MCIP 2-10.1i (Formerly MCIP 2-1.01) Company Level Intelligence Cell

USMC
MCIP 2-10.1i
(Formerly MCIP 2-1.01)
Company Level Intelligence Cell
US Marine Corps
DISTRIBUTION STATEMENT C: Distribution authorized to US Government agencies

and their contractors; for official use only.
PCN 146 000014 80

USMC
CD&I (C 116)
2 May 2016
ERRATUM
to
MCIP 2-1.01
COMPANY LEVEL INTELLIGENCE CELL
1. Change all instances of MCIP 2-1.01, Company Level Intelligence Cell, to MCIP 2-10.1i,
Company Level Intelligence Cell.
2. File this transmittal sheet in the front of this publication.
PCN 146 000014 80
DEPARTMENT OF THE NAVY

Headquarters United States Marine Corps
Washington, D.C. 20350-3000
15 December 2015
FOREWORD
Marine Corps Interim Publication (MCIP) 2-1.01, Company Level Intelligence Cell, establishes the
doctrinal basis for the planning and execution of intelligence support to operations at the company level.
This publication provides the philosophy for employing intelligence activities at the small unit level
regardless of the unit type. Operational experience from Operation Enduring Freedom and Operation
Iraqi Freedom led to the development of the company level intelligence cell (CLIC). It is intended for
Marines who are involved in the planning and execution of CLIC support to operations and the development of unit-specific CLIC standing operating procedures (SOPs). It should serve as the basis for a units
intelligence section SOP.
Reviewed and approved for distribution this date.
BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS
ROBERT S. WALSH
Lieutenant General, U.S. Marine Corps
Deputy Commandant for Combat Development and Integration
Publication Control Number: 146 000014 00

DISTRIBUTION RESTRICTION C: Distribution authorized to U.S. Government agencies and their
contractors; for official use only. Other requests for this document will be referred to Headquarters United
States Marine Corps, Deputy Commandant for Combat Development and Integration, Capabilities
Development Directorate, Intelligence Integration Division, Quantico, VA.
MCIP 2-1.01 Company Level Intelligence Cell
This Page Intentionally Left Blank
Company Level Intelligence Cell

Table of Contents
Chapter 1. Fundamentals
Mission ........................................................................................................................................................................ 1-1
Execution..................................................................................................................................................................... 1-1
Objective ..................................................................................................................................................................... 1-2
Organization, Roles, and Responsibilities................................................................................................................... 1-3
Organization......................................................................................................................................................... 1-3
Personnel .............................................................................................................................................................. 1-3
Billets ................................................................................................................................................................... 1-5
Security ................................................................................................................................................................ 1-7
Planning...................................................................................................................................................................... 1-7
Planning Considerations....................................................................................................................................... 1-7
Information Management..................................................................................................................................... 1-8
Communications .................................................................................................................................................. 1-9
Training ....................................................................................................................................................................... 1-9
Equipment ................................................................................................................................................................. 1-14
Workspace.......................................................................................................................................................... 1-14
Resources for Equipment, Supplies, and Technical Support ............................................................................. 1-15
Chapter 2. Preparation of the Battlespace

Define the Battlespace................................................................................................................................................. 2-2
Describe the Battlespace Effects ................................................................................................................................. 2-3
Weather ................................................................................................................................................................ 2-3
Enemy .................................................................................................................................................................. 2-3
Terrain .................................................................................................................................................................. 2-3
Evaluate the Threat...................................................................................................................................................... 2-5
Determine Threat Courses of Action........................................................................................................................... 2-6
Chapter 3. Support to Operations

Pre-Mission Support.................................................................................................................................................... 3-2
Support to Current Operations .................................................................................................................................... 3-3
Support to Post-Mission Actions................................................................................................................................. 3-3
Conduct Debrief ................................................................................................................................................... 3-3
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Produce Reports .................................................................................................................................................. 3-3
Update Civilian and Enemy Situation Board, IPB, and Collections Planning .................................................... 3-5
Process Confiscated Detainee Materiel ............................................................................................................... 3-5
Targeting and Support to Future Operations............................................................................................................... 3-5
Chapter 4. Intelligence Collection at the Tactical Level

Collection Process...................................................................................................................................................... 4-2
Collection Process Application ................................................................................................................................... 4-2
Develop Priority Intelligence Requirements........................................................................................................ 4-3
Determine Indications.......................................................................................................................................... 4-3
Briefing ....................................................................................................................................................................... 4-3
Debriefs ....................................................................................................................................................................... 4-3
Post-Debrief Actions................................................................................................................................................... 4-4
Detained Personnel Processing ................................................................................................................................... 4-5
Confiscated Materiel Processing................................................................................................................................. 4-5
Documents ........................................................................................................................................................... 4-6
Materiel ................................................................................................................................................................ 4-6
Chapter 5. Analysis
Appendices
A
B
Resources and Technical Support....................................................................................................................... A-1

Targeting Tools....................................................................................................................................................B-1
Glossary
References and Related Publications
iv
CHAPTER 1
FUNDAMENTALS
The company level intelligence cell (CLIC) supports the analysis and exploitation of information collected
at the small unit, tactical level such as companies, platoons, and squads. However, the CLIC is not a substitute for the units intelligence section. The CLIC serves to enhance and facilitate intelligence operations at
the lowest tactical level. Battalion and company planners must integrate the capabilities of the CLIC into
their operations and information and data management plans. Failure to implement the CLICs capabilities
will render ineffective intelligence operations at the company level.
The size and configuration of tasks assigned to a CLIC will vary by mission and commander. Typically,
infantry companies are the primary users of the CLIC. However, other elements of the Marine air-ground
task force (MAGTF) have also implemented the CLIC. Within the ground combat element, light armored
reconnaissance, artillery, assault amphibian units, and tanks have employed their own CLICs. Within the
logistics combat element, the Marine logistics group and combat logistics battalion units have employed
CLICs. Some Marine wing support squadron units within the aviation combat element have also employed
CLIC techniques within a flight line intelligence center.
MISSION
The CLICs mission is to provide accurate, relevant, and timely knowledge about the enemy, indigenous
populations, and the surrounding environment to the company and to higher, adjacent, and supporting
units. The CLIC accomplishes its mission by executing the intelligence cycle at the company level, which
provides enhanced intelligence information from the lowest operating level to higher headquarters, reduces
uncertainty, and supports the commanders decisionmaking process.
EXECUTION
The CLIC is synchronized with the battalion S-2 and fosters mutually supporting relationships with command and control (C2), intelligence, and operations sections at the lowest level. As a result of the synchronization, higher headquarters intelligence sections are provided intelligence from units operating at the
lowest level.
The quality and format of the information provided by the CLIC have a direct impact on the success of its
unit. Therefore, in order to support intelligence collection, fusion, and production at the lowest tactical
level, the commander must deliberately plan for, man, train, and equip the CLIC. The CLICs effectiveness
is contingent upon its ability to fuse diverse forms of information, from both inside and outside the company sector, in order to aid the company commanders decisionmaking process. Company level intelligence cell analysis focuses on company operations; however, the CLIC also has the ability to report and
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help populate the overall common operational picture. If managed properly, the CLIC assists the commander in mitigating battlefield effects and operational expectations across the spectrum of operations.
The CLIC will integrate into the unit planning process and company combat operations center (COC) to
provide timely and relevant intelligence support to future and current operations at all unit levels (see page
1-7 for a discussion on planning). Intelligence support, which includes the threat as well as the physical and
sociopolitical environment, is specifically tailored to the units battlespace. As an integral part of the company COC, the CLIC facilitates the accomplishment of all intelligence and operations tasks to support the
companys mission with available resources over the specified period of time. Command and control tasks
resulting from the commanders mission analysis will determine the final form of the units CLIC and company COC. For example, units executing light infantry tactics form different CLICs than units conducting
missions from forward operating bases with motorized assets.
The deliberate employment of the CLIC will provide the commander with an organized methodology for
developing situational awareness and intelligence information management as well as strengthen the overall decisionmaking processes. A well-planned and well-implemented CLIC unit employment will
Support the commanders intent and objectives.
Assist in the development of the situation.
Provide indications and warnings of activity and changes in the security environment.
Provide support for force protection.
Provide target development and support (both lethal and nonlethal).
Support combat assessment.
Integrate subject matter experts and intelligence enablers sent from higher, adjacent, and supporting
units.
Integrate the CLIC into the unit operational processes with regard to
Future operations by generating intelligence requirements (IR) for targeting and mission planning.
Current operations by conducting mission pre-briefs and performing intelligence tasks in the company
COC.
Post-mission actions by conducting debriefs and providing intelligence preparation of the battlespace
(IPB) updates.
Synchronize the CLIC with battalion intelligence operations by
Coordinating planning processes at all operating levels.
Developing a unit information management plan that ensures that the CLICs information is collected
and disseminated to support the higher, adjacent, and subordinate units.
Employing automated intelligence software applications to record, filter, analyze, and disseminate significant activities and intelligence information.
OBJECTIVE
Developing accurate situational awareness (SA) with limited and uncertain information under severe time
constraints is the fundamental challenge of information management. Some level of SA can be achieved
through the analysis of raw data; however, an intelligence cell can reduce information ambiguity and provide analysis in order to build SA. As information moves through the intelligence hierarchy, SA is inevitably strengthened. Enhanced SA enables the commander to assess situations more accurately and visualize
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future conditions and operations more effectively. The CLICs main objective is to provide, at the company
level, an analysis, production, and dissemination capability that gives the commander SA of the battlespace
and enables mission accomplishment.
The CLIC is most effective when it executes current operations, post-mission actions, and future operations
in support of the commander. Current operations consist of elements such as the mission pre-brief, collections planning, and intelligence function support in the company COC and, as required, mission field support (e.g., participating in patrols to gather intelligence, conducting site exploitations (SEs) within means
and capability). Post-mission actions include, but are not limited to, conducting the mission debrief. Future
operations are categorized into, but not limited to, updating the IPB and collections plans, submitting
reports to higher headquarters, and adjusting target packages as appropriate.
When properly employed, the CLIC will provide the company with the capability to generate intelligence
for immediate use. In order for this to be fully utilized, CLIC intelligence must be routed to the intelligence
section at the battalion/higher headquarters. The CLICs information can be integrated into the development of a comprehensive intelligence picture, providing valuable intelligence not only to its organic unit
but also to adjacent and higher units.
The CLICs intelligence is intended to support current and future operations and the execution of post-mission actions. It is also important to note that CLIC intelligence provides integral support to targeting.
ORGANIZATION, ROLES, AND RESPONSIBILITIES

