training series adfp 7.0.3 exercise planning ......adfp 7.0.3 edition 2 training series adfp 7.0.3...

ADFP 7.0.3

TRAINING SERIES

ADFP 7.0.3

EXERCISE PLANNING AND CONDUCT

Australian Defence Force Publication (ADFP) 7.0.3 is issued for use by the Australian Defence Force (ADF) and is effective forthwith. This publication supersedes ADFP 7.0.3 edition 1.

A.G. HOUSTON, AO, AFCAir Chief MarshalChief of the Defence Force

Department of DefenceCanberra ACT 2600

15 June 2010

Edition 2

© Commonwealth of Australia 2010

This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Australian Government Department of Defence.

Announcement statement—may be announced to the public.

Secondary release—may be released to the Australian Government Department of Defence, its contractors and their equivalents in America, Britain, Canada, and New Zealand, and other Australian Federal Government Departments and Agencies.

All Defence information, whether classified or not, is protected from unauthorised disclosure under the Crimes Act 1914. Defence information may only be released in accordance with the Defence Security Manual and/or Defence Instruction (General) OPS 13–4—Release of Classified Defence Information to Other Countries, as appropriate.

The Commandant of the Australian Defence Force Warfare Centre is the approving authority for the release of Unclassified joint doctrine publications to countries not covered by the secondary release statement.

ADFP 17First edition 1994

ADFP 7.0.3First edition 2006Second edition 2010

Sponsor Chief of Joint OperationsHeadquarters Joint Operations Command

Developer

Commanding OfficerJoint Warfare, Doctrine and Training Centre WILLIAMTOWN NSW 2314

Publisher Defence Publishing ServiceDepartment of DefenceCANBERRA ACT 2600

Defence Publishing ServiceDPS: July/2010

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ADFP 7.0.3

FOREWORD1. Australian Defence Doctrine Publications (ADDP) and ADFP are authorised joint doctrine for the guidance of ADF operations. ADDP are pitched at the philosophical and high-application level, and ADFP at the application and procedural level. Policy is prescriptive as represented by Defence Instructions, and has legal standing. Doctrine is not policy and does not have legal standing, however, it provides authoritative and proven guidance, which can be adapted to suit each unique situation.

2. Information on combined operations planning is contained in ADDP 5.0—Joint Planning.

3. Every opportunity should be taken by the users of this publication to examine its contents, applicability and currency. If deficiencies or errors are found, amendment action should be taken. In particular, input to the ADF Activity Analysis Database provides a convenient vehicle to suggest changes to this publication. The Joint Warfare, Doctrine and Training Centre welcomes any assistance to improve this publication.

4. ADFP 7.0.3 is releasable to the Defence Forces of the United States of America, Britain, Canada, and New Zealand. ADFP 7.0.3 is not to be released to other foreign countries without the written approval of the Commanding Officer, Joint Warfare, Doctrine and Training Centre.

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ADFP 7.0.3

AMENDMENT CERTIFICATEProposals for amendment of ADFP 7.0.3 may be sent by Minute or Email to:

SO1 DoctrineJoint Warfare Doctrine and Training CentreRAAF BaseWILLIAMTOWN NSW 2314SO1 [email protected]

Amendment Effected

Number Date Signature Date

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ADFP 7.0.3

DOCTRINE PUBLICATION HIERARCHYThe hierarchy of ADDP and ADFP and the latest electronic version of all ADDP and ADFP are available on:

Defence Restricted Network (DRN) website located at: http://intranet.defence.gov.au/vcdf/sites/JWDTC/.

DRN located at: http://web.wlm.nnw.dsn.defence.mil.au/jwdtc/.

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ADFP 7.0.3

CONTENTSPage

Foreword iiiAmendment Certificate vContents viiList of Figures xxv

Paragraph

CHAPTER 1 INTRODUCTION

BACKGROUNDCATEGORIES AND FORMATSExercise categories 1.6Exercise formats 1.8

CHAPTER 2 SCHEDULING AND PLANNING RESPONSIBILITIES

Australian Defence Force preparedness 2.1The Program of Major Service Activities 2.2Combined exercises and activities 2.8Planning and conduct responsibilities 2.10

CHAPTER 3 EXERCISE PLANNING PROCESS

INTRODUCTIONPLANNING PHASESConcept development phase 3.6Detailed planning phase 3.13Implementation phase 3.21Post-exercise phase 3.25

Annexes:A. Indicative major exercise planning time lineB. Exercise scope documentC. Exercise objectivesD. Planning conferences: attendance, aims,

inputs, outcomes and agendaE. Exercise concept documentF. Exercise instructions indicative contentsG. Quick report template

CHAPTER 4 PLANNING CONSIDERATIONS

INTRODUCTIONEXERCISE SCENARIOS AND CONCEPT OF

EXERCISE PLAYReal-world scenarios 4.5

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Reality-based scenarios 4.7Fictional scenarios 4.8Scenario-driven and scenario-supported exercises 4.10Concept of exercise play 4.12OPPOSING FORCESADF training construct of fictional countries 4.14Control of opposing forces 4.20EXERCISE PARTICIPATIONGENERAL PLANNING ACTIVITIESCIVIL LIAISONEXERCISE DOCUMENTATION AND

MANAGEMENT TOOLSGeneral 4.27Exercise instructions and orders 4.28Operational orders 4.30Dissemination of orders 4.31Exercise management tools 4.32Joint Combined Training Capability 4.34

Annexes:A. Coordination of Defence Science and

Technology Organisation participation in exercises

B. The Joint and Combined Training Capability

CHAPTER 5 EXERCISE CONTROL

INTRODUCTIONControl arrangements 5.4Exercise control appointments 5.7Exercise control groups 5.8Exercise control planning 5.15

Annexes:A. Exercise control standard operating

procedures templateB. Command post exercise—generic control

modelC. Field training exercise—exercise control

model

CHAPTER 6 EVALUATION

INTRODUCTIONEvaluation responsibilities 6.5External evaluation agencies 6.9

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EVALUATION PLANNING PROCESSEvaluation database 6.11

Annex:A. Evaluation plans

CHAPTER 7 ADMINISTRATIVE SUPPORT

GENERALAdministrative responsibilities 7.4ADMINISTRATIVE PLANNING PHASES AND

CONSIDERATIONSConcept development phase 7.7Detailed planning phase 7.10Implementation phase 7.12Post exercise phase 7.13Other planning considerations 7.14MOVEMENT PLANNINGJoint Movements Group 7.19FINANCIAL PLANNINGCost capture and reporting 7.23Role of the financial adviser 7.24

Annexes:A. Development of exercise administrative

support conceptsB. Exercise control financial estimates

CHAPTER 8 COMMUNICATION AND INFORMATION SYSTEMS

General 8.1Responsibilities, organisation and manning 8.4Communication and information systems

planning phases 8.8Information management and user requirements 8.14Planning conferences and workshops 8.17Provision of Communication and information

systems in support of white elements 8.20

Annexes:A. General considerations when planning

communication and information systems for exercises

B. Communication and information systems support to exercise control

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CHAPTER 9 INFORMATION MANAGEMENT

INTRODUCTIONScope 9.3Definitions 9.4INFORMATION MANAGEMENT PLANNING

PROCESSInformation management building blocks

and associated support plan 9.9PLANNING PHASESORGANISATION AND PLANNING

CONSIDERATIONSOrganisation 9.16Other planning considerations 9.20

Annexes:A. Information management building blocksB. Information management support planC. Responsibilities of exercise information

management staff

CHAPTER 10 INTELLIGENCE

General 10.1Intelligence in support of exercises 10.3Intelligence and the exercise planning phases 10.6

