text: Force Projection Operations Considerations
  INTELLIGENCE SUPPORT TO FORCE PROJECTION
  C-8. Unstable conditions worldwide often reduce or limit the amount of time required to produce
  intelligence to meet contingency operation requirements. Therefore, MI units and staffs prepare for potential
  contingencies by building intelligence readiness daily, including their skills and systems expertise. When a
  unit receives a WARNORD for deployment or is assigned a contingency mission, the unit conducts pre-
  mission analysis of the projected AOI.
  C-9. Built on a foundation of intelligence readiness, the intelligence warfighting function provides the
  commander with the intelligence needed to conduct force projection operations. Successful intelligence
  during force projection operations relies on continuous collection and intelligence production before and
  during the operation. During force projection operations, higher echelons provide intelligence to lower
  echelons until the early-entry force secures the lodgment area. The J-2 begins to set the theater, exercising.
  judgment when providing information to subordinate intelligence staffs to avoid overwhelming them.
  C-10. Key planning considerations for intelligence in force projection include—
  ⚫ Staying out front in intelligence planning:
  ▪ Begin pre-mission analysis of the OE as soon as possible.
  ▪ Develop a steady effort.
  ▪ Prioritize information requirements to develop the initial intelligence requirements.
  ▪ Identify intelligence training requirements (including augmentees).
  ⚫ Understanding how to get intelligence support:
  ▪ Understand the combatant command and deployed force intelligence architecture.
  ▪ Identify asset, sensor, and intelligence PED requirements.
  ▪ Identify personnel augmentation requirements.
  C-11. Intelligence leaders anticipate, identify, consider, and evaluate all threats to the unit throughout force
  projection operations. This is critical during the deployment and entry operations stages of force projection.
  During these stages, the unit is particularly vulnerable to threat actions because of its limited combat power
  and knowledge of the AO. Therefore, intelligence professionals emphasize providing combat information
  and intelligence products that indicate changes to the threat or relevant aspects of the OE. Intelligence leaders
  should—
  ⚫ Review available databases on assigned contingency areas, begin collaboration and pre-mission
  analysis of the OE, and develop initial IPOE products concerning the AOIs.
  ⚫ Comply with regulatory guidelines for conducting specific intelligence operations.
  ⚫ Coordinate for and rehearse using the same communications protocols that the joint force, higher
  headquarters, and subordinate and lateral units use when deployed.
  ⚫ Plan, train, and practice surging intelligence analysis on regionally aligned, likely, or developing
  contingencies.
  ⚫ Prepare and practice coordination with other elements and organizations such as—
  ▪ Intelligence units and analytical elements.
  ▪ Information operations officers.
  ▪ The USAF SWO. (See JP 3-59 and AR 115-10.)
  ▪ CA elements and units. (See FM 3-57.)
  ▪ Military information support operations elements and units. (See FM 3-53.)
  ▪ Space support elements. (See FM 3-14.)
  ▪ Special forces elements and units. (See FM 3-05 and FM 3-18.)
  ⚫ Include the following as a part of daily (sustainment) operations:
  ▪ A linguist plan with proficiency requirements.
  ▪ Training (individual and collective), including augmentees.
  ▪ Appointed and trained foreign disclosure personnel.
  ⚫ Establish formal or informal intelligence links, relationships, and networks to meet developing
  contingencies.