processing, exploitation, analysis
and collaboration capability for the
Corps and share it with the Navy
and other services; and Intelligence
Dissemination and Utilization.
That last pillar controls what is
done with the collected information.
“It has to be tailored to support
the MAGTF commander’s, the
afloat commander’s, intelligence
priorities, get them the information
they need to provide knowledge at
the point of action,” McClane said.
Tailoring the intelligence to be
collected is a key step in avoiding a
growing problem in ISR — a flood
of imagery and information that can
overwhelm the analysts and delay
dissemination of crucial data to the
McClane said MCISRE aims to
avoid that by requiring the intelligence elements “to closely integrate” their collection efforts with
the planned operations.
“We have to be embedded with
our operational counterparts to
understand what the priorities are so you’re not just
collecting everything, but you’re collecting based on
the operational priorities,” he said. “So that Ops-Intel
integration is a critical facet of the MCISRE, and one
which we train to, that we resource for.”
To aid that, intelligence personnel attend the Marine
Corps Tactics and Operations Group at Twentynine
Palms, Calif., to give them the same training as future
battalion operations officers.
Another initiative to improve the flow of actionable
information to the operational units is the addition of
intelligence cells for infantry companies.
“That’s a new capability,” said Edward Warford,
McClane’s operations officer. “The company com-
manders have identified the need for that capability, at
the company level.”
One of the MCISRE objectives “is to embed intelli-
gence right down to the company level, that is where
the point of action is going to be,” said Warford, a
retired Navy officer.
Those intelligence cells are part of the “Enhanced
Company Operations” initiative that has been tested
by the Marine Corps Warfighting Laboratory.
To enhance the collection of intelligence, MCISRE
officials are working with Lt. Gen. Robert Schmidle,
the deputy commandant for aviation, on prioritizing
the development of airborne ISR capabilities, McClane
U.S. MARINE CORPS
A Marine with Production and Analysis Support Company, 2nd Intelligence Battalion,
II Marine Expeditionary Force, calls over the radio after sighting a possible home-
made explosives lab during the Counter Improvised Explosive Device Lane at Marine
Corps Base Camp Lejeune, N.C., March 8. The training was intended to provide
intelligence analysts with a better sense of perspective and understanding while
interpreting raw intelligence information in preparation for an upcoming deployment.
at the point of action is critical. Not just information,
“We want to incorporate that as we go forward into
the rebalance efforts to the Pacific and also in collaboration with our Navy partners,” he said.
The MCISRE construct consists of three “nodes”
that are supported by three “pillars,” McClane said.
There is a Fixed Site Node, at Marine Corps
Intelligence Activity, Quantico, Va., which is the Corps’
“injection point to the national intelligence community.” It also is the “data-sharing repository for all of our
intelligence resources,” he said.
Next is the Garrison Node, “which is a recent development,” McClane said. At those three MEF Intelligence
Centers, “we have intelligence Marines working full time
to support the MEF commanders’ intelligence priorities.”
They also provide an intelligence reach-back mechanism for the deployed MAGTFs, whether in Afghanistan
or aboard Navy amphibious shipping, he said.
The third level is the Expeditionary Node, which is
the Marine intelligence resources with deployed
MAGTFs “that are supporting Navy-Marine Corps
operations at sea and in the littoral areas,” he said.
The three pillars, which McClane said were “critical to
the MCISRE,” are: Persistent ISR, from Marine, Navy and
national resources; the Distributed Common Ground
System Marine Corps (DCGS MC), which will provide