CHAPTER 11 SECURITY

Introduction 11.1Responsibilities 11.7Planning process 11.8Other considerations 11.9

Annex:A. Security risk management guidelines

CHAPTER 12 ENVIRONMENT PROTECTION, HERITAGE PROTECTION AND DAMAGE CONTROL

INTRODUCTIONEnvironment and heritage protection 12.1Environmental protection and management

responsibilities 12.4Environmental approval 12.5Environmental planning processes 12.6DAMAGE CONTROL

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Damage control organisation 12.14Reporting and compensation 12.16

Annex:A. Damage report template

CHAPTER 13 SAFETY

General 13.1Risk management 13.4Responsibilities 13.7Exercise safety planning process 13.9

Annexes:A. Exercise safety staffB. Exercise safety instruction guide

CHAPTER 14 UMPIRING

GENERALIntroduction 14.1Role and tasks of umpires 14.3The adjudication process 14.6UMPIRING METHODS OF OPERATIONUmpiring systems 14.8Umpire organisation 14.11Selection and training of umpires 14.12Umpire handbooks 14.14Umpire support 14.15MARITIME UMPIRINGLAND UMPIRINGAIR UMPIRINGINTELLIGENCE UMPIRINGELECTRONIC WARFARE UMPIRINGElectronic warfare umpire tasks 14.34LOGISTICS UMPIRINGNeutral organisations 14.39AUTOMATED UMPIRE SYSTEMSBackground 14.41Support requirements 14.47

Annexes:A. Umpire Handbook guidelinesB. Logistics umpiring processes

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CHAPTER 15 PUBLIC INFORMATION AND PUBLIC RELATIONS

Definitions 15.1Policy guidelines 15.2Responsibilities 15.4Media operations simulation 15.8Public affairs planning for exercises 15.13Media visits 15.14

CHAPTER 16 COMPUTER–ASSISTED SIMULATION

Introduction 16.1Simulation support to exercising 16.4Simulation employment methodologies 16.5Game time 16.6Resources 16.7

Annex:A. Australian Defence Force joint simulation

models

CHAPTER 17 VISITORS

Introduction 17.1Definitions 17.3Exercise visits organisation 17.4Exercise visits plan 17.6Resources for exercise visit programs 17.8

Glossary

Acronyms and Abbreviations

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LIST OF FIGURESFigure Title Page

3–1 Exercise planning phases 3–33–2 Concept development phase 3–43–3 Detailed planning phase 3–73–4 Implementation phase 3–103–5 Post-exercise phase 3–11

3A–1 Indicative major exercise planning timeline 3A–1

4–1 Australian Defence Force training construct of fictional countries 4–6

4B–1 Joint and combined training sites 4B–24B–2 Graphic illustration of Joint live instrumented forces

with virtual and constructive simulations construct 4B–34B–3 Urban training at the Shoalwater Bay Training Area

Urban Operations Training Facility 4B–4

5–1 Exercise control functional model 5–105–2 Exercise control model (generalised example) 5–12

5B–1 Command post exercise—generic control model 5B–1

5C–1 Field training exercise—exercise control model 5C–1

9–1 Information management planning process flow chart 9–3

10–1 Intelligence functions and relationships 10–2

11A1–1 Security risk management process 11A1–1

14–1 Components of an automated umpire system 14–14

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ADFP 7.0.3 Chapter 1

CHAPTER 1

INTRODUCTION 1

BACKGROUND 1.1

1.1 General. The ADF is required to provide Government with the capability to conduct a diverse range of military responses across the spectrum of operations in support of national interests. Such military activities include:

a. joint operations requiring the close coordination of maritime, land, air and special forces;

b. combined operations with allies and coalition partners; and

c. engagement with the armed forces of countries within our region.

1.2 Collective training. Collective training involves the simultaneous and sequential performance of related individual tasks to produce group outputs and outcomes. Such training is best conducted in an environment that simulates the operational conditions under which collective tasks are expected to be performed. Collective training is designed principally to train an organisation or function and encompasses small single-Service team training through to combined joint task force exercises. Individuals also receive benefit from such training by applying their individual skills in a realistic context. Collective training is best achieved through the framework of an exercise. Collective training is further addressed in Australian Defence Doctrine Publication (ADDP) 7.0—Doctrine and Training, chapter 5.

Executive summary

• Exercises are the most effective way of demonstrating and evaluating the Australian Defence Force’s (ADF) preparedness for operations.

• Exercises form part of the continuum of training, progressing from individual to collective training.

• Exercises may be conducted in several formats to suit specific purposes.

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1.3 Preparedness. The most effective way of demonstrating and evaluating the ADFs preparedness for operations, is by conducting regular and realistic exercises. These exercises form part of the continuum of training, progressing from individual to collective training. When evaluated, exercises provide a basis for review of ADF capabilities, preparedness and doctrine. Exercises also provide unique opportunities to practise and consolidate individual and collective skills, thus forming a solid foundation for the ADFs preparedness regime. This regime is further addressed in ADDP 00.2—Preparedness and Mobilisation.

1.4 Exercises. An exercise is a military manoeuvre, operation or activity conducted under simulated operational conditions. Exercises are self-contained periods of training used to achieve individual and collective training objectives. They range from simple or small-scale exercises designed for training individuals and small groups, to large-scale joint or combined exercises involving all Services, other government agencies and foreign armed forces.

1.5 Purpose of exercises. Exercises are an important tool through which the ADF tests and validates its concepts, procedures, systems and tactics. Exercises demonstrate readiness, build interoperability and contribute to force development. Exercises may be carried out for some or all of the following purposes:

a. to provide focussed training opportunities to develop, practise and consolidate individual and collective training skills;

b. to evaluate and validate training regimes and preparedness, including capabilities and doctrine;

c. to demonstrate preparedness and capabilities;

d. to prepare and rehearse for future operations;1

e. to provide a vehicle to trial, practise and validate new, emerging and enhanced capabilities, concepts, and science and technology initiatives;

f. to enhance interoperability with allied forces; and

g. to foster good military relations with regional countries and allies, and enhance regional security.

1 Exercises focussed on this purpose are known as mission rehearsal exercises.

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CATEGORIES AND FORMATS 1.6

Exercise categories 1.6

1.6 For descriptive purposes, there are three broad exercise categories:

a. a combined exercise involves one or more Services combining with overseas forces for the planning and conduct of that exercise;

b. a joint exercise is planned and conducted by elements of two or more Services; and

c. a single-Service exercise is planned and conducted, primarily by a single-Service, to meet the aims and objectives of that Service, and may be supported by other Services.

1.7 The categories above may be further classified as follows:

a. A major joint/combined exercise is beyond the capacity of a single-Service operational headquarters to plan and conduct due to its design, complexity, scale and resource requirements. An exercise director is appointed and an exercise planning staff may be raised to provide staff support.

b. A minor joint/combined exercise is planned, conducted and evaluated by an operational headquarters with assistance, where necessary, from the operational headquarters of other participating Services.