The company commander and subordinate leaders determine the structure, manning, and integration of the
CLIC. Their most important decision is to select the best qualified individuals to form the CLIC.
Organization
The CLIC and company COC should be organized to simultaneously execute current and future
operations as well as post-mission actions. The organization of the CLIC is flexible; however, it is
important to be cognizant of the operational tempo, mission needs, and personnel available when
determining organization. In addition, adequate manning for sustained, 24-hour operations must be taken
into account. Personnel assigned to the CLIC are selected from within the unit and should be highly
capable, well-qualified individuals.
The CLIC relationship with the company and battalion headquarters must be well-defined. Figure 1-1, on
page 1-4, illustrates the organization of the CLIC as it might be configured for an infantry battalion. Internal structure and additional augmentation will vary based on mission specifics.
Personnel
The quality of the CLIC and COC products and their value to the company are directly related to the quality of the Marines who are chosen to do the work. There are a few baseline skills that all intelligence
Marines should possess for assignment to a CLIC:
Ability to operate digital camera and video assets.
Basic computer competency, to include operating word processing and presentation programs.
Effective writing skills.
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Battalion Commander
Battalion COC & Staff
Co Commander
Plt Commander
Nonorganic Assets
CAG, CHD, LN Reps,
RadBn, NGO
CLIC Chief
1x 03XX
Intel Specialist
1x 0231
Analysis
1x 03XX
Plt Reps to CLIC

1x 03XX
Collections
1x 03XX
CLIC personnel
Legend:
CAG - civil affairs group
Co - company
Intel - intelligence
LN - local nationals
NGO - nongovernmental organization

Plt - platoon
RadBn - radio battalion
Reps - representatives
Figure 1-1. Notional Infantry Battalion Company Level Intelligence Cell Organization.
Ability to develop presentations.

Verbal communication skills to convey information actively and clearly through formal and informal
briefs.
Time and commander considerations dictate the units CLIC selection process. Some units choose to select
personnel at the last minute, while others execute a rigorous process of multiple interviews and essay submissions. Company level intelligence cell personnel must, at a minimum, qualify and be eligible for an
interim SECRET clearance while also taking into consideration the following recommended criteria:
Length of time with the unit.

Combat tour/deployment experience.
Above average general technical score.
Performance history.
College experience.
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Language aptitude.
Computer skills (hardware/software).
High level of individual initiative.
Analytical abilities (problem solver).
Desire to provide fellow Marines with better information.
Billets
Company level intelligence cells are composed of both Marines in intelligence and nonintelligence military
occupational specialties (MOSs). The goal is to have one intelligence Marine (MOS 0231 intelligence specialist) assigned to the CLIC; however, lessons learned have shown that one MOS 0231 cannot adequately
perform all CLIC duties in a sustained manner. Therefore, commanders should also staff their CLICs with
Marines in nonintelligence MOSs.
Battalion S-2. The battalion S-2 assists the battalion commander by supervising the overall collection plan
for the battalion and the development of information requirements and planning. Battalion S-2 personnel
are responsible for providing guidance and support to the CLIC. The battalion S-2 coordinates training for
the Marines assigned to the CLIC by their respective companies. The battalion S-2 provides support to the
CLIC through collection assets, analysis, and reachback capability to higher commands and national and
theater level assets.
Company Commander. Intelligence is an inherent responsibility of command, with the commander being
the most important part of the success or failure of the CLIC. In order for the CLIC to be successful, the
commander should
Publish a written plan for CLIC development and implementation.
Provide guidance and direction ensuring that the intelligence developed satisfies the commanders
requirements.
Develop priority intelligence requirements (PIRs) specifically tailored to the area of operations (AO).
Provide direction in the scope of the IPB effort, preferred product formats, and priorities for production
requirements.
Participate in the analytical process and provide focus for the production effort.
Evaluate the product and provide feedback.
CLIC Chief. The CLIC chief supervises the CLIC and assists the watch officer, ensuring that future and
current operations are supported. The CLIC chief is the senior Marine assigned to the CLIC and receives
guidance from the company commander and the executive officer. The CLIC chiefs primary duties include
the following:
Supervising CLIC operations and personnel.
Requesting organic and nonorganic support and integrating it into the collection effort.
Supervising the collection management process and the dissemination of battalion PIRs and company
specific orders or requests (SORs).
Conducting and coordinating intelligence briefs to support operations.
Supervising intelligence support to unit target packages and the production and dissemination of intelligence reports.
Coordinating the dissemination of local area maps, imagery, and intelligence products.
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Requesting intelligence products from the battalion S-2.

Communicating and coordinating intelligence with higher, adjacent, and supporting units.
Assisting in the enforcement of active and passive operational security measures.
Coordinating active and passive counterintelligence (CI) measures with CI personnel.
Intelligence Specialist. The only trained intelligence Marine in the CLIC is the intelligence specialist
(MOS 0231). The intelligence specialist receives direction and tasking from the CLIC chief and conducts
advanced analytic tasks. The CLIC intelligence specialists primary tasks include the following:
Conducting intelligence briefs in support of operations.
Conducting debriefs to support and direct the collection effort.
Producing and disseminating intelligence reports.
Providing intelligence support to unit target packages.
Processing, disseminating, and exploiting information gained through SE, tactical questioning (TQ),
tactical debriefing, and document exploitation.
Mentoring and assisting CLIC analysts and CLIC collections clerks.
CLIC Analysts. The CLIC analysts conducts intelligence production and dissemination of required intelligence reports for submission to higher, adjacent, supported, and supporting units. The CLIC analysts
assist in operational planning, company targeting boards, and mission preparation (e.g., high-payoff targets, high-value targets [HVTs], high-value individuals [HVIs], and persons of interest). Additionally, the
CLIC analysts will
Record, update, and maintain intelligence databases using C2 and intelligence applications.
Assist in the production of intelligence briefs to support operations.
Collate and input collected information into the appropriate systems for analysis, production, and dissemination.
Perform link analysis on reported targets and the population at large.
Produce or request local maps, imagery, and intelligence products within capability.
Conduct friendly pattern analysis.
CLIC Collections Clerk. The CLIC collections clerk focuses on developing the company level intelligence
collection plan, IRs, and specific information requirements (SIRs), which will support the overall battalion
collection plan developed by the battalion S-2. Additionally, the CLIC collections clerk will
Pre-brief and debrief patrols, convoys, and guard rotations in order to sensitize and recover collected
information derived from PIRs, SIRs, and SORs.
Track enemy activity on enemy situation maps maintained by the CLIC watch.
Request organic and nonorganic intelligence, surveillance, and reconnaissance assets.
Collect, input, search, and analyze data from automated biometric systems.
Coordinate with targeting analysts to fill intelligence gaps on designated targets (e.g., high-payoff targets, HVTs, HVIs, and persons of interest).
Collect and report on be on the lookout (BOLO) vehicles.
Assist in the enforcement of active and passive force protection measures.
Conduct collections and collection requirements briefs in support of operations.
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Process, disseminate, and exploit information as it pertains to collections.

