, soldiers, and units. The results of the analysis must also provide a coherent strategy for migrating to Army XXI training as capabilities become available. It will also serve as a baseline for use in the development of other OPLANs.

Subtask 1.1.1a: Use the A-series TO&E as the baseline for this analysis.

Intent: The results of this analysis will be used to develop and refine current training requirements.

 

Subtask 1.1.1b: Use the Army XXI TO&E as the baseline for this analysis.

Intent: The results of this analysis will be used to develop future training requirements.

 

 

Task 1.1.2: Conduct a comprehensive review of MI career track training.

Intent: Determine what intelligence personnel should be able to do, what training is required to ensure that they can do it, and when and where the training should be conducted. It is key that the results of this task describe the operational setting expected for the performance of critical MI missions.

Subtask 1.1.2a: Develop concise written statements of what MI enlisted, warrant officer, and officer personnel are expected to be able to do, and under what general conditions, at each grade level throughout their career.

Intent: This work, to be effective, must be the capstone product that enables coherence in training across career fields and that serves as guidance for the development of training within these career fields.

 

Subtask 1.1.2b: Conduct Critical Task Site Selection Boards (CTSSBs) for each military occupational specialty (MOS) or Area of Concentration (AOC).

Intent: Clearly identify what, when, and where training will be accomplished during an individual’s career. An added dimension to CTSSBs conducted upon implementation of this plan will be to specify not just tasks to be trained, but essential conditions to be present for selected tasks; i.e., the CTSSBs will document the logical progression from the "mission analysis" (Task 1.1.1) to the "statements of what MI personnel are expected to be able to do" (Task 1.1.2a) to the CTSSBs.

 

Subtask 1.1.2c: Identify where skills should be taught that will not be taught at the school.

 

Subtask 1.1.2d: Identify what intelligence skills should be taught to MI majors and lieutenant colonels and provide a strategy for doing it (at Command and General Staff College [CGSC], through distance learning, and so forth).

 

 

Task 1.1.3: Develop training plans which will implement the findings of Task 1.1.2 above. Articulate what the Intelligence Center will do to enable the desired end state. (See Priorities at the end of this Objective.) To satisfy this objective:

Intent: In pursuing redesigned individual training plans, the intent is to optimize training from the perspective of the career track, not from the perspective of a specific course. No course will increase in length. Where the above might put the need for more technical training into conflict with TRADOC-defined requirements to conduct Army common training, develop the training strategy to minimize Army common training in the school; identify where the trade-offs are proposed so that resultant issues may be addressed and resolved.

The resulting plans must plug gaps, eliminate discontinuities, and minimize inappropriate redundancy. They must also provide a flexible, modular strategy for the anticipated introduction of new systems, software, and thinking.

Leverage new technology in the revised training strategies. Minimize instructor-to-student contact in the lecture mode, increase student self-paced instruction, increase distance learning, increase embedded training, and use appropriate surrogates for hands-on instruction for more senior personnel.

Task 1.1.4: Develop and implement RC training which incorporates the tenets of the TATS Course Implementation Guidelines and creates a seamless AC and RC training environment.

Subtask 1.1.4a: Develop TATS courses and accompanying transition strategies.

 

Intent: The information derived from the analysis conducted in Task 1.1.1 will be used to develop these courses. Articulate alternative training for those courses which cannot be converted to exportable TATS courses. TATS courses will reduce (or eliminate when possible) the requirement for resident training via nonresident means.

 

Subtask 1.1.4b: Develop a partnership with a selected RC unit to experiment with distance learning initiatives.

 

Intent: Continue to promote mutually supportive AC and RC MI training relationships. Develop a professional development program for RC staffs and instructor cadres. Ensure the unit is linked into the Intelligence Center’s proponent network (PRONET). Use lessons learned from the prototype distance learning and exportable training to improve training to the total force.

 

 

Priorities: While re-engineering of our MOS training strategy and force structure is to give maximum consideration to improving MI technical training, this must be accomplished without diminishing leader development. Officer and NCO programs must continue to produce leaders who can successfully lead and command in a

Force XXI Army.

Enlisted (in this order):

CMF 96: Re-engineer CMF 96 with the focus of MOS 96B as the flagship analytical MOS. Structure 96B training around analytical thinking and ASAS proficiency and being able to perform effectively while working in a corps ACE through a battalion S2 shop on a Force XXI battlefield.

