Welcome to the Battalion! As an incoming field grade officer, we know you are busy so we will get straight to the point. The following article will be an introduction to the Battalion intelligence section. We want to enable your efforts by helping you understand the section. The intelligence warfighting function is critical for organizational success both in garrison and deployed. We hope you leverage this initiative to gain an understanding of the intelligence section’s capabilities and limitations as you shape your vision for the staff. The S2 is more than a glorified weatherperson. Leverage the ideas below to minimize friction while maximizing unit readiness.   

Garrison Life 

First, let’s talk about what the S2 does administratively, which is of particular concern for organizational leaders.  Administrative functions for the intelligence section fall into 3 primary categories: Personnel Security (PERSEC), Physical Security (PHYSEC), and Intelligence Oversight (IO).  

PERSEC is the program that adjudicates access to classified information and sensitive assignments. While every installation has nuances (typically taught during a mandatory installation course), AR 380-7 outlines PERSEC and the responsibilities of S2s.  One responsibility is managing derogatory reports (DEROGS) and clearances for everyone in the battalion. Security clearances are critical for a unit to function. They also take time to acquire and careful oversight is necessary to prevent them from lapsing. A good S2 will keep you aware of unit members’ clearance and DEROG status. They will also ensure those not eligible (because of a DEROG or otherwise) cannot access classified information. This protects you during investigations and it protects the force from spillage. PERSEC isn’t a problem until it becomes THE problem. Invest time upfront building PERSEC into the unit battle rhythm and maintain periodic oversight.  Finally, the S2 does not manage SIPR setup. Outside of verifying clearances for an account, SIPR is completely in the S6 lane! 

PHYSEC is more nuanced than PERSEC, and more likely to have installation and unit-specific requirements. Your S2 must facilitate staff-assisted visits to ensure your Battalion meets requirements when the Provost Marshall and Installation Safety offices conduct periodic inspections. While this is tracked at higher echelons, the hindrance to unit training is the real issue. If a Company’s arms room is de-certified, that Company cannot store its own weapons, and the complications are obvious. While the S2 is the liaison and unit expert on PHYSEC, they are not the arms room officer.  The company representatives must drive the implementation and deficiency remediation.   

Intelligence Oversight is normally a low threat because few soldiers are directly affected. The exception is the Brigade Engineer Battalion (BEB) because of the organic MI Company. However, if your S2 does not ensure the Battalion program meets established requirements, the consequences can be severe. Intelligence Oversight ensures intelligence personnel do not collect on US persons (meaning your Soldiers!) and violate Executive Order 12333. IO requirements include annual training, but get more complicated during combat operations. As a field grade officer, you must be aware of any IO violations and appoint an investigating officer without a conflict of interest. This will likely preclude any of your intelligence officers and thus requires a wider understanding of intelligence oversight within your unit.   

Training the Force 

Your intelligence section can also enable realistic training. By providing products to support Battalion training objectives. This requires an effective relationship between the S3 and the S2. The S2 must integrate with the S3 to assist with scenario development, and generate a realistic enemy situation template, area of operations analysis, and any other intelligence injects. Incorporating the S2 in Company-level training establishes additional relationships and develops trust across the battalion. It also provides critical training for the intelligence section. The S2 can also develop and maintain a database of country studies and provide recurring real-world intelligence briefings to the staff and companies. In short, leverage the S2 shop for order production and product development for all major training events.  

What about enablers? Every leader wants to use enablers; however, the majority of the Brigade’s intelligence assets are organic to the MICO, a separate company (with its own training objectives) within the BEB. The Military Intelligence Training Strategy (MITS) creates a rigid training progression for the MICO, but there are still integration opportunities. An engaged S2 can use the Brigade’s Intelligence Warfighting Function synch to integrate with the MICO’s training strategy, and informally coordinate the use of assets. This includes the Brigade’s only organic ISR, the Shadow platoon. These operators want to fly and prefer to fly in support of training. However, there is one platoon to support the entire Brigade. Early integration at the Battalion level is essential! Your S2 should coordinate with the MICO several weeks (or months) in advance for Shadow, LLVI, GEOINT, or HUMINT support. They can also help the S3 shop craft the order tasking the assets. They do not need to have the Intel Collection Synchronization Matrix done 12 weeks out, but that is a good time to lay on the support.  

The question, of course, with enablers, is how to employ them if you get them. According to FM 6-0, “the G-2 (S-2), together with the G-3 (S-3), helps the commander coordinate, integrate, and supervise the execution of information collection plans and operations.” Incorrectly employing enablers, or asking them to do things they cannot, can hinder the relationship and risk future opportunities. The S2 should be intimately involved in creating the collection plan so they can advise how best to answer PIRs. Remember, though, the S2 is usually not the expert on the specific ‘INT,’ but they will know where to get expert advice on assets and enablers.  