Analyze information gained through SE, TQ, and document and media exploitation.
Process unit imagery support requests to the battalion S-2.
CLIC COC Personnel. The COC is at the forefront of the interaction between the CLIC and the company.
A representative of the CLIC will man the COC at all times. In addition to working alongside the company
commander and his staff to influence the companys tactical operations, the CLICs COC personnel are
responsible for the following:
Tracking enemy activity and submitting intelligence information in accordance with battalion standing
operating procedures (SOP).
Maintaining the intelligence journal, the enemy situation map, and the intelligence read board in the
command post (CP).
Updating pattern analysis products.
Briefing and debriefing patrols, convoys, and guard rotations.
Performing quality control on intelligence database entries (e.g., checking for completeness of information and correct formatting, checking date/time stamp).
Security
Company level intelligence cell Marines must receive focused instruction on operations security. At a minimum, CLIC personnel must be instructed on the following:
Preventing disclosure of any information concerning activities of the United States that may be of value
to any actual or potential enemy.
Recognizing and reporting to appropriate authorities any evidence of sabotage, espionage, subversion,
treason, sedition, or terrorism.
Ensuring that personnel are in compliance with current information security and intelligence oversight
regulations.
Following current established regulations as they pertain to the release of information to partner nations.
Ensuring compliance with the published security directives of battalion and higher headquarters.
PLANNING
The purpose of collection and analysis is to enable informed decisions. Intelligence must reach the right
people in an understandable format and in a timely manner in order to affect the decisionmaking process. In
order to establish guidance and direction for the successful deployment of the companys limited resources,
deliberate planning for the implementation of the CLIC is required.
Planning Considerations
Employing a CLIC is a complex process that requires deliberate planning by the unit. The unit must execute actions with internal assets and utilize available external resources to assist in training, such as Marine
Corps Intelligence Schools. Actions within the unit are not limited to the intelligence section but must be
coordinated and jointly executed with the commander and primary staff. The CLICs roles and responsibilities are based on the mission and will vary by unit.
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Company level intelligence cell SOPs should be established early in the predeployment training plan,
thereby allowing integration of CLIC Marines into company operations. Company level intelligence cell
Marines should be identified at the earliest opportunity during a unit predeployment training plan. It is vital
that the identified CLIC Marines remain in their roles for the duration of the predeployment training plan
and follow on deployment. Figure 1-2 provides an example of unit actions (in order of priority) that result
in successful CLIC implementation and provides estimated timelines for these actions. The duration periods indicated in figure 1-2 are provided as examples and will require adjustment based on each units capabilities and resources. Tables 1-1 through 1-6, on pages 1-9 through 1-14, provide specific details for each
step illustrated in figure 1-2.
Legend:
Cdr - commmander
Co - company
1stSgt - first sergeant
GySgt - gunnery sergeant
Ldrs - leaders
MRX - mission readiness exercise

OPT - operational planning team
Plt Sgts - platoon sergeants
Sqd - squad
XO - executive officer
Figure 1-2. Unit Actions and Timeline for Company Level Intelligence Cell Effort.
Information Management
Information management provides a timely flow of relevant information to the commander and includes all
activities involved in the identification, collection, filtering, fusing, processing, focusing, dissemination,
and usage of information. At the company level, the CLIC must adhere to the information management
standards provided for within the battalion S-2s SOP in order to facilitate the rapid movement of information. Company level intelligence cell Marines should understand and comply with the guidance set forth in
Marine Corps Warfighting Publication (MCWP) 3-40.2, Information Management.
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Table 1-1. Determine Unit Company Level Intelligence Cell Course of Action.
What
Why
OPT for COA development and wargaming of unit CLIC program.

End state:
Set intent and direction on effort.

Lead:
Required:
Who
Recommended:
When
Start:
Complete:
Where
How
Draft unit CLIC LOI, or FRAGORDs.

S-2.
CO, XO, SgtMaj, S-2, S-3, S-4, S-6.
S-2 chief and S-3 chief can provide valuable insight on execution as well as build greater
understanding and support with enlisted personnel in the Bn.
As soon as required, personnel are in place for next deployment. NLT MRX-100.
MRX-95.
Bn CP.
1.
S-2 reviews unit CLIC LOI/FRAGORDs generated by other units and uses them to guide the discussion, build upon previous successful efforts, and mitigate failures, thereby saving time.
2.
OPT members review background materials: see smartpack 1 on CLIC Web site.
3.
Hold OPT.
4.
S-2 presents unit CLIC draft LOI to CO.
5.
CO issues LOI/FRAGORDs to OPT, company cdrs, 1stSgts before issuing them to the Bn.
Legend:
NLT - not later than
SgtMaj - sergeant major
Bn - battalion
cdr - commander
CO - commanding officer
FRAGORD - fragmentary order
LOI - letter of instruction
Communications
To ensure effective transmittal of data and information as well as dissemination of finished intelligence
products, CLIC communications requirements should be incorporated into both company and battalion
communications SOPs.
TRAINING
Formal training ensures that nonintelligence Marines assigned to the CLIC understand the fundamentals
of CLIC functionality and the intelligence cycle. All personnel involved in the development and use of
intelligence must be aware of their role in the process. Nonintelligence Marines are required to undergo
formal training conducted by certified infantry tactics instructors-intelligence. As the analytical skill of
the CLIC Marine improves, more complicated taskssuch as IPB, development of enemy courses of
action, and the writing of company IRsshould also be taught. Training that is provided by Regional
Intelligence Training Centers (RITCs) and online courses enhance a CLIC Marines training, but they do
not replace the need for in-house training by the battalions intelligence sections during predeployment
training program workups.
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Table 1-2. Conduct Training for Unit Leadership.
What
Why
Conduct CLIC training for unit leadership.

End state:
1. Effectively employ Marines for intelligence operations within Bn and company AOs.
2. Use intelligence to conduct more effective operations.
Lead:
Who
Supporting:
Why
Where
Unit LDRs understand required actions to support intelligence operations by company.
S-2 officer and S-3 officer.

S-2 chief and S-3 chief.
Start:
NLT MRX-70.
Complete:
NLT MRX-50.
Bn CP and other locations as needed, such as SIPRNET locations, Div/MEF classrooms, FEXs.
Company cdrs, XOs, company 1stSgts, company GySgts, plt cdrs, plt sgts, sqd LDRs, fire team LDRs.
How
Detailed review of Bn LOI/FRAGORD for CLIC implementation.

Review background materials: see smartpack 1 on CLIC Web site.
Review day 1 CLIC curriculum material.
Legend:
MEF - Marine expeditionary force
plt - platoon
sgt - sergeant
sqd - squad
Bn - battalion
cdr - commander
Div - division
FEX - field exercise
LDR - leader
Table 1-3. Conduct Company Level Intelligence Cell Personnel Selection.

What
Why
Conduct screening for CLIC staff.

End state:
Provide staff for CLIC execution.

Lead:
Who
Supporting:
When
Where
How
5 or 6 CLIC Marines chosen for each company.

Company commanders.
S-2 officer and S-2 chief.
Start:
NLT MRX-95.
Complete:
NLT MRX-70.
Bn CP.
1.
Refer to unit CLIC LOI/FRAGORD.
2.
Understanding of personal background to determine eligibility for SECRET clearance.
3.
Interview, essay submission, and TDG.
Legend:
Bn - battalion

TDG - tactical decision game
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Table 1-4. Conduct Training for Company Level Intelligence Cell Marines.
What
Why
Who
When
Where
Conduct CLIC training for CLIC Marines.

End state:
CLIC Marines are prepared for CLIC duties and responsibilities.
Prepare for CLIC duties and dynamics with leadership and supported Marines.
Lead:
Supporting:
S-2 officer.
S-2 chief and CLIC chief.
Start:
NLT MRX-70.
Complete:
NLT MRX-50.
Bn CP and other locations as needed, such as offices, classrooms, and FEXs.