Exercise formats 1.8

1.8 Exercises can be conducted in several formats depending on desired outcomes and resource constraints. Where necessary, a single exercise may incorporate several formats either sequentially or concurrently. For example, a command post exercise (CPX) may be used to prepare a headquarters for subsequent participation in a field training exercise (FTX). Alternately, an exercise design might integrate a CPX with an FTX to reflect the nature of the training audience(s), and resource limitations. Broadly, exercise formats fall into one of three types:

a. Exercises without troops. Exercises without troops are used primarily to train commanders and staffs without the deployment of actual troops and operational resources. Operational procedures can be studied or practised by simulated means. Formats for such exercises include the following:

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(1) CPX. A CPX involves the commander, his staff, and communications within and between headquarters. A CPX may entail the strategic, operational and/or tactical planning and conduct of a campaign, operation or tactical task. A CPX is a cost-effective means of practising procedures without resorting to the deployment of personnel and resources. The field deployment of a headquarters can enhance CPX realism. Many procedures, such as sustainability planning and campaigning, are best practised in a CPX. A CPX trains the staff of participating headquarters and agencies by exercising and evaluating command decisions and control procedures in a simulated environment. Although it may incorporate aspects of war gaming, conclusions about force capabilities should not be drawn from a CPX as it is not designed to evaluate the delivery of capability effects against an adversary.

(2) Skeleton exercise. A skeleton exercise is a type of CPX that involves the exercising of operational or tactical headquarters with their respective force element, formation, unit and sub-unit headquarters deployed to the field to provide the exercise ‘lower control’. These headquarters may manoeuvre in the exercise area in real time, as the exercise requires. This format is also referred to as a mobile CPX.

(3) Wargame. A wargame is a simulation by whatever means, of a military operation involving two or more opposing forces, using rules, data, and procedures designed to depict an actual or assumed real-life situation. A wargame may employ computerised simulations. Wargames can be used to enhance operational decision-making, practise staff procedures and guide force development. A wargame may be used to drive a CPX.

(4) Staff training activities. Other effective, but often overlooked exercise formats include study periods, seminars, model exercises, map exercises, quick decision exercises, and tactical exercises without troops (TEWT). Aside from TEWT, these activities are usually conducted in the classroom or office environment. These activities focus on the education and training of individuals and the staff of headquarters. Well run, these activities can be more time, resource and outcome effective than a CPX.

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b. Exercises with troops. Exercises with troops are designed primarily to train sub-units, units, formations and force elements in collective tactical and operational procedures in a realistic setting. Headquarters’ staff may also gain significant training benefits in an FTX. Formats for exercises with troops include the following:

(1) FTX. An FTX is an exercise involving the performance of collective tasks under simulated operational conditions. An FTX may be used to practise command and control, tactics and administration, or to trial new or enhanced capabilities and concepts. An FTX may be:

(a) ‘one-sided’ where the opposing force (OPFOR) is controlled by exercise control to achieve specific blue force (BLUEFOR) training objectives; or

(b) ‘two-sided’ where both BLUEFOR and OPFOR have relative freedom of manoeuvre (‘free-play’).2

(2) Live Firing Exercise. A live firing exercise (LFX) or field firing exercise is a type of FTX that provides opportunities for manoeuvre and the application of firepower using live ammunition and explosive ordnance in a simulated combat environment. An LFX may include joint and combined offensive support coordination.

(3) Adventurous training exercise. An adventurous training exercise is a form of outdoor training designed specifically for individuals or small groups. Adventurous training activities develop leadership, personal characteristics and small group cohesion by exposing participants to real and perceived dangers, often under pressure. This form of training can expose participants to different types of stress and may assist with coping mechanisms. Adventurous training is further discussed in single-Service publications.

2 ‘Multi-sided’ exercises can also be conducted when the scenario involves several factional groups.

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c. Demonstrations. A demonstration is a practical means of graphically presenting one or more capabilities, concepts, procedures or lessons to a large number of people in a short time. A demonstration usually involves carefully controlled and ‘stage-managed’ activities. Capability demonstrations and displays for very important persons are common examples.

1.9 Specialist exercises. These exercises employ a range of exercise formats to achieve specialised functional and technical outcomes. A logistics exercise, for example, concentrates on training outcomes associated with operational sustainment. Because of the long duration often associated with operational sustainment, seminars and CPX with scenario ‘time jumps’ provide a suitable format. Other special function exercises include, but are not limited to: communications exercises; air defence exercises; deployment exercises; readiness exercises; and mobilisation exercises.

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CHAPTER 2

SCHEDULING AND PLANNING RESPONSIBILITIES 2

Australian Defence Force preparedness 2.1

2.1 The Chief of the Defence Force (CDF) is responsible for the collective preparedness of the ADF to conduct operations, and each Service chief is responsible for the preparedness of their respective Service. The Australian Military Strategy (AMS) is the key document that sets out the MRO that the ADF must be prepared to undertake. Flowing from the AMS, the CDF Preparedness Directive (CPD) mandates the preparedness levels necessary for the ADF to meet its obligations. The CPD assigns Chief of Joint Operations (CJOPS) the responsibility for coordinating and overseeing the achievement and maintenance of the required collective preparedness. In turn, the CPD informs the development of the Joint Operations Command Operational Preparedness Requirement (JOC OPR) document. For planning and readiness management purposes, MRO are grouped in the JOC OPR into a smaller number of aggregated MRO (AMRO).

The Program of Major Service Activities 2.2

2.2 The PMSA is the tool used by CJOPS, through the Deputy Chief of Joint Operations (DCJOPS), to coordinate, schedule, and manage activities necessary to achieve and maintain required levels of ADF preparedness.

Executive summary

• The Program of Major Service Activities (PMSA) is the tool used to coordinate, schedule, and manage activities necessary to achieve and maintain required levels of Australian Defence Force (ADF) preparedness.

• Exercise objectives are derived from a complex process that involves consideration of mandated preparedness levels and appropriate military response options (MRO).

• Exercises are structured to achieve preparedness by practising and validating appropriate Australian joint essential tasks (ASJET).

• Key exercise appointments and planning responsibilities are defined.

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2.3 The initial coordination, de-confliction, and synchronisation of the ADF exercise program is conducted by the Joint Activity Coordination Group (JACG) chaired by J7 Headquarters Joint Operations Command (HQJOC) with Joint Operations Command (JOC) component representation. The JACG reports to the PMSA Coordination Group (PCG) who manages the PMSA, taking into account the JOC OPR and the Defence International Engagement Plan (DIEP). The PCG is a HQJOC planning group chaired by J7 with representation from JOC components, subordinate headquarters, and agencies. The PCG is the HQJOC executive management group formed to manage, synchronise, and de-conflict ADF activities.

2.4 To facilitate the management of the PMSA, the PCG assigns activities to ‘types’ aligned to responsibilities for planning, conduct, and reporting. The PMSA is promulgated on the Defence Secret Network (DSN) within the HQJOC J7/J8 Joint Exercise and Evaluation Branch webpage. The PMSA itself is managed manually by the HQJOC J7 Directorate of Exercise Management (DEM).

2.5 A key responsibility of the PCG is to ensure that tasks within AMRO (noting that many tasks are common to more than one AMRO) are identified, prioritised and included as objectives for appropriate exercises within the PMSA types. These tasks, which have been identified as being essential for the delivery of AMRO, are the ASJETs. ASJETs are progressively developed and the highest priority for exercising is given to those ASJETs that are short notice1 AMRO that require more regular practise and evaluation than others to maintain preparedness; and/or are identified as requiring exercising for emerging reasons. Short notice AMRO are reviewed on a quarterly basis following each consideration of the Quarterly Strategic Review. Exercises are structured to achieve preparedness for particular AMRO by exercising the appropriate ASJET, rather than necessarily emulating or rehearsing most or all aspects of a specific AMRO. Initially, objectives for specific major joint/combined exercises are listed in the relevant exercise scoping document (ESD). For major joint and combined exercises, this document is initiated by the HQJOC J7 branch and issued by the Officer Scheduling the Exercise (OSE). Exercise objectives are further refined during the exercise concept development phase before final approval by the OSE.