 

CMF 98: Re-engineer CMF 98 and corresponding MOS training strategies to account for the new global communications environment and the challenges of information warfare.

 

CMF 33: Re-engineer CMF 33 to ensure that it keeps pace with rapidly changing electronic maintenance requirements of Force XXI.

 

Warrant officer:

Examine each linked military occupational specialty code for corresponding restructure actions. Follow the same priorities as above for enlisted.

 

Officer (in this order):

35D: Develop training to produce brigade and battalion S2s and ACE Battle Captains who will function successfully in joint and combined organizations.

 

35E: Develop training to produce an MDCI officer who can effectively perform in an Army XXI information operations (IO) environment at division, corps, and joint task force (JTF) levels.

 

35G: Examine 35G training strategy to account for the new global communications environment and the challenges of information warfare.

 

35C: Examine 35C training strategy to account for technological developments and improved imaging capabilities.

 

All: Develop a training plan to keep MI officers proficient in the BOS after the MI Officers Advanced Course (MIOAC). This will include self-development training.

 

 

 

 

Objective 1.2: Develop and distribute training which will teach the MI Joint Information Age Warrior and Battle Captain how to conduct intelligence operations in a family of networks.

Responsibility:

Lead: BDE

Assist: DOTD, DCD, TSMs, NCOA, CAC, Signal School, INSCOM, DIA, NSA

Intent and Scope: Effective intelligence operations in support of Army XXI will rely heavily on how well information from every possible source is leveraged at the S2, G2, or J2 level. Possible information sources will include local area networks (LANs), Army information systems (covering all BOS), other service, joint, national, non-DOD, non-government organizations, as well as commercial and foreign information systems and databases. Joint Information Warriors and Battle Captains must understand the accessibility, range, and capabilities of information systems ranging from the tactical to multinational levels.

Task 1.2.1: Develop and implement a plan to teach mission specific system networking to MI units and soldiers.

Intent: Training will teach MI leaders and soldiers to access information from systems and databases at levels ranging from tactical to multinational in support of missions which might be executed on a contingency basis.

Subtask 1.2.1a: Embed instruction into MIOAC, Officer Basic Course, Warrant Officer Advanced Course, and Advanced Noncommissioned Officer’s Course (ANCOC) which culminates with a capstone exercise testing individual proficiency in accessing information systems and databases at levels ranging from tactical to multinational.

 

Subtask 1.2.1b: Develop and implement (via electronic media) network training which teaches availability of and methods for accessing information systems and databases at levels ranging from tactical to multinational.

 

 

Task 1.2.2: Embed network training into ASAS training for use at the Intelligence School and for export to field units through rapid prototyping.

Intent: Information gained from organic assets must be merged with information available through other exploitable information systems and databases in order to provide the best possible intelligence support to Army XXI. Embedding network training with ASAS training will promote this.

Subtask 1.2.2a: Design, develop, and implement network training into ASAS which will enable proficiency at technical and leader levels for the school.

 

Subtask 1.2.2b: Design, develop, and disseminate (or implement) a series of mutually supportive training modules which may be embedded into ASAS at the school and in the field.

 

 

 

 

Objective 1.3: Develop a family of descriptive MI unit training strategies in support of Warfighter XXI.

Responsibility:

Lead: DOTD

Assist: BDE, NCOA, BCBL(H), DCD, CAC, DCST, ATSC, INSCOM, FORSCOM, USAREUR

Intent and Scope: The CATS is the foundation of the structured training development for Warfighter XXI. CATS provides the overarching strategy for training management; sets the direction for how the force trains; and identifies the best mix of training resources to execute the training. Military Intelligence Combat Assessment Tables (MICATs) provide seamless training between the unit and the Intelligence School, while providing a commander the means of assessing training and combat readiness. MICATs will provide the total intelligence force with standardized guidance on how MI units should train to achieve collective proficiency on mission-essential tasks and what they must do to qualify annually as combat ready. Available to units through electronic media, a commander will use the initiatives of Warfighter XXI, Warrior XXI, and Warnet XXI to build an effective unit training program.

MICATs will provide the foundation for training, combat, and materiel developers to develop embedded training, simulators, and simulations while unit training strategies will identify other resources required to execute training.