Refer to the unit CLIC LOI/FRAGORD.
CLIC Marines and other designated personnel; e.g., Bn 0231s, company XO.
Stage 1 - Preparation
1. Read same background materials as CLIC OPT.
2. Review day 1 CLIC curriculum material.
How
Stage 2 - CLIC Training by MCIS

1. CLIC course.
2. CLIC intelligence systems troubleshooting workshop (maybe some Bn S-6 personnel).
Stage 3 - Sustainment and Rehearsal
1. CLIC Marines present class intelligence brief to company and Bn SNCOs.
2. IPB and intelligence brief for company and Bn FEXs (including MRX) and/or theater AOs.
3. MRX execution.
Legend:
SNCO - staff noncommissioned officer
Bn - battalion
FEX - field exercise
MCIS - Marine Corps Intelligence Schools
The current RITCs CLIC curriculum and training program can serve as an important resource for the unit.
Future fiscal environments, however, may eliminate the RITC as a resource; therefore, it is the deliberate
responsibility of the individual unit to plan and execute CLIC training. The CLIC training program provided by the RITCs is part of a larger effort to provide training resources to the operating forces for intelligence training. The elements of the CLIC training program are outlined in figure 1-3 on page 1-12.
Note: The RITC CLIC curriculum is more basic (1000 level) than those listed in
the infantry training and readiness (2000 level). Therefore, the unit must be
prepared to train itself on 2000-level tasks in the Infantry Training and Readiness
Manual.
Units may request training through the CLIC Web site/the local CLIC training team at the following
Marine Corps bases: Camp Pendleton, CA, Twentynine Palms, CA, and Camp Lejeune, NC. Historically,
the biggest challenge for units conducting CLIC training has been executing sustainment training for their
CLICs (and supported units) effectively after CLIC training has been provided by the RITCs. The CLIC
Web site posts training packages used by other units in order to mitigate this issue. In addition, computerbased training (via on line classes) on basic intelligence is offered through MarineNet. These contribute
to an overall understanding of basic intelligence practices; however, they should not take the place of
CLIC training.
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CLIC Employment
Overview
CLIC command
engagemant brief
CLIC Intelligence
Systems Troubleshooting
Workshop
CLIC Course
CLIC Sustainment
Support
IPB
Hardware familiarization
On-line references
Support to tactical
collection/R&S, analysis,
and targeting
System recovery
Consultation with local

CLIC MTT
MarineLink functionality
Basic network administration
System configuration
Basic MS Windows
administration
SOP refinement
Spartan resolve
EMV observation
MarineLink administration
Bn & Co Ldrs, Bn Staff
(officer + enlisted)
CLIC Marines
2 per Co, Bn S-2 0231s
Bn S-2 0231s
2 per S-6
Co XOs
CLIC student notebook
CLIC command
engagement brief
Unit CLIC COA development
CLIC practical application

manual
CLIC intelligence systems

handbook
Bn S-2
CLICs
MCWL CLOC leadership

package
55 personnel
44 personnel
27 personnel
CLIC smartpack
1-2 hours
10 days/80 hours
3 days/24 hours
Per request
Legend:
Bn - battalion
Co - company
CLOC - company level operations center
EMV - electromagnetic vulnerability
Ldrs - leaders
MCWL - Marine Corps Warfighting Laboratory

MS - Microsoft
MTT - mobile training team
R&S - reconnaissance and surveillance
Figure 1-3. Company Level Intelligence Cell Training Program.
The RITC CLIC training program is included under the Intelligence Training Enhancement Program
(ITEP). Other ITEP programs include signals intelligence training and enhancement and refresher training
for intelligence MOSs. Units requesting ITEP training will receive support via one or all of the following
methods: dedicated instruction, train-the-trainer, or training curriculum for unit delivery. Dedicated ITEP
instruction in these programs will most likely be delivered via the RITC located at Camp Pendleton, CA,
Twentynine Palms, CA, and Camp Lejeune, NC.
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Table 1-5. Generate Company Level Intelligence Cell Standing Operating Procedures.
What
Why
Confirm how CLIC will support planning.

End state:
Effectively and efficiently employ Marines and logistical resources for intelligence ops within Bn and company AOs.
Lead:
Who
Supporting:
When
Where
CLIC operations are supporting information requirements for planning.

S-2, S-3, S-4, and S-6 officers , Bn IMO, and company cdrs.
S-2 chief, S-3 chief, company XOs
Start:
NLT MRX-70.
Complete:
NLT MRX-40.
Bn CP.
How
1.
Articulate how CLIC will support current ops, future ops, and post-mission actions.
2.
Articulate how CLIC will provide mission pre-briefs, receive reporting, and conduct debriefs.
3.
Confirm CLIC information products.
4.
Diagram CLIC information routing (primary/alternate/tertiary).
5.
Confirm CLIC equipment suite. Coordinate with Bn communication architecture.
6.
Diagram CLIC area layout in coordination with company COC.
7.
Create formats and templates for reporting.
8.
Create a sample battle rhythm.
Legend:
ops - operations
Bn - battalion
cdr - commander
IMO - information management officer
The RITC provides the initial training required to effectively stand up a CLIC. However, it is incumbent
upon the battalion S-2 and battalion S-3 to program regular CLIC sustainment and enhancement training
into the battalion training schedule to maintain and build upon the initial skills. When building and maintaining an effective CLIC capability, the following training programs are important:
Operations systems training by the MAGTF Integrated Systems Training Center, which includes a biometric automated toolset.
Company COC training by the Marine Corps Tactics and Operations Group and MAGTF Integrated
Systems Training Center.
Combat hunter by School of Infantry - East and West.
Tier 1 unmanned aerial system (Wasp/Raven-B) training by Marine Corps Systems Command (Naval
Air Systems Command).
1-13

Table 1-6. Coordinating and Procuring Company Level Intelligence Cell Equipment.
What
Why
Equip CLIC with tools to conduct their tasks effectively.

End state:
Provide CLIC with resources to support the unit with intelligence operations.
Lead:
Who
Supporting:
When
Where
CLIC equipment suite provides resources for task accomplishment.

S-2, S-4, and S-6 chief and company GySgt.
Unit-designated 0231 and company property NCO.
Start:
NLT MRX-70.
Complete:
NLT MRX-30.
Bn CP.
Refer to unit CLIC SOP.
How
Refer to EDL from ECO gear issue.

1.
Refer to theater FRAGORDs from HHQ G-2.
2.
Contact relief in place/transfer of authority to confirm on-hand equipment and on-site conditions.
3.
Overlay equipment with CLIC area layout, coordinate with company COC equipment.
Legend:
NCO - noncommissioned officer
Bn - battalion
ECO - enhanced company operations
EDL - equipment density list
HHQ - higher headquarters
Specific intelligence tradecraft is available from the Center for Marine Expeditionary Intelligence Knowledge at Marine Corps Intelligence Activity. Structured models, approaches, and techniques describing specific ways of conducting basic intelligence tasks are available as downloaded courses from the Center for
Marine Expeditionary Intelligence Knowledge on both SECRET Internet Protocol Router Network
(SIPRNET) and Nonsecure Internet Protocol Router Network (NIPRNET).
EQUIPMENT
The CLICs equipment is integrated into the units COC and overall information management plan and
must facilitate performance of tasks for its supported unit. In order to be effective, the CLIC must have
dedicated workspaces and a suite of gear exclusively for its use. These include items such as office supplies, desks, computers, printers, software, tactical site exploitation kits, and any other gear identified as
necessary to fulfill the CLICs role as defined by the company commander.
Workspace
In order to successfully conduct operations, the CLIC requires two workspaces: one space located in the
COC and one space that will serve as a classroom environment and could potentially be used to conduct
mission pre-briefs and mission debriefs and update the IPB. If the CLIC is integrated into the company
COC, then additional workspace for the CLIC to operate within the COC will be required. In order to
prevent unnecessary distractions that may inhibit the COC, lessons learned indicate that the CLICs
1-14
workspace for mission pre-brief or debrief and IPB updates should be separate from the CLICs COC
support workspace.
Resources for Equipment, Supplies, and Technical Support