2.6 The ADF exercise enabler program is the series of exercises designed to attain and maintain directed preparedness levels at the strategic, operational and tactical levels and represents the linkage between the PMSA and the JOC OPR.

1 Short notice AMRO are bands 1–3 AMRO as defined in the CPD.

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2.7 The PMSA is managed on an annual basis with the Services and groups providing input prior to it being presented to the Chiefs of Service Committee in November of each year for endorsement. The PMSA is then promulgated on the DSN from the HQJOC J7/J8 webpage.

Combined exercises and activities 2.8

2.8 Many exercises and activities in the PMSA involve the ADF working with regional allies. Such exercises foster good military relations with regional countries and enhance regional security. The process for inclusion of combined exercises and activities in the PMSA is similar to that for ADF exercises and activities. Regularly assembled bilateral combined exercise working groups (CEWG) and combined exercise planning groups parallel the JACG/PCG (in the ADF process). The considerations of each CEWG are overseen and endorsed by a corresponding Defence Coordination Committee, the members of which are appointed by their respective national defence force chief. Subsequently, the agreed exercise or activity is included in the PMSA.

2.9 Defence participation in combined exercises and activities is guided by the DIEP. The DIEP is the key document that guides Department of Defence international engagement. It is the plan for achieving the Defence international engagement mission, which is: ‘to work with allies, regional partners and others to shape the regional and global strategic environment in a way favourable to Australia and the ADF’. The DIEP articulates and develops, with a five-year outlook, a hierarchy of objectives, performance measures and initiatives for Defence’s program of international engagement. It provides specific guidance to activity planners and fulfils Portfolio requirements for performance reporting and accountability. The DIEP is reviewed regularly by the Defence International Engagement Group. Additional to the PMSA are listings of: ADF participation in foreign-sponsored exercises; foreign force participation in exercises in Australia; and the unilateral foreign use of ADF facilities and training areas for operational training purposes. A yearly forecast is raised by HQJOC J7 DEM every six months in June and December as the Schedule of Overseas Activities and Combined Exercises (SOACE). The SOACE is submitted for ministerial approval after clearance by International Policy (IP) Division. Ministerial approval of the SOACE is the authority for the formal planning and conduct of listed exercises and activities. A separate ministerial submission is required if there are significant changes to an exercise for which approval has already been obtained. Ministerial approval, as a separate submission, is required for any new exercise not included in the SOACE, or for cancellation of an exercise where cancellation is liable to attract political or public interest. IP Division also clears these submissions. Ministerial approval is not required for minor exercises with overseas units conducted at short notice on an opportunity basis, providing such exercises are not likely to attract political or public interest. However, DCJOPS through J7 HQJOC should be informed of the intention to undertake such minor exercises.

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Planning and conduct responsibilities 2.10

2.10 Single-Service exercises. Service chiefs are responsible for training and maintaining single-Service elements under their command at the levels of preparedness mandated by the CPD.2 Single-Service exercise and special operations programs are coordinated and de-conflicted by the PCG.

2.11 Major joint/combined exercises. For major exercises, CJOPS or DCJOPS will issue the ESD outlining aims, objectives, planning responsibilities and major exercise appointments. On receipt of the ESD, the lead planning authority drafts the exercise concept document (ECD) for approval by the OSE. Documents produced in the course of major exercise planning are addressed in chapter 3—‘Exercise planning process’. For major joint/combined exercises, it is important that issues surrounding the force assignment of participating units are resolved early in the planning process.

2.12 Readiness maintenance exercises. Where forces are assigned under theatre command, joint task force commanders have responsibility to CJOPS for maintaining these forces at mandated levels of preparedness. This preparedness is achieved, in part, by joint and combined exercising.

2.13 Key exercise appointments.3 Responsibility for the planning and conduct of exercises rests with officers holding key appointments. Depending on the scale and scope of the exercise, some officers may hold several appointments. Key exercise appointments are:

a. Officer scheduling the exercise. The OSE is the officer who originates the exercise and orders it to take place. They will issue basic coordinating exercise instructions including designation of exercise areas, the allocation of forces and necessary coordinating instructions. The OSE will also identify the resource implications of conducting the activity. Additionally, the OSE will designate the officer conducting the exercise (OCE).

b. Officer conducting the exercise. The OCE is the officer responsible for the overall conduct of the whole, or an allocated part of the exercise. The OCE will issue detailed exercise instructions, supplementary to those issued by the OSE, providing operational and/or tactical level guidance for the conduct of an exercise. The OCE may be the officer commanding the exercise or this responsibility may be delegated to another officer.

2 The responsibility for training and maintaining the preparedness of special operations elements rests with the Chief of Army.

3 Other exercise appointments are listed in specialist chapters.

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c. Exercise director. The exercise director4 (EXDIR) is responsible to the OCE for developing and managing the exercise environment to ensure that exercise objectives are achieved in a safe, realistic, environmentally responsible and cost effective manner. In this role, the EXDIR does not usually have responsibility for the management or outputs of player (training audience) organisations. The EXDIR commands exercise control (EXCON). EXCON appointments are discussed in chapter 5—‘Exercise control’.

4 The EXDIR equates to the US appointment ‘Combined Exercise Control Group Director’.

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CHAPTER 3

EXERCISE PLANNING PROCESS 3

INTRODUCTION 3.1

3.1 General. The planning of major exercises involves many complex activities that interact, often in subtle ways. The necessary interaction can not be achieved unless planners fully understand the exercise planning process. The process described below generally applies to those charged with planning and managing the ‘exercise environment’.1 To the greatest extent possible, player organisations should follow standard operational and administrative planning processes.2 The exercise planning process outlined in this chapter broadly applies to all exercise formats.3

3.2 Project planning. A major exercise is a complex project that lends itself to the application of project planning methodologies and tools. Inputs, tasks, milestones and outputs should be identified in an exercise project plan. The complexity and time required to plan a major command post exercise (CPX) or field training exercise (FTX) must not be underestimated. Typically, a complex4 major joint/combined exercise requires a period of 18 months to 2 years to plan. A major CPX or single-Service FTX usually requires 12 months. Indicative planning time lines for major exercises are shown in annex A. The key technique in assigning planning dates is ‘reverse scheduling’: a process where project planning begins from the exercise start date (STARTEX) as promulgated in the Program of Major Service Activities (PMSA) and works backwards. For the purpose of this chapter however, the planning process is discussed chronologically.

Executive summary

• A major exercise is a complex project. Inputs, tasks, milestones and outputs should be identified in an exercise project plan.

• Exercise planning falls into four phases: concept development; detailed planning; implementation; and post-exercise.

• The success of an exercise relies heavily on the planning process and production of key documents.

1 Exercise environment refers to the non-operational parameters, conditions and framework pertinent to an exercise.

2 This is the ‘train as you fight’ philosophy.

3 An abbreviated form of the process described in this chapter can be used for minor or simple exercises.

4 In this example, a complex exercise involves a joint/combined integrated FTX/CPX.

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3.3 Lead planning agency. The officer scheduling the exercise (OSE) assigns a lead planning agency to develop and manage a specific exercise. The lead planning agency, either based on an extant unit or formed specifically for the purpose, usually assembles a planning team that in due course forms the nucleus of the Exercise Control (EXCON) organisation. Close working relationships between the planning team and staff of all stakeholder organisations must be established and maintained throughout the planning process. In establishing liaison with external agencies, exercise planners must be mindful of the chain of command and should seek authority for direct liaison as early as possible.

