Analysis and Control Teams...A True Analytical Resource.

Early in 1999, I noticed that there was a significant disconnect on how we used our Analysis and Control Teams (ACTs). This occurred due to lack of involvement by our Analysis and Control Element (ACE) in the planning and training of ACTs, and the lack of supervision and direction that I was providing. In an effort to change this, I developed a White Paper designed to provide that direction using the DTLOMS (doctrine, training, leaders, organizations, materiel, and soldiers) format. It would, in fact, be the driving force behind the ACT Gunnery training and a renewed emphasis on analysis within the Division. The White Paper provided the basis for this article.

The intent for Analysis and Control Teams (ACTs) is simple and focused. It is to improve measurably the analytical capability of the maneuver brigade. To do this, we must demand that commanders use benchmarks, metrics, and stretch goals to improve ACT training and readiness significantly.

Enhancing ACT Training and Readiness

We will achieve these measurable improvements by focusing on five imperatives that constitute the foundation of this strategy:

* Total integration of the ACT with brigade S2s and the ACE--One Team, One Fight, One Common Picture!

* Implement a gate strategy, including ACT lane training, [1] which ensures the ACTs have the requisite training.

* Establish an event-driven training and readiness strategy.

* Execute a battle-focused training program that strictly adheres to the Army eight-step training model and reinforces leader development. [CW2 Victor Diaz explains the eight-step model in endnote 4 on page 26.]

* Emphasize multi-echelon training and certification.

The end-state will be a fully integrated analytical team. The ACT needs adequate resourcing to be fully trained and ready to fight anywhere at anytime. This training will infuse ACT soldiers with an attitude that recognizes we are a team of teams, committed to achieving a timely, relevant common picture of the enemy.

Fellow leaders, I hope you will follow the intent of this guidance as you develop your annual and quarterly training guidance and training plans. It is important to note that there is no new training doctrine in this article; all of our tried and proven training doctrine remains unchanged. We are only amplifying and rededicating our efforts to improve our readiness. Regardless, you can count on one thing as you read this paper--I am completely devoted to our ACTs making a difference. We owe it to the divisions we support!

The ACT Concept

First and foremost, the aim of this training strategy is at the company commanders who organize, plan, and direct training. The ACT concept provides the brigade S2 with an increased capability that he must leverage to meet the challenges of the future. The Army has made a significant investment in this concept. From past days where the intelligence electronic warfare (IEW) support element (IEWSE) was available to the brigade S2, we have invested our future in the ACT. Although both concepts have their merits, the ACT concept provides a more directed analytical capability. Additionally, the ACTs have a direct tie to their elder brothers, the ACEs. This strategy built upon tried and proven training methods with units conducting well-prepared training events with rigor, realism, and repetition.

Doctrine

Our doctrine, FM 34-10 (Division IEW Operations), [2] tells us that the Direct Support (DS) MI Company provides the brigade with a significantly expanded intelligence capability. Currently, most of that expansion is through its connectivity with the ACE. Especially significant is the DS company's ability to coordinate the transfer of intelligence from the division ACE and package it best for the brigade S2. Additionally, the ACT is responsible for deconflicting terrain for all DS and general support (GS) MI company assets in the brigade's area of operations (AO).

Of note is the future addition of the Common Ground Station (CGS) and the Tactical Unmanned Aerial Vehicle (TUAV) into the DS company organization. These systems and their capabilities will significantly expand the importance of the ACT.

Training

Training is crucial to the ACT concept. Company commanders are responsible for the training of their ACTs with the assistance of the ASAS (All-Source Analysis System) Master Analyst and the designated subject matter experts (SMEs) within the companies. The DS MI company commander is responsible for individual and collective training while the brigade S2 provides the battle focus and performance standards. Together, the S2 and the DS MI company commander establish measurable standards, provide training time, and allocate resources for ACT training. The ACT requires regular and challenging proficiency training. The ACT chiefs are the focal point for planning and executing this training. They and their subordinate noncommissioned officers (NCOs) ensure that ACT soldiers receive training and cross training on the ASAS systems and that the ACT soldiers train to standard as a team on battle-focused objectives.

Execute Real-World Operations. ACTs should participate in daily operations and contingency planning. The ACT in conjunction with the ACE can produce a weekly Red Book (Secret collateral) for its brigade. The Red Book addresses the brigades anticipated deployment and training contingency areas. Additionally, the ACT can produce the pre-DRB1 (first division-ready brigade) assumption brief for the brigade staff and subordinate commanders.

Accomplish Integration of Intelligence. The ACT chief and NCO in charge (NCOIC) can designate members as area SMEs. They can coordinate with appropriate ACE SMEs (e.g., Kuwait, Egypt, and North Korea) and with IMINT (imagery intelligence), SIGINT (signals intelligence), and CI/HUMINT (counterintelligence and human intelligence) specialists to increase their capabilities. By participating in staff wargaming, non-MI unit-training events, and asking questions, the ACT can acquire an appreciation of the intelligence consumers.