Intelligence equipment and supplies should be coordinated through the battalion S-6. Additional assistance
can be provided by contacting the local G-2 or S-2 and technical support to the operating forces at the local
intelligence battalion.
Historically, equipment lists and equipment fielding have presented special challenges for Marine Forces
Reserve units. It is recommended that they contact higher headquarters or United States Marine Corps
Forces Reserve annually to obtain the most recent equipment density list. Upon mobilization, the unit S-2
should visit the local, higher supporting command in order to conduct initial coordination for potential
future intelligence equipment servicing and supply needs. See appendix A for contact information for intelligence systems technical support
1-15
1-16
CHAPTER 2
PREPARATION OF THE BATTLESPACE
Intelligence preparation of the battlespace is a systematic, continuous process of analyzing the threat
and environment in a specific area. The commander uses IPB to understand the battlespace and the
options it presents to friendly and threat forces. By applying the IPB process, the commander gains the
information necessary to selectively apply and maximize his combat power at critical points in time and
space on the battlespace.
The CLIC has the ability to conduct all IPB requirements based on their training, intelligence environment,
and communications environment and the availability of intelligence assets. In addition, the granularity
provided by the CLIC will balance the intent and needs of the commander and the information available
to analysts.
For example, counterinsurgency (COIN) IPB requires existing data to be analyzed and assessed in a
different manner because it is focused on the local populations potential courses of action (COAs). See
figure 2-1 for intelligence considerations in various operational environments.
COIN/IW
Census Ops; Kinetic/Nonkinetic Targeting; Economic Targeting and Analysis;

Black/White CA; IO Theme Design and Delivery with Cultural Attenuation;
Interagency Integration
Degree of Difficulty
Advanced/
Unconventional
Conventional
Nonkinetic Targeting; Link Analysis; Operationalized Pattern Analysis;

Demographic Mapping and Leadership Analysis; CHD Integration;
Effective Intelligence Cells to Companies
Kinetic Targeting; Pattern Analysis; Trend Analysis;

UAS Employment; RadBn Employment; TFC Integration;
EMAC and TSE at Subordinate Elements
Weather Effects Operationalized; SOPs for Section

Operation Published; Watch Procedures Refined,
IM/Share Drive Organization; POI for Analysts as
Part of PTP
Basic Skills
Legend:
POI - program of instruction
PTP - predeployment training program
RadBn - radio battalion
TFC - tactical fusion center
TSE - tactical site exploitation
UAS - unmanned aerial system
EMAC - every Marine a collector

IM - information management
IO - information operations
IW - irregular warfare
Ops - operations
Figure 2-1. Intelligence Support Across the Spectrum of Operations.

2-1
Regardless of the specific mission, the fundamentals of IPB are the primary analytical methodology used to
produce intelligence in support of the decisionmaking process. Intelligence preparation of the battlespace
furnishes a framework for integrating intelligence and operations throughout the production, dissemination, exploitation, and analysis cycle. See figure 2-2 for a representation of this process.
Define the Battlespace

Evironment
Determine Threat COAs
1
Mission
3
Evaluate the Threat
Describe the
Battlespace Effects
Figure 2-2. Intelligence Preparation of the BattlespaceThe Process.
DEFINE THE BATTLESPACE

In order to maximize the use of available resources, including time and personnel, each resource must be
used only on the commanders areas of interest (AI). Clear boundaries must be set in order to prevent use of
resources in areas, or on topics, not relevant to the operational needs of the commander.
The CLIC should consider both current company operations and the battalions mission when identifying the
physical limits of friendly and enemy territory and outlining the AO, area of influence, and area of interest.
When the CLIC is identifying significant characteristics of the environment, they should examine the AIs
physical environment and the influences of the people who occupy that area to include the following:
Geography (weather/terrain).
Population demographics.
Political/socioeconomic factors.
Infrastructures.
Threat forces.
Once aware of the physical environment, the intelligence planner can evaluate the human dynamics within
the AI caused by the population centers or groupings. Items that should be taken into consideration within
the AI include the following:
Physical lines of communications (LOCs).
Tribal boundaries.
2-2
Demographic boundaries.
Geographic boundaries.
Economical boundaries.
Cultural boundaries.
The CLIC must identify the amount of detail required in the IPB and feasibility of completing the IPB
within the time available. Intelligence planning requires an examination of the information gained throughout the IPB process. This IPB effort should result in a better understanding of the physical and cultural
influences on the commanders operational scenario and yield suggested areas for IPB and COAs. Therefore, the following must be taken into consideration:
Collecting initial intelligence for baseline IPB and identifying intelligence gaps based on the commanders operational scenario, commanders intent, and possible COAs.
Collecting the material and intelligence required to conduct the remaining IPB.
Analyzing and evaluating a previous units turnover products (e.g., updated IPB, targeting products)
if available.
DESCRIBE THE BATTLESPACE EFFECTS

Company level intelligence cell analysts must identify and analyze the various influences that may impact
civilian life and military operations. Basic considerations include weather, enemy, and terrain, but the commander may prescribe additional considerations.
Weather
It is vital that the effects of weathervisibility, winds, precipitation, cloud cover, and temperature and
humidityon civilian life and military operations be identified and analyzed.
Enemy
When deciding on the civil and military factors to be examined in the analysis of the battlespace, consider
both civilian personnel and equipment and military personnel and equipment.
Terrain
It is vital that elements of terrain be analyzed from both the friendly and enemy perspectives. There are
numerous models and formats used to identify terrain information; however, the most commonly used
methods are
The memory aid KOCOA:
Key terrain (population centers, access control points, LOCs).
Observation and fields of fire (Where can friendly and enemy forces see and shoot from?).
Cover and concealment (from fire/view of friendly and enemy forces).
2-3
Obstacles (manmade or natural, political, LOCs, or rules of engagement).

Avenues of approach (mounted and dismounted ingress/egress routes).
Areas, structures, capabilities, organizations, people, and events (ASCOPE) (fig. 2-3 provides examples
of ASCOPE format models):
Areas.
Structures.
Capabilities.
Organizations.
People.
Events.
Areas
Structures
Capabilities
Organization
People
Events
Tribe
Cemeteries
Sewer
Tribal
Phones
Weddings
Families/clans
Religious shrines
Water
Family/clan
Speeches
Birthdays
Ethnicity
Houses of worship
Electrical
Religious
Economic districts
Bars/tea shops
Academic
Ethnic
Face-to-face meetings
Religious gatherings
Smuggling routes
Social gathering
places
Trash
US/coalition forces
Media (radio)
Funerals
Medical
Governmental
agencies
Media (TV)
Major religious
events
National boundaries
Social classes
Political districts
Military districts
School districts
Road systems
Water sources
Water coverage
Water districts
Construction sites
Gang territory
Safe areas/
sanctuaries
Trade routes
Power grids
Print shops
Internet cafes
Television stations
Security
Farmers or unions
Market
Community organizations
Radio stations
Employment and
commerce
Hospitals
Crime and justice
Banks
Basic needs
Illicit organizations
Insurgent groups
Dams
Public health
Bridges
Economic (jobs)
Police stations
Religion
Gas stations
Displaced persons
and refugees
Military barracks
Jails
Water pumping
stations
Military/milia units
Gangs
Political voice
Civil/individual
rights
Business organizations
Visual (graffiti,
signs)
Anniversaries of
wars/battles
Holidays
Visual (videos,
DVDs)
Harvests or plantings
Audio (pirated or
illegal radio)
Reconstruction
openings
Rallies or demonstrations
Town or council
meetings
Restaurants
Elections
Police
Door-to-door
Sports events
Nomands
Internet
Displaced persons
and refugees
Market
Volunteer groups
Oil/gas pipelines
Media (print, newspapers)
Water lines
Intergovernmental
organizations
Power lines
Political
Storage facilities
Contractors
Nongovernmental
organizations
Labor unions
Sports
Religious gatherings
Parks
Family gatherings
Gas lines
Bars/tea shops
Food lines
Job lines
Figure 2-3. Typical Civil Considerations Within Each Areas,

Structures, Capabilities, Organizations, People, and Events Category.
2-4
EVALUATE THE THREAT

A threat is defined as any force, group, person, action event, or condition that would cause a commander to
fail to achieve the specified end state and therefore the mission. Different types of military operations will
require specific threat identification. For example, conventional and COIN operations have significantly
different IPB considerations and require attention to the motivations of the threat, relationships between the
actors, and pattern of life changes. See figure 2-4 to compare COIN IPB and conventional IPB for
evaluating the threat.
COIN Considerations for IPB
Conventional IPB
Eight Dynamics of the Insurgency
Order of Battle
Leaders of the insurgency
Composition
Ideology of the insurgency
Disposition
Objectives
Strength
Environment and geography the insurgency

prefers
Tactics
Internal support to the insurgency
Training
Logistics
External support to the insurgency
Combat effectiveness
Phase of the insurgency
Electronic/technical data
Organizational and operational patterns