3.4 Planning conferences. Exercise planning conferences bring stakeholders together to review and progress exercise planning and resolve issues. Exercise planning, however, should occur continuously through the exercise planning time line. The scale and complexity of an exercise determine the need for particular conferences. If a conference is not conducted, planners must be careful to address all the issues that would have been considered had the conference been held. Exercise planners require a clear understanding of the aim and desired outcomes of each conference. Conference outcomes and key exercise documents should be widely disseminated using appropriate websites. Exercise planning also involves the programming of informal conferences, seminars, workshops and regular staff liaison visits. Planners should use conference formats that best serve the scope of the exercise. In some cases, planning in specialist workgroups is more time effective than plenary sessions. The exercise planning process is not a vehicle for player operational and administrative planning, and where players are required to attend conferences and workshops, they do so as trusted agents.5

PLANNING PHASES 3.5

3.5 Exercise planning encompasses four phases that may overlap (see figure 3–1). Exercise planning comprises:

a. a concept development phase;

b. a detailed planning phase;

c. an implementation phase; and

d. a post-exercise phase.

5 Trusted agents are representatives from headquarters and units participating in the exercise who are entrusted with specific information that would not normally be available to players (the training audience).

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An indicative time line for these phases applicable to a complex major exercise is in annex A.

Figure 3–1: Exercise planning phases

Concept development phase 3.6

3.6 General. The concept development phase (see figure 3–2) encompasses the initiation, development, agreement and promulgation of fundamental exercise parameters. These parameters include the outline concept, aim and objectives,6 evaluation concept, dates, locations, participant units, resource constraints, fiscal guidance, general scenario and broad sequence of exercise play. Thorough research and regular consultation with all stakeholders are fundamental to the success of this phase. For major exercises, the phase begins with the drafting of an exercise scope document (ESD) and ends with endorsement of the exercise concept document (ECD) by the OSE. For some exercises, described later, it may also be necessary to brief the Minister for Defence.

6 The linkage between military response options, Australian joint essential tasks (ASJET) and exercise objectives is discussed in chapter 2—‘Scheduling and planning responsibilities’.

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Figure 3–2: Concept development phase

3.7 Exercise scoping. In addition to scheduling the exercise (see chapter 2), the PMSA provides the authority and limited guidance upon which to begin exercise planning. The first step in concept development is exercise scoping. The purpose of exercise scoping is to develop and promulgate (through an ESD) guidance from the OSE (essentially, the commander’s intent). In the ESD, the OSE establishes the relevance of the exercise to the Australian Defence Forces (ADF) preparedness objectives, and articulates in broad terms what the exercise is designed to achieve. The ESD should also include an indication of the format and general location of the activity, the evaluation intent, proposed activity dates, and any identified supported and supporting headquarters, agencies and units. The ESD will also identify an officer conducting the exercise (OCE) and if applicable, a lead planning agency. An approved ESD serves as the authoritative document for further planning and for resources to be committed. The ESD may be drafted by the OSEs staff, or by the lead planning agency if appointed. The format of an ESD is in annex B.

3.8 Concept analysis and refinement. The second component of concept development requires lead planning agency staff to conduct an analysis of the OSE guidance (as presented in the ESD), and to further refine the guidance leading to the development and promulgation of an ECD. Planning staff should also develop a project plan (see paragraph 3.2) once the ESD is promulgated. Analysis of the ESD must be based on thorough research, drawing from previous post activity reports (PARs), ADF activity

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analysis database system (ADFAADS) entries, strategic guidance and close consultation with stakeholders. Regular staff visits to stakeholder headquarters and an initial familiarisation reconnaissance of likely exercise locations will aid concept refinement.

3.9 Concept development conference. Although useful for complex joint and combined exercises, convening a concept development conference (CDC) is not a mandatory step in the planning process for all exercises. When a CDC is required, representatives from the major stakeholders participating in or supporting the exercise should attend. Exercise planners may present, as a vehicle for discussion, an outline concept paper (derived from the ESD) with broad options. The aim of a CDC is to discuss, agree and further develop the broad exercise concept and key parameters including objectives, evaluation concept, core dates, exercise localities and participants. For further discussion of objectives see annex C. The outcome of a CDC should be general agreement on the exercise concept, and sufficient guidance to draft the ECD. A suggested agenda for a CDC is in annex D.

3.10 Exercise concept document. The lead planning agency, in consultation with major stakeholders, is responsible for the development of an ECD. An ECD may be developed as an outcome of a CDC (if held), or from wide stakeholder consultation. The purpose of the ECD is to provide an outline of the method by which the OSEs intent or vision, as defined in the ESD, is to be met and evaluated. The ECD describes the parameters for exercise planning, conduct and evaluation, and in particular, sets out the aim and objectives to be achieved. The ECD should outline the exercise design with proposed dates, and include a broad description of the exercise setting and key sequence of events. Proposed player and exercise management organisations should be identified in addition to planning milestones7 and resource limitations. The format of an ECD is in annex E.

3.11 Initial planning conference. The initial planning conference (IPC) is perhaps the most important in the sequence of exercise planning conferences, for without broad agreement of the exercise framework, further planning cannot proceed. The aim of the IPC is to agree and refine the exercise parameters as presented in a draft ECD. A draft ECD, circulated before the IPC, is used as the basis for discussions. If necessary, specialised workgroups may assist IPC deliberations. For a major joint or combined exercise, a comprehensive selection of Defence and external stakeholders should be represented at the IPC. External stakeholders should be engaged early in the planning process. In particular environmental stakeholders should be engaged early through the Directorate of Environmental Impact

7 For combined Australia—United States of America (USA) exercises, the exercise time line and key milestones are commonly referred to as the Joint Exercise Life Cycle.

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Management. The outcome of an IPC is broad agreement of the exercise parameters and sufficient guidance to refine the ECD before presentation to the OSE for endorsement. As for other exercise planning conferences, player representatives attend as trusted agents. An outline IPC agenda is in annex D.

3.12 Exercise concept document endorsement. After endorsement by the OSE, the ECD should be posted to appropriate web sites. To preserve realism, care should be taken to ensure that the ECD does not contain too much detail concerning the scenario or detailed sequence of events. For major joint/combined exercises and other exercises liable to attract public interest, the lead planning agency should prepare a ministerial submission from Chief of Joint Operations (CJOPS) to the Minister on key aspects of the exercise.

Detailed planning phase 3.13

3.13 General. During the detailed planning phase (see figure 3–3), the concept of exercise play is further developed and supporting plans and orders are produced to regulate the management of the exercise. Matters requiring long lead-times (such as environmental approvals, and logistics and communications planning requirements) are also identified and actioned. Some matters, such as referrals for environmental approval, may need to be addressed in the concept development phase. Failure to provide timely advice to communications and logistics planners may lead to unachievable time frames, the potential for costs to exceed budgetary allocations, and time frames being impacted by real-world operations. Exercise management plans are usually promulgated in an exercise instruction (EXINST).8 Although not part of the exercise planning process, detailed operational and administrative planning by the exercise players usually begins after issue of the EXINST, details of which are agreed at the mid planning conference (MPC). The phase generally begins after promulgation of the ECD and ends at the conclusion of the final planning conference (FPC).

8 Joint exercise instructions or combined exercise instructions for joint or combined exercises respectively, generally equates to the USA term exercise plan.