Task 1.3.1: Design and build products which train the planning, preparation, and execution of intelligence battle command and staff functions (including individual through collective tasks) for export via electronic media.

Intent: Products will factor in the use of ASAS and will be based on a major regional conflict threat on an Army XXI battlefield. Use the Warfighter XXI Training Strategy as a reference.

Subtask 1.3.1a: Develop a training strategy for division-level MI organizations including the Analysis and Control Element (ACE), the G2 staff, and the general support (GS) MI Company.

 

Subtask 1.3.1b: Develop a training strategy for brigade and below level MI organizations including the brigade S2 staff, the battalion S2 staff, analysis and control teams (ACTs), and the direct support (DS) MI Company.

 

Subtask 1.3.1c: Develop a training strategy for corps level MI organizations including the G2 staff and the ACE.

 

 

 

Objective 1.4: Improve mission-based training at the Intelligence School by developing and implementing a structured family of exercises rooted in Army XXI doctrine, organization, and expected scenarios.

Responsibility:

Lead: BDE

Assist: DOTD, NCOA, CAC, ATSC, CTCs, INSCOM

Intent and Scope: Make training as realistic as possible. Training will be more effective when students are required to perform in the context of missions which they will execute after leaving the sterile environment of the classroom. Intelligence XXI training must teach MI leaders and soldiers the requirements and demands of their jobs—not what to think, but how to think. To prepare MI leaders and soldiers and to operate under a confluence of demanding real world conditions, we must train in a fast-changing environment. Embed as much training as possible into situation-based exercises including both conventional and SASO scenarios with MI leaders and soldiers supporting from brigade, division (including ACE), and DS company levels.

Task 1.4.1: Develop a coordinated family of shared training exercises (integrating students from different courses into single exercises) and more robust single-course exercises and mission-based practical exercises (PEs). Make MIOAC the flagship of this effort.

Intent: Students must perform missions in the context of conditions expected on the Army XXI battlefield. For example: Require that intelligence support be provided in the context of force projection and associated force packaging; that students operate with other service intelligence capabilities; that they leverage national intelligence capabilities (collectors, databases); and that they access non-organic, non-Army, non-DOD, and non-U.S. information and data.

Students must be realistically challenged to provide timely, precision support to targeting, BDA, and tactical decisionmaking. Exercises must replicate content, challenge, and intensity of current CTC rotations and BCTP warfighters. Operational scenarios must confront students with the realities of system reliability, availability, and maintainability which adversely affect mission performance.

Subtask 1.4.1a: Develop and implement an MIOAC specific exercise which prepares the student to operate as a brigade S2, as a DS company commander, and as an ACE Battle Captain in a major regional conflict (traditional military threat) setting.

 

Subtask 1.4.1b: Develop and implement an MIOAC specific exercise which requires the student to operate in support of a J2 in a forward deployed, brigade level (JTF) in a SASO environment.

 

Subtask 1.4.1c: Develop and implement a capstone exercise which integrates students from all courses into an exercise which ranges throughout the continuum of military contingency operations.

 

 

 

 

 

 

 

 

Objective 1.5: Develop and implement training which will teach intelligence leaders and soldiers to conduct threat analysis and to develop intelligence estimates based on the full spectrum of threats which Army XXI may face.

Responsibility:

Lead: BDE

Assist: DOTD, DCD, NCOA, CAC, TRADOC DCSINT, DA DCSINT, NSA, DIA

Intent and Scope: MI leaders and soldiers must conduct effective threat analysis and estimate development against the full spectrum of anticipated Army XXI threats ranging from highly structured, modernized military forces in a conventional scenario to loosely structured factions in SASO. Successful training will enable MI leaders and soldiers to—

Present a common picture of the battlefield to the supported commander allowing him to visualize the entire battlespace.

Orally communicate salient issues.

 

Task 1.5.1: Integrate threat analysis and estimation training based on Army XXI scenarios into all officer and NCO courses.

Task 1.5.2: Develop and implement threat analysis and estimation training for the entire force via distance learning.

Objective 2.1: Articulate the requirement for and pursue development of a modern communications and information infrastructure that will enable the integration of field units into an interactive training development, doctrinal, and realistic training environment for the Army XXI intelligence force.