Understand the Battlefield. ACT soldiers must understand how the friendly combat, combat support (CS), and combat service support (CSS) forces fight on the battlefield. Their knowledge should include an understanding of the tactics and equipment of their command, the capabilities and targeting requirements of friendly weapon systems, and the commander's expectations of the intelligence system.

Apply Standards. ACT soldiers must receive periodic training to ensure they meet all Army and unit standards for individual proficiency. They must be familiar with unit, brigade, and ACE standing operating procedures (SOPs).

Maintain Proficiency. Collective training should strive for the full integration of ACT leaders and soldiers into a combat-ready intelligence team. Crew drills teach soldiers how to employ the entire system in accordance with established doctrine; tactics, techniques, procedures (TTP); and unit-specific SOPs. The crew drills should be a part of all train-ups for major exercises and training at the combat training centers (CTCs).

Learn Through Simulations, Interactive Training, and Incorporation of the Tactical Simulation (TACSIM) System. The ACT should deploy in support of all division and brigade exercises because ACT soldiers learn the most when they work with the ACE. When possible, the ACT should continue its organizational development using off-site instruction.

The ACT must be capable of conducting collection management functions, developing real-world databases, and tracking intelligence assets. Company commanders will evaluate all the capabilities of their ACTs quarterly. Using a lane training exercise, companies will certify their ACTs.

Leader Development

The development of leaders in the ACTs will always be important. We should standardize this development so the ACTs will have a common baseline of expertise and knowledge. ACT leaders must be trained on the multitude of U.S. intelligence assets from organic (ground surveillance radars, CI/HUMINT teams) to theater (Rivet Joint and Guardrail) and national (U-2R). Furthermore, ACT leaders must be knowledgeable on opposing force or adversary organization, equipment, and operations. Based on anticipated uses of the ACT, leaders should be familiar with wargaming techniques and the deliberate military decisionmaking process (MDMP).

Organization

Improving support at the divisional maneuver brigade, the ACT expands the mission, functions, and resources formerly found in the IEWSE and the DS MI company. The ACT is organic to the DS MI company and collocates with the maneuver brigade tactical operations center (TOC). Unlike the ACE and the division G2, the ACT is not under the operational control (OPCON) of the brigade S2.

The ACT conducts 24-hour operations. The six-soldier section is led by an ACT chief (O-2) and assisted by an ACT NCOIC (E-6). The ACT has one senior analyst (E-5) and one junior analyst per shift. The ACT chief supervises the ACT and employment of baselines within the OS MI company's area of operations (AO). Additionally, the ACT chief plans and wargames placement of Ml assets, and provides IEW expertise and advice to the brigade commander and S3. When fielded, the CGS will provide the Joint STARS (Joint Surveillance Target Attack Radar System) feed and broadcast intelligence from national systems, using the Joint Tactical Terminal. The JTT can operate in these intelligence dissemination networks:

* Tactical Reconnaissance Intelligence Exchange System Network (TRIXS).

* Tactical Information Broadcast System (TIBS).

* Tactical Related Applications Program (TRAP).

* Tactical Data Information Exchange System--Broadcast (TADIXS-B).

Under the direction of the DS MI company commander, the ACT provides the brigade S2 with automated intelligence processing, analysis, and dissemination capabilities. Additionally, the DS MI company commander uses the ACT to support asset management and reporting of subordinate Cl, HUMINT, and IMINT teams. The ACT uses ASAS workstations to access databases, reports, graphics, and other products at higher echelon organizations, primarily the division's ACE. When augmented with the TROJAN SPIRIT (Special Purpose Integrated Remote Intelligence Terminal), the ACT can conduct split-based operations, "pulling' support from an intelligence support base outside its AO.

Materiel

The materiel assigned to the ACT consists of one M577A3 carrier and the Warlord Notebook (WLNB) computer, the ASAS Remote Workstation (RWS), or both. The carrier allows the ACT to keep up with its sister units in the brigade TOC. The WLNB allows the ACT to access the ACE products "pushed" to them while the RWS will allow the ACT to access the electronic database that the ACE provided. The ACT can manipulate the database and provide updates to the ACE.

During training with the brigades, the ACTs draw normal assistance from their supported brigade. For IEW-specific systems, the ACTs rely upon the MI battalion for support. The ACT's first stop should be its company trains. The company will evacuate the inoperable equipment as needed.

ACTs should try different methods and techniques to increase their abilities to meet the brigade S2's needs. This may take the form of add-ons to automation or the adaptation of changing technologies to enhance their performance or support to the customers. To do this, ACTs must work with the ACE and its leaders to ensure that they have as much, if not more, capability than is available to the brigade S2 section. Much of this work will center on the ACT's ability to fuse intelligence, allow for better situational awareness, and collaborate with its sister ACTs and the ACE. The DS MI company commander and ACT chief must understand the brigade's needs and have the tools to meet the needs.