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Figure 3–3: Detailed planning phase

3.14 Exercise instructions. The primary task of exercise planners in the detailed planning phase is to develop exercise management plans that support the basic exercise concept. These supporting plans are consolidated in a draft EXINST and amplified, where necessary, with further instructions. The intent of the EXINST is to provide guidance on matters, common to all exercise participants, necessary for the safe and effective conduct of the exercise. EXINST guide player headquarters in developing operational and administrative plans that are consistent with the exercise management framework. Supporting plans suggested for inclusion in an EXINST are listed in annex F. Other types of EXINST are discussed in chapter 4—‘Planning considerations’.

3.15 Site survey. For complex exercises, particularly those with foreign force involvement and/or live firing, it may be necessary to conduct a detailed reconnaissance or ‘site survey’ of the exercise area. The site survey should focus on exercise management issues such as live firing requirements, environmental management challenges, the siting of neutral elements and liaison with local authorities and suppliers. Usually held before the detailed planning conference, the site survey is not an opportunity for player reconnaissance of the exercise area, although players (acting as trusted agents) can collect information required for presentation at the MPC. Further specialist reconnaissance of the exercise area may be necessary for complex exercises.

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3.16 Master events list and scenario. In addition to exercise support planning, the master events list (MEL) and scenario should be further developed in the detailed planning phase. The MEL is derived from key events and ASJETs listed in the ECD, and player exercise objectives. A MEL validation wargame or workshop provides a useful means to sequence and synchronise a complex MEL against exercise objectives. Chapter 4addresses MEL and scenario development in further detail.

3.17 Mid planning conference. The aim of the MPC is to discuss and refine exercise management arrangements, and to review the status of exercise planning including major issues. A draft EXINST forms the basis of MPC discussions. As necessary, the MEL may be further developed using ‘trusted agents’ from player organisations. Obstacles to progress should also be identified and resolved at the MPC. The MPC provides guidance to players, through trusted agents, on exercise management matters such as environmental safeguards, safety procedures and EXCON arrangements. Ideally, the MPC should be held before the start of player operational planning to ensure that such planning is consistent with exercise management guidance. The bulk of lead planning agency exercise control and support planning should be completed prior to the MPC, with only review and minor refinement being necessary at the conference. As required by the scale and complexity of the exercise, specialised MPC working groups may convene. Where necessary, specialist working groups (ie communications or logistics working groups) may meet in the periods between exercise conferences. The outcome of a MPC should be broad agreement of exercise management plans and sufficient guidance to refine the EXINST before presentation to the OCE for endorsement. Suggested agenda items for an MPC are in annex D.

3.18 Player planning. Although not part of the exercise planning process, substantive player operational and administrative planning should begin after the MPC. Player planning should be monitored by the lead planning agency and evaluated as required. EXCON inputs, such as warning orders from higher authorities or intelligence reports, are employed to initiate and steer player planning. These inputs are released in accordance with a MEL. As player planning progresses, the exercise lead planning agency should increasingly focus on EXCON preparations, particularly if the agency is to form the nucleus of EXCON.

3.19 Final planning conference. The aim of the FPC is to review all exercise planning and confirm that planning is complete. The focus of this review should be on the plans and preparations of the players rather than exercise management organisations. To achieve this focus, representatives of player organisations should brief the exercise director (EXDIR) on the respective concept of operations and the status of planning. The introduction of new planning detail must be avoided. The conference should also identify any final outstanding issues and allocate responsibility for their resolution.

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The FPC is usually at least four weeks before preliminary deployments to the exercise area, and marks the end of the detailed planning phase. Annex Dincludes suggested FPC agenda items.

3.20 Public awareness. Public awareness activities, such as briefings to civil authorities and community representatives, which might extend to wider community consultation and pre-FTX public affairs campaigns, are normally conducted for major exercises, and should be held shortly before or after the FPC when exercise details have firmed.

Implementation phase 3.21

3.21 General. The Implementation phase (see figure 3–4) includes final player planning and pre-exercise deployments, exercise conduct and immediate post-exercise activities. The phase begins after the FPC and ends when the hot wash-up (debrief) has been conducted and the majority of exercise participants have re-deployed from the exercise area. In an FTX, the implementation phase ends when units have returned to bases and control of ranges has reverted to range control staff.

3.22 Planning and pre-deployments. STARTEX is the date an exercise starts as listed in the PMSA. In the period before STARTEX, player units continue with planning, pre-deployment training and the issue of orders and instructions. As required, engineering, communications, logistic, opposing forces and other elements may deploy well before STARTEX. EXCON elements are formed, trained and deployed in this period. To enhance realism, the intelligence picture continues to develop in accordance with the MEL. Player preparations prior to STARTEX may be subject to evaluation.

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Figure 3–4: Implementation phase9

3.23 Exercise conduct. This period includes the execution of operational plans by player elements, and exercise monitoring and management by EXCON. STARTEX formally occurs when EXCON assumes central control of all exercise activities. For project planning purposes, STARTEX is referred to as ‘E–Day’. The exercise ends on the date promulgated in the PMSA. On this date, or shortly thereafter, EXCON relinquishes central control to player headquarters or range control staff as appropriate. A CPX usually begins with the release of MEL inputs and subsequent player response. In some CPX however, intelligence inputs may begin well before the formal conduct of the exercise. Internal and external evaluation processes should proceed throughout the Implementation phase.

3.24 Immediate post-exercise activities. These activities include redeployments, an immediate exercise hot wash up, and for FTX, range clearance comprising refurbishment, damage control and explosive ordnance disposal.

9 Implementation embraces player planning, deployments, execution and immediate post-exercise activity. Phase ends when participants have redeployed.

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Post-exercise phase 3.25

3.25 General. The primary purpose of the post-exercise phase is to finalise exercise evaluation and report on the achievement of exercise objectives. Post-exercise environmental inspections, mid-term range remediation,10 cost capture and the closing of contracts are also likely to be required for an FTX. The phase begins when most participants have re-deployed from the exercise location and ends when the PAR has been released. This phase is depicted in figure 3–5.

Figure 3–5: Post-exercise phase

3.26 Analysis and evaluation. Ideally, exercise planning, conduct and management should entail both internal (self-directed) and external (exercise evaluation team) evaluation processes. The main tools for the recording and processing of lessons identified from exercises are ADFAADS and the PAR. The PAR process should be described in the EXINST. Planners should ensure that the exercise planning process is itself the subject of evaluation. Evaluation is further addressed in chapter 6—‘Evaluation’.

10 Mid-term range remediation comprises those actions necessary to repair damage to training areas directly arising from the exercise. These actions are usually beyond the capacity of exercise participants to repair prior to leaving the exercise area.

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3.27 Post activity report. The exercise evaluation team and/or lead planning agency should analyse ADFAADS entries and player PAR as the basis to develop a draft exercise PAR. The PAR should consist of two documents: a ‘Quick Report’ issued within 48 hours of the end of an exercise,11 followed by a more comprehensive report compiled in accordance with the guidance contained in Defence Instruction (General) OPS 41–1—Australian Defence Force Activity Analysis Database System. The PAR should include a description of the exercise, a narrative of key events, relevant statistics, and an evaluation summary addressing the attainment of exercise objectives and key observations. Exercise elements without access to ADFAADS should provide written reports to their next higher headquarters. The EXDIR forwards the draft PAR to the OSE for approval. For major joint and combined exercises, the lead planning agency should prepare a brief from CJOPS to the Minister on exercise outcomes.