Objective 2.2: Re-engineer the Intelligence Center and School to support Army XXI training requirements.

Objective 2.3: Refine (and develop where they do not exist) the System Training Plan (STRAP) training strategies for MI flagship systems.

Objective 2.4: Develop Individual TSPs for all common tasks for which MI is the proponent, in support of the Army Training Support Center’s (ATSC) effort to convert all Army common training to distance learning.

Objective 2.1: Articulate the requirement for and pursue development of a modern communications and information infrastructure that will enable the integration of field units into an interactive training development, doctrinal, and realistic training environment for the Army XXI intelligence force.

Responsibility:

Lead: DOTD

Assist: BDE, DCD, NCOA, BCBL(H), DOIM, TSMs, ASC, ATSC, DCST, DCSDOC, HQ DA DCSC⁴, DIA, NSA

Intent and Scope: This objective supports strategies of Classroom XXI and provides some of the enablers to implement distance learning. While it does not encompass all distance learning initiatives, it does focus on technological enablers to speed up the process of training development and doctrine; and making training products, simulation data streams, and lessons learned easily and readily available throughout the MI force.

Task 2.1.1: Electronically connect all intelligence training organizations.

Subtask 2.1.1a: Create and maintain a network which connects all intelligence training organizations on Fort Huachuca to each other and to wider intelligence and operational communities.

 

Subtask 2.1.1b: Establish, operate, and maintain external communication connections to external communities.

 

Subtask 2.1.1c: Ensure all personnel in intelligence training organizations on Fort Huachuca have electronic mail accounts using a standard modern application program.

 

Subtask 2.1.1d: Establish, operate, and maintain a Fort Huachuca information architecture (training Intranet) to facilitate local sharing of training information.

 

Subtask 2.1.1e: Establish, operate, and maintain a Fort Huachuca information architecture to make the various networks available to outside users (INTELINK, PRONET, Internet, etc.)

 

 

Task 2.1.2: Develop an implementation plan to electronically obtain timely, comprehensive feedback on Intelligence Center training, training development, and training support from field units, CTCs, the RC, and other TRADOC schools. Where possible, incorporate a feedback capability into our exportable, embedded, and distance learning efforts.

Task 2.1.3: Design and implement a proponent network (PRONET).

Intent: Develop a PRONET which is managed at Fort Huachuca. It must provide a means for individuals and units, at the school and in the field, to access and search databases; access and post information to online bulletin boards; and to "chat" with other users in real time. PRONET will enable intelligence professionals to access lessons learned by others. It must provide access to classified and unclassified information. PRONET will augment, but not replace, INTELINK, LINK33, and other existing online initiatives.

Task 2.1.4: Provide computer access to each officer, NCOA, and selected Advanced Individual Training (AIT) students at the school. Make available to all students access to unclassified computer networks.

Subtask 2.1.4a: Develop training to enable students and units to access and use INTELINK. Make the training products exportable to units in the field.

 

Subtask 2.1.4b: Develop training to enable students and units to access and use PRONET. Make the training products exportable to units in the field.

 

 

Task 2.1.5: Design, establish, operate and maintain infrastructure to sustain MI CATTS architecture with Fort Huachuca as the hub for simulation training data.

Intent: Develop the infrastructure to implement IEWTPT as envisioned by the ORD to include those support products required to train and evaluate field units.

Objective 2.2: Re-engineer the Intelligence Center and School to support Army XXI training requirements.

Responsibility:

Lead: DAC

Assist: All (USAIC&FH), CAC, DCST

Intent and Scope: Implementing the other Objectives in this plan will require the Intelligence Center and School to move into the 21st century in terms of organizational, physical, and information structures. This mandates a complete, detailed assessment of our organizations and the functions they perform in order to adjust to the realities of the required changes. We must transition into a structure that physically and intellectually supports where we are headed in terms of both training and resources. The re-engineering effort should eliminate redundancies and create efficiencies throughout the Center and School. The effort may result in the re-designing or even elimination of some functions and organizations. The DAC may employ an outside source (government or contractor) to complete this Objective.

Task 2.2.1: Evaluate the current organization and functions of the Intelligence Center and School and their subordinate organizations. Use the findings of the evaluation to develop models of the proposed, re-engineered Center and School.

Subtask 2.2.1a: Develop one set of objective models which can be implemented under current (FY97) resourcing levels.