Description of TTP (shown graphically) with
intelligence and analysis products
C2 warfare data
Miscellaneous data
Doctrinal template
Identification of HVTs
Description of tactics and options
Threat model
Identification of HVTs
Defense
Legend:
TTP - tactics, techniques, and procedures.
Figure 2-4. Evaluate and Classify the Threat.
Pattern analysis and link analysis are techniques used to identify the threat. Pattern analysis is used to produce incident overlays for specific time periods. Link analysis is used to highlight associations or contacts
between persons, events, activities, and organizations. In a new AO, critical capability, critical requirement,
and critical vulnerability are useful tools used to identify the threat. See Joint Publication (JP) 5-0, Joint
Operation Planning, for more information.
In order to describe the possible impact on friendly operations and to influence the commanders decisionmaking options/process during analysis, CLIC personnel must try to fuse the threat and the environment to
construct likely COAs. Considerations for COIN IPB will also be useful in threat models for crisis
2-5
response and limited contingency operations. Conventional warfare and COIN models reflect an asymmetric environment and offer a basis from which to tailor CLIC analysis to other military operations.
After a thorough evaluation of the battlespace has occurred, the CLIC must identify threat activities and
capabilities by considering the geographic, environmental, civil, and military factors.
DETERMINE THREAT COURSES OF ACTION

Intelligence preparation of the battlespace provides insight into actions the threat is capable (or incapable)
of attempting. The CLICs analysis provides the commander with the threats most likely and most dangerous COAs. The identification of threat COAs helps refine the commanders understanding of the battlespace, allowing for the development of friendly COAs to combat anticipated threat action.
The threats most likely COA depends upon his capabilities, doctrinal employment of forces, and intentions
to affect a desired outcome. Examining a threats doctrinal employment of forces provides the CLIC with
information to support anticipating future actions. The employment of forces must be examined using
knowledge of the threats current strength and capabilities. The threats intentions are determined by examining his centers of influencedemonstrated, stated, or anticipatedthat will direct his lines of effort.
2-6
CHAPTER 3
SUPPORT TO OPERATIONS
The CLIC is most effective when its work is complementary, supporting, and coordinated with existing
battalion planning and collection efforts and does not replace or negate the need for battalion level intelligence sections. The CLICs actions and responsibilities in support of operations can be viewed in three
phases: pre-mission support, support to current operations, and support to post-mission actions. The operations process occurs continuously and simultaneously, consisting of the major C2 activities performed during operations: planning, executing, and assessing. At the company level, this requires commanders to
synchronize activities in order to fuse company level operations and intelligence.
The intelligence cycle shown in figure 3-1 and CLIC support are both continuous processes. Therefore, in
order for the CLIC to effectively support operations, its activities, analysis, and reporting must be carefully
Planning
&
Direction
Utilization
Dissemination
Intelligence
Cycle
Collection
Processing
&
Exploitation
Production
Figure 3-1. The Intelligence Cycle.

3-1
and completely integrated. Integration consists of open, two-way information exchange from the platoon
level to the battalion level. Intelligence is an integral component of all missions or patrols. The collection
or gathering of intelligence and information is only effective if there are mechanisms in place to identify
IRs and incorporate the gathered information into relevant and timely intelligence. Company level intelligence cell Marines may not be on every mission or patrol. This fact emphasizes the importance of the relationship between the CLIC and Marines within the company and the critical role of every Marine being
watchful and observant on even the most routine mission.
PRE-MISSION SUPPORT
The CLICs IPB products and data should be used to provide weather, enemy, and terrain updates. Pre-mission intelligence support is a critical step toward ensuring that the capabilities and preparedness of patrols
and other company level operations are maximized. See table 3-1 for examples of the daily briefs, weekly
reports, and planning support that provide valuable pre- mission information to operations.
Table 3-1. Pre-Mission Support to Company Operations.
Category
Daily Briefs
Weekly Reports
Planning Support
Weather
BMNT, EENT, sunrise, sunset, and illumination data
Upcoming weather forecasts
Adverse weather, which

may affect operations
Enemy
Significant events
Significant trends
Pattern analysis
Updates on persons of interest and BOLOs
Enemy organizations
updates
NAIs and HVIs targets
Time-sensitive information
from debriefs
Continuously update target

packages
Target packages conformation (through SIRs)
Enemy TTP changes, counter to friendly TTP
TTP trends
Counter TTP
Signficant enemy IO/CI

actions
Summary of enemy IO
effects and CI activities in
AO
Enemy areas of influence/IO

capabilities
Terrain
Manmade and natural terrain

updates
Human factors and census

updates
ISR updates, imagery,

graphics, and maps
Friendly
Collection plan (scheduled)
Collection plan (tentative)
Honesty trace
Legend:
ISR - intelligence, surveillance, and reconnaissance
NAI - named area of interest
TTP - tactics, techniques, and procedures
BMNT - beginning of morning nautical twilight

EENT - end of evening nautical twilight
IO - information operations
The following are additional pre-mission support considerations:

Weather for proposed duration of operation, as well as 24 hours after the beginning of the operation
(e.g., astronomical data for next 24 hours or effects of weather).
Enemy activity on (or near) proposed routes that will be utilized during operation.
Terrain analysis of areas within the AO.
Conditions of roads and paths to be used.
Objective information and intelligence.
3-2
Significant surrounding terrain.

Landing zones (LZs) and landing areas (LAs) near checkpoints and objective areas.
Cultural considerations/tribal and community areas to be entered during route.
Current SIRs to be collected.
SUPPORT TO CURRENT OPERATIONS

While supporting current operations, the CLIC is responsible for establishing a system to track and analyze
both enemy activities and significant events that will help identify patterns and predict future actions. Company level intelligence cell Marines should continually analyze enemy activity and integrate other intelligence reporting in order to provide an updated estimate of the enemy situation to the company commander.
In order to provide the company commander with increased battlespace awareness and support intelligence
collection over areas of interest, the CLIC will also coordinate with the battalion to receive intelligence,
surveillance, and reconnaissance support. See figure 3-2, on page 3-4, for supporting tasks within the company COC.
SUPPORT TO POST-MISSION ACTIONS

At the conclusion of a mission, the CLIC must capture all information and intelligence in order to update
their knowledge of the enemy situation. A debrief after any mission or action provides critical and often
time-sensitive information that enables the CLIC to produce intelligence reports. The reports the CLIC
produces not only enhance the company commanders knowledge of his AO but also provide the
battalion intelligence section with on-the-ground reporting. The CLICs reports allow both the CLIC and
battalion intelligence section to update their intelligence products (e.g., enemy situational template, IPB,
collection planning).
Conduct Debrief
A patrol is one of the best means to build a commanders situational awareness. Therefore, the CLIC must
conduct a thorough debrief with all members of the patrolthe patrol leader along with his entire patrol
to capture relevant and significant information. At the conclusion of any mission, the CLIC must debrief
the patrol members to ensure that information and intelligence are not lost. Routine information often provides indicators of the operational environment and is integral to the targeting process.
Produce Reports
Supervisors must ensure the CLIC submits reports in accordance with the timelines and formats established
by the S-2. Recording, reporting, and submitting documents to higher headquarters is paramount. Failure to
submit reports in the proper format forces the battalion S-2 to waste valuable time and resources converting
them into the required formats. Type, frequency, and format for reporting should be coordinated with
higher headquarters as part of the information management process.
3-3
Scenario: Infantry squad on

foot patrol recieves small
arms fire from enemy forces.
Plt reports incident to CLOC
via TAC 1
Watch Officer
Notify CO/XO of triggered CCIR
Alert Bn
Alert organic FS assets
Alert Corpsman of potential
casualties
Supervise information flow
Radio Operator
Report
Relay information to watch officer

Monitor assigned nets
Reports to Expect:
SALT/SALUTE report
SHELREP
LOGSTAT (via LOC)
Rapid request (via LOC)
Contact report
CASEVAC
100% accountability of weapons,
serialized gear, and sensitive items
Information Requirements:
Location of enemy and friendly units
Enemy situation
Casualties?
Nearest unit?
RW and FW CAS availability
Reinforcement required?
Attention in the COC
Analysis
Receive and plot position report
Manipulate C2PC
Verify no strike list
EMLCOA
Ops/Intel NCO
Manage info flow
Relay information to higher
Alert QRF
Verify information as required
Maintain significant events log
Update journal
Update map board
Collections
Coordinate ISR support
Receive initial and follow-on
reports
Legend:
LOGSTAT - logistics status
NCO - noncommissioned officer
Ops - operations
Plt - platoon
QRF - quick response force
RW - rotary wing
SALT - size, activity, location, time
SALUTE - size, activity, location, unit, time, and equipment
SHELREP - shelling report
TAC - tactical net
Bn - battalion
CAS - close air support
CASEVAC - casualty evacuation
CLOC - company level operations center
C2PC - command and control personal computer
EMLCOA - enemy most likely course of action
FS - fire support
FW - fixed wing
ISR - intelligence, surveillance, and reconnaissance
Figure 3-2. Support Within the Combat Operations Center.
3-4
Update Civilian and Enemy Situation Board, IPB, and Collections Planning
Intelligence preparation of the battlespace is a continuous process that requires updates as information
dictates. Information gathered from patrols or during missions can provide granularity and substance
to the IPB.
Collection requirements and intelligence requirements will drive collection planning and support overall
mission planning. Information provided to the CLIC post mission provides fidelity on potential targets or
future missions that tie directly into collection planning.
Marine Corps Warfighting Publication 2-3, MAGTF Intelligence Production and Analysis, describes the
situation board as a temporary graphic display of current dispositions, major activities, and other pertinent
intelligence and information. By presenting this intelligence information in such a way that it can be
reviewed in one place, the situation board also helps with interpretation, analysis, and decisionmaking. In
addition, it helps with the dissemination of information by permitting the ready transfer of intelligence
related to elements capable of interfering with the units mission. The enemy situation map is a primary
analytical tool and is often the only recording device used during fast-moving combat operations, particularly at lower command echelons.
Process Confiscated Detainee Materiel