An S2 that demonstrates tactical ability and generates trust can lighten the burden for an S3. One effective technique is developing an excellent relationship with the Scout Platoon and involving the PL in the collection plan.  This will pay dividends during execution. In the TAC, an S2 can receive reports from the Scouts while also receiving Intel pushes from their shop based on the information flow from Brigade. This keeps them linked to the S3, giving real-time updates from front-line intelligence and Brigade collection assets. Depending on the S3s level of trust in the S2, they may even elect to give direct control. This depends on their relationship, but an S2 who has cultivated the trust of their Battalion Field Grade Officers can alleviate a lot of burden for those leaders.  

Deployment 

Many of the S2’s deployed capabilities are similar to those used in training.  However, there are a few unique considerations in this environment.  One force multiplier the S2 can leverage is JWICS access.  While most of the formation does not usually need access, the intelligence available can provide key leaders and staff the clarity they need to make decisions.  The S2 can also liaise with outside agencies, and access other systems and capabilities that require Top Secret clearances.  In short, the S2’s role in the staff is very similar in training and deployed environments, but they can leverage many additional relationships and assets to increase the unit’s effectiveness. 

S2/Field Grade Relationship 

As a Major working with an S2, you should understand their background and capabilities.  MI officers have widely varying experiences and resulting strengths.  For example, most MI officers are branch detailed, spending their lieutenant years in an operations branch.  After spending time in the Field Artillery, Armor, or Infantry branch, they may be well-versed in targeting, reconnaissance, collection management, or the ‘language’ of maneuver commanders.  A non-detailed MI officer may have experience on staff, and expertise in IPB and MDMP, while one with MI brigade experience will understand assets and capabilities.  Understanding your S2’s background will help you leverage their capabilities, and learn where they can develop your expertise. 

Regardless of their background, the skill your S2 must have is the ability to lead their section through IPB and MDMP.  New S2s must also understand how critical their participation is to the process.  A junior captain may be wary of public disagreement with an S3, or approaching a BN CDR with recommended PIRs, but that is their role. They will also need to understand where the Battalion Commander needs or wants them to focus during IPB.  If the commander easily understands the terrain, for instance, the S2 should focus on developing detailed enemy COAs, versus a detailed Modified Combined Obstacle Overlay (MCOO). An experienced S2 can also help you understand the commander’s needs as you join the Battalion.   

While this article focuses on BCTs, new Majors in other units should understand that MI institutional training focuses almost exclusively on ground maneuver.  An S2 may need help understanding your unit.  One technique is to provide a list of unit-appropriate doctrine and use it to stimulate a discussion about the unit’s needs.  For example, is the AD Battalion Commander more concerned with enemy missile capabilities or the insurgent threat?  Is the AV Battalion familiar with threat capabilities, but needs HLZ terrain analysis?  Starting with doctrine, then asking this type of question, will help you ensure the staff is meeting the commander’s needs.  

Once you understand the S2’s background and capabilities, and the gaps between institutional training and your commander’s needs, you should be able to develop your guidance for the S2.  This can also lead to a mentoring relationship that will pay dividends in the future.  While the BDE S2 should have a role in developing your S2, you are the Major most effectively positioned to help your S2 support the unit’s success.  Do not take this role lightly. 

Conclusion 

The S2 has a wide variety of responsibilities in garrison, in training, and deployed.  While Physical and Personnel Security are not exciting, they are essential to the unit’s success.  The S2’s ability to leverage external assets in training, and to work with outside agencies while deployed, can make the difference between understanding the Operational Environment and making decisions without enough information.  You, as a Field Grade Leader and mentor to this young officer, can play a pivotal role in the section’s, and by extension the unit’s, success.  We hope that the information in this article gleaned from over thirty combined years of experience, will help you to succeed in your new role. 

CPT Michael Zequeira is currently the MICO Commander for 2BCT, 10th Mountain Division (LI), and completed BN S2 time at 2-14 IN in 2nd Brigade. He was previously a tank platoon leader and tank company executive officer and has deployed three times in support of various operations, most recently to Afghanistan in 2018-2019.  

CPT Justin Beverly recently completed his command of the 3rd SFAB MICO, and is currently a Brigade Assistant S2.  He has help leadership and staff positions from the platoon to division level, including BN S2, and has multiple combat deployments to Afghanistan.  He has previously been published on From the Green Notebook. 

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