 

Subtask 2.2.1b: Develop one set of objective models which can be implemented under a 10 percent decrement from current resourcing levels.

 

 

Task 2.2.2: Evaluate the proposed models. Conduct a cost-benefit analysis of the models to determine which model will best satisfy the requirements of this Action Plan given available resources. Develop an executable plan, for execution in FY98, to re-engineer the Center and School according to the selected model.

Subtask 2.2.2a: Identify all resourcing requirements associated with the implementation plan and prepare the required input to the Command Operating Budget.

 

Subtask 2.2.2b: On order, develop an executable plan to transition from a model at current resourcing levels to a model at resourcing levels that are decremented by 10 percent from current levels.

 

 

 

 

 

Objective 2.3: Refine (and develop where they do not exist) the System Training Plan (STRAP) training strategies for MI flagship systems.

Responsibility:

Lead: DOTD

Assist: BDE TSMs, DCD, NCOA, ATSC, DCST, AMC (PMs), MACOMs, ASPO, HQDA DCSINT, HQDA DCSOPS, DIA, NSA

Intent and Scope: Develop a laydown of how each MI flagship system will be trained at the school and in the unit. Each plan will describe the system’s function, capabilities, and strategy to train leaders and soldiers at every level from soldier, to operator soldier, to system integrator (leader). Successful completion of this objective will provide seamless training between the institution, the individual, and the unit through resident instruction, embedded training, and distance learning.

Task 2.3.1: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for ASAS.

Intent: The plan will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom the tasks must be trained (by grade and MOS or area of concentration [AOC]).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

Describe the context within which the training must occur. For ASAS training to be effective, it is essential that it be more than "button pushing." It must treat the issue of how the machine (ASAS) supports the process — the timely production of intelligence for the supported commander.

 

Subtask 2.3.1a: Complete training products and implement training within 90 days of the date of this document; much of the work for ASAS has already been completed.

 

 

Task 2.3.2: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for TROJAN SPIRIT.

Intent: The training will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom they must be trained (by grade and MOS or AOC).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

 

Task 2.3.3: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for the ground station module (GSM) and ground control station (GCS) (prototype).

Intent: The training will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom they must be trained (by grade and MOS or AOC).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

 

Task 2.3.4: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for the unmanned aerial vehicle (UAV).

Intent: The training will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom they must be trained (by grade and MOS or AOC).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

 

Task 2.3.5: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for the ground-based common sensor.

Intent: The training will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom they must be trained (by grade and MOS or AOC).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

 

Task 2.3.6: Develop a training strategy and implementation plan — including a schedule for the delivery of training products — for the Mobile Integrated Tactical Terminal (MITT) and the Forward Area Support Terminal (FAST).

Intent: The training will—

Identify which tasks must be trained and under what conditions (including justification for why they must be trained).

 

Identify to whom they must be trained (by grade and MOS or AOC).

 

Recommend the best method for completing the training (both locally and through distance learning).

 

 

 

 

Objective 2.4: Develop Individual TSPs for all common tasks for which MI is the proponent, in support of the Army Training Support Center’s (ATSC) effort to convert all Army common training to distance learning.

Responsibility:

Lead: DOTD

Assist: BDE, NCOA, ATSC

Intent and Scope: Reliance on exportable common training will increase as availability of funds for resident training decreases. Thoroughly developed MI Army common tasks will be essential to ensuring leaders and soldiers from all branches are aware of our mission and the products we produce to help them complete theirs.

Task 2.4.1: Develop TSPs for the seven individual Army common tasks for which MI is the proponent:

Report Intelligence Information (301-371-1000).

 

Implement Operations Security Measures (301-371-1050).

 

Enforce Personnel Security Policies (301-371-1051).

 

Protect Classified Information and Material (301-371-1052).

 

Integrate IPB Process Into Mission Planning (301-371-1100).

 

Employ Indications and Warnings Warfare Assets (301-371-1150).

 

Process Captured Material (301-371-1200).

 

 

 

Objective 3.1: Articulate the requirement for and pursue development of an MI simulations architecture that will enable realistic, high fidelity training of the Army XXIForce XXI intelligence force.

Objective 3.2: Review and revise the Intelligence Center’s Doctrinal Literature Program.