In order to process confiscated detainee materiel properly, the CLIC applies 5S and a T (search, safeguard, segregate, silence, speed, and tag). The CLIC must 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 must use the approved capture card (i.e., Department of Defense [DD] Form 2745, Enemy Prisoner of
War (EPW) Capture Tag).
TARGETING AND SUPPORT TO FUTURE OPERATIONS

Targeting is the process of selecting and prioritizing targets in order to satisfy and match the appropriate
responses to stated objectives, while considering operational requirements and capabilities (see fig. 3-3 on
page 3-6). When focusing on operations with limited assets and time, targeting combines intelligence, planning, command and control, weaponeering, operational execution, and combat assessment. The targeting
cycle remains the same in all operational situations but may have more restrictive guidance or authorities
based on the operational environment. For more detailed information on providing intelligence support to
targeting, see appendix B and MCWP 2-1, Intelligence Operations.
Depending on the timeframe and scope of the operation, coupled with direction from battalion headquarters, support to future operations will consist of a mix of immediate and deliberate production focused on
supporting both the company and battalion IRs. Future operations focus on the deep battle, which is
defined either by distance or time. Because of the limited reach and scope of an average line company,
CLIC support to future operations is generally restricted to targeting and reporting.
The CLIC assists the commander in target development to effectively focus lethal and nonlethal operations.
The CLIC supports the targeting process by assisting in the collection and detection of targets and identifying their vulnerability and relative importance.
3-5
Deliberate and dynamic targeting will be submitted to the appropriate authorities by the battalion S-2. Specific information and intelligence gathered on the nominated target will be provided by the CLIC, from
responses to SORs and SIRs tasked to collections platforms, to the battalion S-2 for target refinement and
submission to higher headquarters. Higher headquarters will dictate the appropriate targeting templates for
use by the CLIC. These templates are especially important because they are integral to the sometimes complex approval process in distributed operations.
Legend:
MEA - munitions effectiveness assessment

METT-T - mission, enemy, terrain and weather, troops
and support availabletime available
Msn - mission
OGA - other government agency
OSINT - open-source intelligence
Re-Atk - re-attack
SIGINT - signals intelligence
TVA - target value analysis
UAS - unmanned aerial system
ATGM - antitank guided missile

BDA - battle damage assessment
BHA - bomb hit assessment
CA - convening authority
Cdr - commander
HN - host nation
HPTL - high-payoff target list
HUMINT - human intelligence
Figure 3-3. Intelligence Support to the Targeting Process.
3-6
CHAPTER 4
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 commanders 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
Actions
Weather
Forecast and analysis effects
Groups/Persons of Interest
Engage
Human Environment
Determine
Events
Track, map, assess and estimate
(significant activities, patterns of life)
Physical Terrain
Confirm and analyze effects
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
Legend:
SIGACTS - significant activities
BATS - biometrics automated toolset
SLAP - Solar/Lunar Almanac Program
EOD - explosive ordnance disposal
TCAPF - tactical conflict assessment planning framework
HIIDE - handheld interagency identify detection equipment TD - tactical debriefing
ops - operations
Figure 4-1. Information Synthesis.
4-1
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.
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 requiredwhich 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 SIRswhich 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 - company
I&W - indications and warnings

Figure 4-2. Company Level Intelligence Cell Collection Process.
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.
4-2
Develop Priority Intelligence Requirements

Company commanders will designate their own PIRs based on input from operations and intelligence personnel. A companys 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 commanders 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 battalions CCIRs and PIRs and the company commanders 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 units 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.
4-3
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.
4-4
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 CLICs 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).
4-5
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 detainees 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.
4-6
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 Marines 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 companys mission and battalions 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 companys mission and battalions 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 battalions (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.
5-1
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 everyones 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.
5-2
Figure 5-1. Example of a Population Support Overlay.
5-3
Figure 5-2. Example of an Ethnicity Overlay.
5-4
Legend:
HN - host nation
Figure 5-3. Example of a Pattern and Event Relationship.
5-5
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 AnalysisWheel Chart.
5-6
Figure 5-5. Example of Patterns and Event Relationships.
Figure 5-6. Example of an Association Matrix.
5-7
Figure 5-7. Example of an Activities Matrix.
Figure 5-8. Example of a Link Diagram.
5-8
APPENDIX A
RESOURCES AND TECHNICAL SUPPORT
For intelligence systems technical support contact the following:
Marine Corps Tactical Systems Support Activity Operating Forces Tactical Systems Support Center at
commercial 800-808-7634, DSN 365-0534, SIPRNET c4isupportcenter@mctssa.usmc.smil.mil or
NIPRNET mctssasmbc4iscenter@usmc.mil or by using the chat service available on the SIPRNET
Marine Corps Tactical Systems Support Activity Web site.
Integrated Team Solutions Facility team support portal at https://www.itsfac.com/portal.
Intelligence Analysis System Family of Systems project officer at 703-432-4058.
A-1
A-2
APPENDIX B
TARGETING TOOLS
Table B-1 and figures B-1 through B-6, on pages B-2 through B-7, provide examples of some of the targeting tools and packages that may be utilized by CLIC personnel.
Table B-1. Company Level Intelligence Cell Target Matrix.
Number
Description
Reporting
Location
LTIVO
Remarks
ID Number
Structure/Individual/Hyperlink
Report(s)
MGRS
DTG
Notes as required
(e.g., status collection
assets/resources)
Number(s)
Legend:
DTG - date-time group
ID - identification
MGRS - military grid reference system
LTIVO - latest time information of value
B-1
Legend:
Bldg - building
IOT - in order to
U/I - unidentified
Figure B-1. Example of a Target PackageOverview.
B-2
Legend:
IOT - in order to
U/I - unidentified
AIF - anti-Iraqi Forces

DOB - date of birth
Figure B-2. Example of a Target PackageTarget Details.
B-3
Figure B-3. Example of a Target PackageEntry/Exit Routes.
B-4
Legend:
PSYOP - psychological operations
TGT - target
U/I - unidentified
AIF - anti-Iraqi forces

FNU - first name unknown
LNU - last name unknown
LOS - line of sight
Figure B-4. Example of a Target PackageStructure as Target.
B-5
Legend:
POB - place of birth
TGT - target
UNK - unknown
COL - colonel
DOB - date of birth
LBS - pounds
Figure B-5. Example of a Target PackageIndividual as Target.
B-6
Legend:
MGRS - military grid reference system
PID - positive identification
Plt - platoon
Bn - battalion
Co - company
IOT - in order to
Figure B-6. Example of a Target PackageStoryboard.
B-7
B-8
GLOSSARY
Section I. Acronyms and Abbreviations
AI .............................................................................................................................................area of interest
AO .......................................................................................................................................area of operations
ASCOPE..................................................... areas, structures, capabilities, organizations, people, and events
BOLO ...................................................................................................................................be on the lookout
C2 ..................................................................................................................................command and control
CCIR...................................................................................... commanders critical information requirement
CHD.............................................................................................. counterintelligence/HUMINT detachment
CI ......................................................................................................................................counterintelligence
CLIC...............................................................................................................company level intelligence cell
COA........................................................................................................................................course of action
COC......................................................................................................................... combat operations center
COIN ..................................................................................................................................counterinsurgency
CP ............................................................................................................................................ command post
G-2............................................................................................................assistant chief of staff, intelligence
HVI ............................................................................................................................... high-value individual
HVT ..................................................................................................................................... high-value target
IPB.................................................................................................intelligence preparation of the battlespace
IR .............................................................................................................................. intelligence requirement
ITEP.......................................................................................... Intelligence Training Enhancement Program
JP ........................................................................................................................................... joint publication
LA.................................................................................................................................................landing area
LOC ........................................................................................................................... line of communications
LZ ................................................................................................................................................landing zone
MAGTF ............................................................................................................ Marine air-ground task force
MCWP ................................................................................................Marine Corps warfighting publication
MOS .............................................................................................................. military occupational specialty
NIPRNET ............................................................................... Nonsecure Internet Protocol Router Network
PIR............................................................................................................... priority intelligence requirement
RITC....................................................................................................Regional Intelligence Training Center
Glossary-1
S-2 .......................................................................................................................................intelligence office