3.28 Informing the Program of Major Service Activities. Outcomes, including lessons from an exercise, should be briefed to the PMSA Coordination Group to ensure that the PMSA and future exercises are structured to address deficiencies highlighted in the PAR. The implementation of lessons from an exercise is essential to the enhancement of preparedness but does not, in itself, form part of the exercise planning process.

Annexes:A. Indicative major exercise planning time lineB. Exercise scope documentC. Exercise objectivesD. Planning conferences: attendance, aims, inputs, outcomes and

agendaE. Exercise concept documentF. Exercise instructions indicative contentsG. Quick report template

11 Annex G provides a template for a quick report.

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http://defweb.cbr.defence.gov.au/home/documents/data/ADFPUBS/DIG/go41_01.pdf






Annex A to ADFP 7.0.3 Chapter 3

INDICATIVE MAJOR EXERCISE PLANNING TIME LINE A

Figure 3A–1: Indicative major exercise planning time line

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Annex B to ADFP 7.0.3 Chapter 3

EXERCISE SCOPE DOCUMENT B

1. Exercise scope document:1

2. Exercise title:2

3. Requirement to conduct activity:

a. Origin of the proposal:3 This proposal supports the …

b. Background of the requirement:4

c. Associated activities previously conducted:5

d. Purpose of the exercise:6

e. Intent of the Officer Scheduling the Exercise (OSE) or activity:7

(1) To conduct a …

(2) To practice …

(3) Evaluation focus …

4. Proposed scope and scale of the activity:

a. Proposed location(s) of the activity:8

b. Proposed training audience:9

c. Proposed Officer Conducting the Exercise:

d. Proposed lead planning headquarters/agency:

e. Proposed core dates of the exercise: (month/year)

5. Related Defence and theatre direction:10

a. Program of major service activities (PMSA) types (eg 2 and 3):

b. Preparedness outcomes:

c. Engagement outcomes: see Defence International Engagement Programme:

d. Defence outputs:

e. Strategic guidance/setting:

f. Relevant military response options:

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6. Resourcing:

a. Funding source for the activity planning:11 … is responsible for funding activity planning and has been allocated (dollars by financial year):

b. Funding source for player organisations:

c. Estimated cost of Concept development conference (CDC):12

d. Cost capture:

e. Financial authority:

7. Planning constraints: (resources/scenario/environment, etc)

8. Proposal approval:

YES/NO

Comments:

Officer Scheduling the Exercise _____________________ (signature)

Appointment _____________________

Organisation _____________________

Date _____________________

Notes

1. Describes ‘what’ is to be achieved in sufficient detail to establish that the proposed activity accords with extant direction. The exercise scope document also provides initial guidance to a lead planning authority.

2. Short title for entry to Australian Defence Force (ADF) activity management system.

3. Standing activity or an original submission generated from Service to Service, combined working group or other international forum.

4. Provide detail of the forum (or circumstances) where the requirement was originally identified and significance of the proposal to that forum.

5. Insert listing of previous activities where similar outcomes have been pursued. These will establish an association with ADF activity analysis database system entries.

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6. Purposes are described in paragraph 1.5.

7. A statement describing what OSE seeks to achieve by conducting the exercise, similar to the superior commander’s intent. This statement is most important.

8. Describes a specific location, broad geographic location or type of terrain. (eg Northern Australia, desert environment or offshore islands.)

9. Describes the force element group(s) or headquarters that is/are the focus of the exercise. These elements, ie the player organisations, are subject to evaluation. Where possible, the scale of the activity should be given (eg a combined task force based on Deployable Joint Force Headquarters; Commodore Flotillas; Air Combat group, etc).

10. Higher level guidance to inform exercise evaluation.

11. Source of funding necessary to create and manage the exercise. If the activity is with the New Zealand Defence Force, state here if conducted under Closer Defence Relationship.

12. Approval of the exercise scope document (ESD) authorises the expenditure of funds to hold a CDC if required to develop the exercise concept document. Registration of an activity as PMSA types 2–4 requires the approval of an ESD before any resources are expended in further planning activity. An ESD approval is recommended for activities in PMSA types 5–8.

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Annex C to ADFP 7.0.3 Chapter 3

EXERCISE OBJECTIVES C

1. Exercise objectives are drafted following an extensive process of consultation between stakeholders. Considerations that drive the formulation of objectives include:

a. Government direction;

b. the aim of the exercise which in turn flows from one or more of the purposes for which the exercise was scheduled (see paragraph 1.5);

c. the Australian joint essential tasks required to be exercised (see paragraph 2.5);

d. subordinate objectives that exercise players wish to meet; and

e. activities, capabilities and processes that need to be either simulated or evaluated.

2. The exercise objectives drive exercise design, and in particular scenario selection, the geographical location of the exercise, and selection of exercise players and participants. Stakeholders will also have their own objectives, however, these subordinate objectives must not be allowed to compromise achievement of the overarching exercise objectives. To this end objectives can be prioritised as follows:

a. Government directed objectives;

b. Officer Scheduling the Exercise directed objectives;

c. objectives required to be met by major participants; and

d. subordinate organisation and sub-discipline objectives.

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Annex D to ADFP 7.0.3 Chapter 3

PLANNING CONFERENCES: ATTENDANCE, AIMS, INPUTS, OUTCOMES AND AGENDA D

Attendance 1

1. As each exercise is unique, it is not possible to provide a comprehensive list of attendees for each conference. The key issue is that exercise stakeholders should be identified as early as possible and their interests represented at planning conferences, as required. In addition, stakeholder representatives should have the knowledge and authority to commit their organisations to achievable outcomes.

Conference format 3.2

2. For major exercises, particularly those involving field training exercises (FTX), specialised working groups may convene before briefing outcomes and issues at conference plenary sessions. Typical working groups include maritime, land, air, logistics, communications, safety/live firing, and exercise control. There is usually insufficient detail to warrant working group deliberations at a concept development conference (CDC).

Concept development conference 3.3

3. Aim. To discuss, agree and further develop the broad exercise concept and key parameters including objectives, core dates, exercise localities and participants.

4. Input. Approved exercise scope document (ESD) or outline concept paper.

5. Outcome. General agreement and sufficient guidance to develop the exercise concept document (ECD).

6. Agenda:

a. review ESD (Officer Scheduling the Exercise (OSE) intent for the exercise);

b. review major lessons from previous exercises;

c. develop exercise aim and broad objectives;

d. identify relevant Australian joint essential tasks (ASJET) and an evaluation authority;

e. review broad exercise options;

f. develop planning milestones and key events;

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g. discuss expected levels of participation;

h. discuss planning limitations;

i. simulation concept and coordination;

j. information management concept and coordination;

k. determine broad exercise resource allocations between player organisations; and

l. determine action plan.

Initial planning conference 3.7

7. Aim. Agree and refine the exercise parameters as presented in a draft ECD.

8. Input. Draft ECD.

9. Outcomes. Broad agreement of the exercise parameters, and sufficient guidance to refine the ECD before presentation to the OSE for endorsement. At the conclusion of the initial planning conference (IPC), logistics, movements and administration planners should have the information required to develop detailed logistic, movement and administrative support concepts and outline plans.