Objective 3.3: Develop TTP and related training products to support Force XXI intelligence training.

Objective 3.4: Develop a comprehensive, coherent, revitalized MI language sustainment training strategy in support of Army XXI.

Objective 3.1: Articulate the requirement for and pursue development of an MI simulations architecture that will enable realistic, high fidelity training of the Army XXIForce XXI intelligence force.

Responsibility:

Lead: ATD

Assist: DOTD, BCBL(H), DCD, TSMs, DOIM, CAC, ATSC, TRADOC Schools, DCST, HQDA DCSINT, HQDA DCSOPS, AMC, STRICOM, DIA, NSA

Intent and Scope. Command in modern war is a complex and intellectually demanding task. The U.S. comparative advantage is the ability to simultaneously strike in multiple locations using precision munitions. Key to effective battle command is speedy acquisition of information, conversion of information to a common "read" of the battlespace and rapid decisions. Speed is required to keep pace with change in the battle and to permit time for subordinate commanders and staffs to synchronize the force. Facilitating battle command and battle command training should be MI's highest priority.

Modern reconnaissance, intelligence, surveillance and target acquisition (RISTA) systems, combined with emerging innovative visualization on Army Battle Command Systems (for example, Maneuver Control System or ASAS), are central to situation awareness and deep targeting. Visualization can be very efficient in displaying information, but using modern visualization techniques is an acquired skill. For a commander to assess operational risk and synchronize forces requires seeing the whole of a unit's RISTA effort before making RISTA resource and operational decisions. MI personnel must train with modern visual systems to effectively facilitate commanding the force in the current and future battle.

The desired end-state for training the intelligence force is a family of simulations that are able to drive school, unit-based, BCTP, and CTC training with high fidelity, realistic visual and text simulations. Intelligence leader, soldier, and unit access to quality simulations must not be limited to major training events. The simulations must be available for routine use at the Intelligence Center and in the unit. They must also be available for BCTP and CTC exercises, as well as during unit preparation prior to exercises.

Simulations and simulators must confront intelligence soldiers and units with relevant information that approximates the volume and type of information that will be encountered in operations. Pursue the development of common embedded scenarios that can be varied to approximate the different operational settings expected on the Army XXI battlefield. The set of simulations and simulators must be compatible and integrated with existing and envisioned Army training simulations, as described in Warnet XXI.

Task 3.1.1: Articulate a coherent, comprehensive set of requirements for simulations, simulators, and models to support total MI force training. Use the initiatives identified in the FIRESTORM Strategy (Federation of Intelligence, Reconnaissance, Surveillance and Targeting, Operations and Research Models) as a start point for this effort. Coordinate this action with the National Simulations Center.

Task 3.1.2: Gain TRADOC and Army programmatic and development support. Incorporate the resultant simulations requirements into Warfighter Lens Analysis, Functional Area Assessments, and Training Management and Administration actions.

Task 3.1.3: Gain Army support to begin formal acquisition development of a single simulation architecture for training in FY98.

Task 3.1.4: Gain Joint and Office of the Secretary of Defense (OSD) support for the technology that underlies MI's single architecture for training, with the objective of inserting that technology into emerging JSIMS developments.

Task 3.1.5: When the simulation technology is sufficiently mature, move to rapidly insert it into BCTP and other Army leader training opportunities NLT 4th Quarter FY97.

Objective 3.2: Review and revise the Intelligence Center’s Doctrinal Literature Program.

Responsibility:

Lead: DOTD

Assist: BDE, NCOA, DCD, TSMs, CAC, ATSC, DCSDOC, INSCOM,

HQDA DCSINT

Intent and Scope: Review the existing infrastructure and resume commitment to develop MI doctrine, and tactics, techniques, and procedures (TTP). Revise the program to reduce the amount of doctrinal products to meet the needs of Army XXI. Link the hierarchy of Joint-Army-MI doctrinal publications to related unit training support material.

Task 3.2.1: Develop a one-page visual that shows the linkage of current and projected Joint-Army-MI doctrinal publications.

Task 3.2.2: Reassess the structure and priorities of the Doctrinal Literature Program. Develop an updated production schedule that covers doctrinal publications over the next 5 years.

Objective 3.3: Develop TTP and related training products to support

Force XXI intelligence training.