S-3 .........................................................................................................................................operations office
S-4 ............................................................................................................................................ logistics office
S-6 .......................................................................................................................communications staff office
SA...................................................................................................................................situational awareness
SE ........................................................................................................................................... site exploitation
SIPRNET....................................................................................SECRET Internet Protocol Router Network
SIR............................................................................................................... specific information requirement
SOP ................................................................................................................... standing operating procedure
SOR ...........................................................................................................................specific order or request
TQ .................................................................................................................................... tactical questioning
US............................................................................................................................................... United States
Glossary-2
Section II. Terms and Definitions

area of interestThat area of concern to the commander, including the area of influence, areas adjacent
thereto, and extending into enemy territory. This area also includes areas occupied by enemy forces that
could jeopardize the accomplishment of the mission. Also called AOI. (JP 1-02)
area of operationsThat operational area defined by the joint force commander for land and maritime
forces that should be large enough to accomplish their missions and protect their forces. Also called AO.
(JP 1-02)
collection(See JP 1-02 for core definition. Marine Corps amplification follows.) The gathering of
intelligence data and information to satisfy the identified requirements. (MCRP 5-12C)
commanders intent(See JP 1-02 for core definition. Marine Corps amplification follows.) A
commanders clear, concise articulation of the purpose(s) behind one or more tasks assigned to a
subordinate. It is one of two parts of every mission statement which guides the exercise of initiative in the
absence of instructions. (MCRP 5-12C)
counterinsurgencyComprehensive civilian and military efforts designed to simultaneously defeat and
contain insurgency and address its root cause. Also called COIN. (JP 1-02)
indications and warningThose intelligence activities intended to detect and report time-sensitive
intelligence information on foreign developments that could involve a threat to the United States or allied
military, political, or economic interests or to United States citizens abroad. It includes forewarning of
enemy actions or intentions; the imminence of hostilities; insurgency; nuclear/nonnuclear attack on the
United States, its overseas forces, or allied nations; hostile reactions to United States reconnaissance
activities; terrorists attacks; and other similar events. (Unless otherwise stated, this term and its definition
as contained in this glossary are for the purposes of this publication only.)
intelligence(See JP 1-02 for core definition. Marine Corps amplification follows.) Knowledge about the
enemy or the surrounding environment needed to support decisionmaking. Intelligence is one of the six
warfighting functions. (MCRP 5-12C)
intelligence cycleA six-step process by which information is converted into intelligence and made
available to users. The six steps are planning and direction, collection, processing and exploitation,
production, dissemination, and utilization. (MCRP 5-12C)
intelligence preparation of the battlespace(See JP 1-02 for core definition. Marine Corps
amplification follows.) The systematic, continuous process of analyzing the threat and environment in a
specific geographic area. Also called IPB. (MCRP 5-12C)
intelligence requirement(See JP 1-02 for core definition. Marine Corps amplification follows.)
Questions about the enemy and the environment, the answers to which a commander requires to make
sound decisions. Also called IR. (MCRP 5-12C)
named area of interest(See JP 1-02 for core definition. Marine Corps amplification follows.) A point
or area along a particular avenue of approach through which enemy activity is expected to occur. Activity
or lack of activity within a named area of interest will help to confirm or deny a particular enemy course
of action. Also called NAI. (MCRP 5-12C)
Glossary-3
open-source intelligenceRelevant information derived from the systematic collection, processing, and
analysis of publicly available information in response to known or anticipated intelligence requirements.
Also called OSINT. (JP 1-02)
priority intelligence requirements(See JP 1-02 for core definition. Marine Corps amplification
follows.) An intelligence requirement associated with a decision that will critically affect the overall
success of the commands mission. Also called PIR. (MCRP 5-12C)
situational awarenessKnowledge and understanding of the current situation that promotes timely,
relevant, and accurate assessment of friendly, enemy, and other operations within the battlespace in order
to facilitate decisionmaking. An informational perspective and skill that foster an ability to determine
quickly the context and relevance of events that are unfolding. Also called SA. (MCRP 5-12C)
targetingThe process of selecting and prioritizing targets and matching the appropriate response to
them, considering operational requirements and capabilities. (JP 1-02)
tactical questioningThe field-expedient initial questioning for information of immediate tactical value
of a captured or detained person at or near the point of capture and before the individual is placed in a
detention facility. Tactical questioning is generally performed by members of patrols, but can be done by
any appropriately trained DoD personnel. Tactical questioning is limited to direct questioning. (DoDD
3115.09) (Unless otherwise stated, this term and its definition as contained in this glossary are for the
purposes of this publication only.)
Glossary-4
REFERENCES AND RELATED PUBLICATIONS

Department of Defense Directives (DoDDs)
3115.09
DoD Intelligence Interrogations, Detainee Debriefings, and Tactical Questioning
Joint Publications (JPs)

5-0
Joint Operation Planning
Marine Corps Publications

Marine Corps Warfighting Publications (MCWPs)
2-1
Intelligence Operations
2-2
MAGTF Intelligence Collection
2-3
MAGTF Intelligence Production and Analysis
3-40.2
Information Management
Marine Corps Interim Publications (MCIPs)
3-17.02
MAGTF Counter-Improvised Explosive Device Operations
References-1

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Company Level Intelligence Cell

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2. File this transmittal sheet in the front of this publication.

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BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

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MCIP 2-1.01 Company Level Intelligence Cell

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MCIP 2-1.01 Company Level Intelligence Cell

Company Level Intelligence Cell

Chapter 2. Preparation of the Battlespace

Chapter 3. Support to Operations

MCIP 2-1.01 Company Level Intelligence Cell

Chapter 4. Intelligence Collection at the Tactical Level

Resources and Technical Support....................................................................................................................... A-1

MCIP 2-1.01 Company Level Intelligence Cell

MCIP 2-1.01 Company Level Intelligence Cell

MCIP 2-1.01 Company Level Intelligence Cell

ORGANIZATION, ROLES, AND RESPONSIBILITIES

MCIP 2-1.01 Company Level Intelligence Cell

Battalion COC & Staff

Plt Reps to CLIC

NGO - nongovernmental organization

Ability to develop presentations.

Length of time with the unit.

MCIP 2-1.01 Company Level Intelligence Cell

MCIP 2-1.01 Company Level Intelligence Cell

Requesting intelligence products from the battalion S-2.

MCIP 2-1.01 Company Level Intelligence Cell

Process, disseminate, and exploit information as it pertains to collections.

MCIP 2-1.01 Company Level Intelligence Cell

MRX - mission readiness exercise

MCIP 2-1.01 Company Level Intelligence Cell

OPT for COA development and wargaming of unit CLIC program.

Set intent and direction on effort.

Draft unit CLIC LOI, or FRAGORDs.

S-2 presents unit CLIC draft LOI to CO.

MCIP 2-1.01 Company Level Intelligence Cell

Conduct CLIC training for unit leadership.

Unit LDRs understand required actions to support intelligence operations by company.

S-2 officer and S-3 officer.

Detailed review of Bn LOI/FRAGORD for CLIC implementation.

Table 1-3. Conduct Company Level Intelligence Cell Personnel Selection.

Conduct screening for CLIC staff.

Provide staff for CLIC execution.

5 or 6 CLIC Marines chosen for each company.

Refer to unit CLIC LOI/FRAGORD.

Understanding of personal background to determine eligibility for SECRET clearance.

Interview, essay submission, and TDG.

MRX - mission readiness exercise

MCIP 2-1.01 Company Level Intelligence Cell

Conduct CLIC training for CLIC Marines.

CLIC Marines are prepared for CLIC duties and responsibilities.

Bn CP and other locations as needed, such as offices, classrooms, and FEXs.

Stage 2 - CLIC Training by MCIS

MCIP 2-1.01 Company Level Intelligence Cell

Consultation with local

Basic network administration

2 per Co, Bn S-2 0231s

CLIC practical application