Soldier System

There are very few priorities more important to the division than the synchronization of the intelligence picture. Crucial to that synchronization is the effort to see and analyze the enemy. Personnel resources in the ACTs play an important part in obtaining the "common picture." When possible, the ACTs should be at a minimum of 75-percent strength. There will always be either an officer or NCO available for the development of the ACT. To accomplish, we must have a firm handle on where our analysts (96Bs) are, both in their development and levels of expertise. At times, a junior soldier will be the better pick for an ACT, because of area expertise or knowledge of a specific system, such as ASAS. An experienced ACE analyst may be the perfect soldier to take over the reins of an ACT. Logically, the best ACT chief is one that understands the battalion's assets and TTP. Similarly, an experienced ACT soldier could transition to the ACE as a junior leader within one of the sections of the ACE.

Critical to the overall soldier system is the retention of qualified solders and leaders. Free movement with the Intelligence battlefield operating system allows our soldiers and leaders to develop, use different skills, and understand the entire system. The ACE and ACTs must ensure the opportunity for their soldiers to attend schooling and to enhance their opportunities to progress in their fields. We should never keep a soldier from a leadership development school unless we are "going" to war. We must, however, accept the risk for other exercises.

Finally, we need to exercise "TIPS" [3] in all that We do. Take the time to talk with your soldiers, keep them informed of the situation, and make their lives as predictable as possible. In addition, be sensitive to their needs. Our soldiers are the true heart of the ACT organization.

Closing Comments

The well-trained ACT can be a tremendous combat multiplier for a maneuver brigade S2. There is no "school solution" to using the ACT. Each brigade "team" must understand its particular strengths, weaknesses, and needs. During the course of planning and training, the ACT can help with all of the intelligence tasks that the brigade must perform.

We have the most talented soldiers and leaders in the history of our Army. Using the ACT appropriately, we can become "one team and one fight" in achieving the common picture. By using a multi-echelon training strategy, we can truly make a positive difference in the training of the ACT. I expect that commanders will bring their talents and energy to bear on the training of their ACTs and integrating them into the brigade teams. As Intelligence leaders, we must get our ACTs trained and ready to meet the challenges of the future.

I would like to acknowledge the input and feedback that Majors Steve Woolwine, my Battalion S3, and Ron Stephens, 3d Infantry Division ACE, provided. The ACE'S MAJ Brenden McAloon greatly assisted in the implementation of this training program, and S3 oversight from MAJ Tony Crawford truly made a difference as we prepared for the All-Services Combat Identification Evaluation Test (ASCIET) 2000 and National Training Center (NTC) Rotations 00-03 and 00-07.

Lieutenant Colonel Steve Perkins is currently attending the Army War College (Class of 2001). He just finished serving as Commander, 103d Ml Battalion. LTC Perkins' previous assignments included Combatting Terrorism Support Team Leader, J2/The Joint Staff, Defense Intelligence Agency; Brigade S3, 504th Ml Brigade; Battalion Executive Officer (XO), 163d Ml Battalion (Tactical Exploitation); Chief, G2 Operations, Ill Corps; 52, 2d Air Assault Brigade, 101st Airborne (Abn) Division and Chief, G2 Plans, 101st Abn Division; and Light Infantry Company Commander and Battalion S3, 14th Infantry, 25th Infantry Division (Light). He also served as an Assistant Professor of Military Science at Southeastern Louisiana University. Lieutenant Colonel Perkins holds a Bachelor of Science degree in Criminal Justice Technology from Cameron University and a Master of Public Administration from Auburn University. His military schooling includes the Joint and Combined Staff Officers School (AFSC), Air Command and Staff College, and the Army Command and General Staff College. Readers may contact LTC Perkins via E-mail at [e-mail].

Endnote

(1.) Lane training is a process for training company-size and smaller units on one or more collective tasks (and prerequisite soldier and leader individual and battle drills) supporting a unit's mission essential task list (METL). Lane training culminates in a lane training exercise (LTX) conducted under conditions replicating the unit's operational mission and environment. Although an LTX is usually a live training simulation of one or more collective tasks, it can be a constructive or virtual simulation. Like all training, the goals of lane training are to ensure soldiers, leaders, and units become tactically proficient and technically competent. An LTX usually is a mini-STX; it focuses on fewer collective tasks to enhance training effieciency. It has no free play. (TC 25-10, A Leader's Guide to Lane Training, 26 August 1996, pages 5 and 9.)

(2.) FM 34-10 was a draft document. See the new FM 34-10-5/ST which provides the latest information.

(3.) The use of the term "TIPS" relates back to the philosophy of General Thomas A. Schwartz during his command of III Corps when he discussed four thoughts to remember in achieving "People first--mission always." TIPS stands for talk with others on the team, keep them informed, make their lives more predictable, and be sensitive and considerate of others.