Responsibility:

Lead: BCBL(H)

Assist: BDE, DOTD, DCD, TSMs, CAC, DCST, ATSC, DCSCD, TRADOC Schools, HQDA DCSINT, INSCOM, FORSCOM

Intent and Scope: The Army, through its Battle Lab and Advanced Warfighter Experiment (AWE) initiatives, is developing Army XXI and associated doctrine, in part, through a process of experimentation. Specifically, Division XXI concerns development at division level and below, while Task Force XXI concerns development at brigade level and below. This Objective ensures that AWE forces are optimally trained, work in a proactive, collaborative manner with the Experimental Force to develop and field TTP and related training support that reflects the Intelligence Center’s best effort and thinking. Include senior MI leader review and wargaming prior to issuing the products.

Task 3.3.1: Produce TTP, TSP, and crew drills to support Task Force XXI.

Task 3.3.2: Produce TTP, TSP, and crew drills to support Division XXI.

Objective 3.4: Develop a comprehensive, coherent, revitalized MI language sustainment training strategy in support of Army XXI.

Responsibility:

Lead: DOTD

Assist: BDE, OCMI, DCD, NCOA, CAC, DLI, DCST, ATSC, HQDA DCSOPS, HQDA DCSINT, INSCOM, FORSCOM

Intent and Scope: The language training strategy must comprehensively attack the problem of how to sustain and, over time, increase the proficiency of MI linguists.

Task 3.4.1: Develop a language training career map tied to increasing proficiency standards for each linguist as he or she advances through each MOS skill level.

Intent: Linguists must improve their perishable skills continuously. Separate languages will require differing amounts of work to attain increased levels of proficiency. Articulate responsibilities of the Defense Language Institute (DLI), unit, and the individual in attaining and maintaining language skills. Address the problem of students graduating from the DLI without the language skills required to meet the minimum standards attached to their MOS skill level. Provide options for incorporating computer-based, self-paced instruction and changes to distance learning, along with refresher and immersion training into unit and individual training programs. Upon approval, language training career maps will be included in Army XXI Intelligence Manning Documents, AR 611-6, and AR 611-201.

Task 3.4.2: Develop evaluation tools which evaluate the abilities of linguists to perform in the context of realistic mission-based settings.

Intent: Current Defense Language Proficiency Tests (DLPTs) issued in the field test only listening and reading skills. Many MI soldiers must speak in their target language in order to effectively complete the assigned mission. Revise DLPTs to test speaking for all non-SIGINT MOSs. Ensure DLPTs are based on vocabulary that is related to missions which might be executed by leaders and soldiers.

Task 3.4.3: Develop a concept for a structured experiment which will identify the best way, or combination of ways, to train linguists to language proficiency.

Intent: The experiment should test alternatives to the current language school system and evaluate possible benefits of each. For example, consider the use of current DLI training as an initial baseline which is supplemented by contract training (for example, Berlitz) and/or onsite immersion training.

Task 3.4.4: Recommend changes to unit status reports (USRs) (AR 220-1) to reflect the readiness of linguists in each reporting organization.

Intent: Language is a "weapon system" for MI leaders and soldiers. Without proficient linguists, a unit may not be able to satisfactorily complete its wartime mission. Standardizing the USR with respect to language readiness in MI units will sharpen the training picture presented to decisionmakers.

Objective 4.1: Ensure Intelligence School instructors possess the required expertise to qualify as subject matter experts.

Objective 4.2: Improve intelligence training in combined arms training centers and activities.

Objective 4.3: Export standardized MI training to develop combined arms leaders who understand the employment and capabilities of the Intelligence BOS.

Objective 4.1: Ensure Intelligence School instructors possess the required expertise to qualify as subject matter experts.

Responsibility:

Lead: BDE

Assist: DOTD, OCMI, NCOA, DAC, DHR, ATSC, DCST, CTCs, PERSCOM

Intent and scope: Training at the Intelligence Center must focus on MI operations at echelons corps and below. Instructors at USAIC&FH must represent the best we have to offer. Often, our instructors are subject matter experts in specific areas, but possess limited practical experience with overall MI functions at ECB. We must seek out instructors with a broad base of MI experience.

Task 4.1.1: Ensure MI Project Warrior participants are assigned to Fort Huachuca after completing tours at CTCs. Further, ensure these officers serve as instructors for a minimum of 18 months after arrival.

