text: Chapter 2
  plan. The G-2 (S-2) also identifies those intelligence assets and resources that provide answers to the
  CCIRs.
  2-23. The G-2X (S-2X) (hereafter referred to as the 2X) is the doctrinal term for the counterintelligence
  and human intelligence staff officer who works directly for the G-2 (S-2). The term also refers to the staff
  section led by the 2X. The 2X manages counterintelligence and human intelligence operations to support
  the overall unit operation. The 2X section works with the G-2 (S-2) in information collection planning and
  assessing, taking developed counterintelligence and human intelligence requirements and identifying the
  proper assets to answer the requirements. This information helps develop requirement planning tools and
  the overall collection plan.
  2-24. The G-3 (S-3) is the primary information collection tasking and directing staff officer in the unit,
  tasking the organic and assigned assets for execution. The G-3 (S-3) collaboratively develops the
  information collection plan and ensures it synchronizes with the operation plan.
  2-25. The other members of the staff support the operations process. Through the planning process, staffs
  develop requirements, including CCIRs, and put those into the information collection plan. Staffs also
  monitor the situation and progress of the operation towards the commander’s desired goal. Staffs also
  prepare running estimates and continuously assess how new information impacts conducting operations.
  They update running estimates and determine if adjustments to the operation are required. Through this
  process, the staffs ensure that the information collection plan remains updated as the situation changes, the
  requirements are answered, or new requirements are developed.
  2-26. Staff members consider the following when supporting the information collection planning and
  execution:
  * Nature of the mission. Offensive, defensive, and stability or defense support of civil authorities
  operations have different requirements, timeframes, rules of engagement, and other differences.
  These differences influence information staffs require to provide recommendations or decisions.
  Unit movements before an operation begins may require a route reconnaissance.
  * Terrain and weather. Environments (urban, mountain, jungle, and desert), the size of the
  operational area, trafficability, and severe weather conditions affect when and how assets are
  deployed and may degrade sensor capabilities. Additionally, terrain management for asset
  locations is a staff responsibility when creating the information collection plan.
  * Higher commander’s intent and guidance. The commander’s intent and guidance may specify
  the initiation of collection activities or may leave leeway for subordinate commanders and staffs.
  Staffs determine how information collection activities support the commander’s visualization
  expressed in the commander’s intent.
  * The known and unknown of the enemy and environment. The commander determines the
  criticality of the information identified through CCIRs, which include the LTIOV. The
  information required drives the collection timeframe. The staff recommends requirements as part
  of the CCIR development process, ensuring that requirements remain current with the situation
  and ongoing operations.
  * Risk to collection assets. Using the risk management process, commanders include acceptable
  risk to collection assets in their guidance. This may preclude the use or early use of some types
  of assets. For example, a long-range surveillance company may be available, but the nature of
  the terrain and the enemy may dictate the use of a less vulnerable asset.
  * Rules of engagement that affect information collection activities. These may include
  limitations on where or when aircraft may fly, the use of tracked vehicles in urban areas,
  protection measures, surveillance of U.S. citizens (in defense support of civil authorities), and
  other restrictions that affect information collection activities.
  * Need for operations security. Staffs balance the need for information with the need to avoid
  revealing intentions by conducting information collection activities. Operations security may
  dictate selection of assets, such as an airborne asset instead of ground reconnaissance asset, or
  the use of military deception instead of these assets.