Task 4.1.2: Develop and implement a program which ensures MI NCOs serving at CTCs receive follow-on assignments to USAIC&FH to serve as instructors.

Intent: Develop a system for ensuring CTC-experienced NCOs are assigned to USAIC&FH on a recurring basis. In the interim, seek NCOs at the CTCs who are pending permanent change of station for reassignment to USAIC&FH.

Task 4.1.3: Ensure all non-Project Warrior instructors at USAIC&FH complete one rotation at a CTC as an augmentee observer controller (O/C) or "right seat rider" prior to assuming instructor duties.

Task 4.1.4: Ensure all instructors complete a certification program in accordance with TRADOC Regulation 351-XX (TASS).

Intent: The certification program will assess both mastery of tasks and supporting objectives as well as the ability to train course objectives.

Objective 4.2: Improve intelligence training in combined arms training centers and activities.

Responsibility:

Lead: BCBL(H)

Assist: BDE, DOTD, NCOA, DCD, CAC, ATSC, DCST, CTCs, HQDA DCSOPS

Intent and scope: The CTCs (and BCTP) are the closest simulation we have to committing forces (and staffs) to combat. The availability of intelligence support to the commander must replicate what would exist in combat.

Task 4.2.1: Develop and implement a structured simulations architecture which will integrate live, virtual, and constructive simulations to train force projection units in a high resolution information environment at the National Training Center (NTC).

Task 4.2.2: Develop and implement a structured simulations architecture which will integrate live, virtual, and constructive simulations to train force projection units in a high resolution information environment at the Joint Readiness Training Center (JRTC).

Task 4.2.3: Develop and implement a structured simulations architecture which will integrate live, virtual, and constructive simulations to train force projection units in a high resolution information environment at the Combat Maneuver Training Center (CMTC).

Task 4.2.4: Develop and implement a high resolution information environment to drive BCTP Warfighters.

Intent: Enable battle commanders to confront realistic intelligence during the exercises which will require them to fully integrate their intelligence effort with other BOSs.

Objective 4.3: Export standardized MI training to develop combined arms leaders who understand the employment and capabilities of the Intelligence BOS.

Responsibility:

Lead: DOTD

Assist: BDE, NCOA, DCD, BCBL(H), TSMs, CAC, ATSC, DCST, TRADOC Schools, HQDA DCSINT

Intent and scope: Poor understanding and use of intelligence assets by combined arms commanders is a major source of poor intelligence performance at the tactical level. Commanders fail to properly use intelligence assets because they do not understand the capabilities and limitations of the Intelligence BOS. We must improve the training we provide to combined arms commanders. Further, we must ensure MI leaders can convey the capabilities of their systems and personnel to the commander to correct this.

Task 4.3.1: Develop a standardized training module for export to combat arms officer advanced courses (Infantry, Armor, Field Artillery, Engineer, Aviation, and Air Defense) and for the NCO Battlestaff Course which emphasizes the intelligence products a company commander or brigade or battalion staff officer will need to effectively plan and execute missions.

Intent: Improving the use of intelligence assets requires battalion and brigade level combined arms staff officers to know the fundamental MI products they require to effectively plan. Ensuring company grade officers possess solid grounding will allow their understanding of the Intelligence BOS to grow incrementally with their levels of responsibility.

Task 4.3.2: Develop a standardized training module for export to Command and General Staff College (CGSC) at Fort Leavenworth, which emphasizes the intelligence products a division and corps level staff officer will need to effectively plan and execute missions.

Intent: CGSC will be the first intensive formal instruction on combined arms operations for many officers. Although there are several MI officers in each class, not all future leaders in combat arms, combat support, and combat service support branches understand the functions of tactical MI. Developing a standardized training module for export to CGSC will help to solve this.

Task 4.3.3: Develop specific standardized training modules for export to each combat arms officer pre-command course (Infantry, Armor, Field Artillery, Engineer, Aviation, and Air Defense) which emphasize the intelligence assets the commander should expect to have supporting him; the information these assets may obtain; and the products the S2 should support him with.

Intent: Battalion and brigade level combined arms commanders will properly employ intelligence assets if they understand the capabilities and limitations of the Intelligence BOS. Formal instruction during pre-command courses will ensure they are trained.

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