10. Agenda:

a. address the status of actions arising from the CDC;

b. review exercise concept;

c. refine exercise objectives and ASJET;

d. determine dates, duration and location(s) of the exercise;

e. discuss player participation to develop an exercise order of battle (ORBAT);

f. refine exercise planning tasks and develop milestones, including key exercise events;

g. discuss broad command and control arrangements;

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h. discuss exercise control concept, including:

(1) safety;

(2) security;

(3) public affairs, including issues and adverse events management; and

(4) visits;

i. identify exercise activities that may have environment and heritage impacts;

j. develop logistics concept including strategic movement;

k. discuss finance concept, including final agreement on resource contributions between the exercise director and player organisations;

l. develop broad themes and key master event list (MEL);

m. develop communications concept;

n. develop simulation concept and coordination;

o. develop information management concept and coordination;

p. discuss exercise evaluation concept; and

q. determine action plan.

Mid planning conference 3.11

11. Aim. To finalise exercise management supporting plans, and to review the status of planning. At the conclusion of the mid planning conference, logistics, movements and administration planners should have the necessary information to issue formal tasking directives to their organisations. These tasking directives may be subject to confirmatory orders, or annexes may be issued later.

12. Input. Draft exercise instruction (EXINST).

13. Outcome. Broad agreement of exercise management plans and sufficient guidance to refine the EXINST.

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14. Agenda:

a. address the status of actions arising from the IPC;

b. review and confirm the exercise concept;

c. confirm the exercise ORBAT;

d. further develop the MEL;

e. review exercise management arrangements:

(1) exercise control structure and processes;

(2) safety;

(3) environment/heritage protection;

(4) damage control and engineering tasks;

(5) security;

(6) umpiring;

(7) public affairs, including issues and adverse events management; and

(8) visits;

f. further develop logistics requirements, including strategic movement, personnel augmentation, and customs and quarantine issues;

g. further develop communications requirements;

h. further develop the simulation concept and coordination;

i. further develop the information management concept and coordination;

j. develop the live fire program (FTX only);

k. confirm the exercise evaluation plan; and

l. determine action plan together with milestones to be achieved prior to the final planning conference (FPC).

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Final planning conference 3.15

15. Aim. Review status of exercise planning, resolve issues and confirm that planning is complete.

16. Input. Approved EXINST.

17. Outcomes. Identify and resolve outstanding issues focussing on player preparations. Advice to the officer conducting the exercise that exercise is ready to be conducted. At the conclusion of the FPC, logistics, movements and administration planners should have the information required to issue confirmatory orders, fragmentary orders, manifests, and/or any annexes not released with the formal tasking directives.

18. Agenda:

a. confirm key exercise management arrangements, including revised or additional matters;

b. major player components brief their operational and administrative plans in outline;

c. confirm the timing of remaining key milestones, including master events and deployment dates;

d. synchronise the MEL; and

e. identify and resolve outstanding issues.

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Annex E to ADFP 7.0.3 Chapter 3

EXERCISE CONCEPT DOCUMENT E

1. Exercise concept document:1

2. Exercise title:2

3. General description: (eg three-phase Australian-led, United States supported combined task force warfighting field training exercise (FTX)).

4. Type of exercise:

a. Program of major service activities type; and

b. Format (command post exercise, seminar, wargame, FTX).

5. Location(s) of activity:

6. Scenario and operational environment:

7. Exercise purpose: (see paragraph 1.5)

8. Exercise aim:

9. Exercise objectives:

10. Evaluation authority:3

11. Exercise design: (phases, method, etc)

12. Exercise appointments:

a. Officer scheduling the exercise (OSE);

b. Officer conducting the exercise (OCE);

c. Exercise director;

d. Chief evaluator; and

e. Chief safety officer (FTX only).

13. Key timings:

a. Planning milestones; and

b. Exercise dates/key events.

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14. Exercise participants:4

a. Training audience (players);

b. Participants (supporting elements); and

c. Exercise control elements.

15. Other issues:5

a. Safety;

b. Security;

c. Environment/heritage;6

d. Administration (including logistics);

e. Strategic movement;

f. Communications;

g. Evaluation;

h. Finance/cost capture;

i. Public affairs, including pre-exercise community relations and public awareness activities;

j. Simulation;

k. Protocol and visits;

l. Civil liaison, including community consultation;

m. Live firing requirements;

n. Immigration and customs;

o. Agreements/commitments for provision of support/cost sharing (ie Acquisition and Cross Servicing Agreement and Status of Forces Agreement); and

p. Other planning constraints.

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OCE representative: ___________________________________________

Contact details: _______________________________________________

Consultation: _________________________________________________

OSE approval: YES/NO

OSE signature __________________________________

Notes

1. Provides an outline of the method by which the OSEs intent or vision, as defined in the exercise scope document, is to be met.

2. Short title is to be used in Australian Defence Force activity management system.

3. List corresponding Australian joint essential tasks in an annex.

4. List in an annex, if complex.

5. Brief statement of factors/limitations to be considered.

6. Outline key aspects of environmental impact assessment.

ANNEXES

A. Objectives and ASJETs

B. Participant list/exercise order of battle

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Annex F to ADFP 7.0.3 Chapter 3

EXERCISE INSTRUCTIONS INDICATIVE CONTENTS F

1. The following exercise management arrangements and supporting plans should be addressed in exercise instructions. Chapters should include an introduction, concept, aim and objectives as well as specific topics listed below as appropriate to the particular exercise.

2. General instruction:

a. exercise aim;

b. exercise objectives;

c. exercise participants;

d. outline exercise concept;

e. exercise locations;

f. key dates and events;

g. exercise appointments;

h. exercise management and planning responsibilities;

i. command and control arrangements; and

j. post-exercise reporting responsibilities.

3. Simulation:

a. concept, and

b. responsibilities.

4. Exercise control:

a. control concept, role and tasks;

b. structure;

c. control arrangements;

d. standard operating procedures;

e. manning requirements; and

f. master events list and schedule of events.

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5. Safety and risk management:

a. general safety matters including safety references,

b. safety organisation structure and responsibilities,

c. outline of higher risk activities,

d. adherence to operational procedures,

e. adherence to range standing orders,

f. exercise safety preparations including risk assessments,

g. safety management during the exercise,

h. safety communications,

i. administration,

j. explosive ordnance disposal plan, and

k. glossary of live firing and safety terminology.

6. Air space coordination:

a. airspace management, and

b. air safety.

7. Umpires:

a. organisation,

b. command and control,

c. role and tasks,

d. activities to be umpired and key timings,

e. staff augmentation requirements,

f. administration and logistics,

g. training, and

h. communications.

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8. Security:

a. threat assessments,

b. protective security, and

c. operations security.

9. Exercise intelligence:

a. scope of intelligence play,

b. responsibilities,

c. national agency participation, and

d. exercise scenario.

10. Communications and electronic warfare:

a. architecture,

b. command and control arrangements for communication assets,

c. frequency management,

d. communications security,

e. crypto arrangements,

f. military and civilian communication interfaces,

g. nodes, and

h. administration.

11. Information Management:

a. domains and systems to be used;

b. specialist software application;

c. log-on and account requirements;

d. information management requirements; and

e. naming conventions for information, etc.

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ADFP 7.0.3

12. Administrative support:

a. logistic support concept;

b. reception, staging, onward movement and integration arrangements;

c. contracting arrangements; and

d. logistic play aspects such as simulated casualties, non-government organisation participation, prisoners of war, resupply and force rotations.

13. Movements:

a. command and control,

b. movement control,

c. method of movement, and

d. in and out of exercise movement.

14. Exercise finance:

a. cost sharing arrangements and responsibilities,

b. coordination and administration,

c. lead planning agency financial responsibilities,

d. cost capture and reporting responsibilities,

e. financial data collection,

f. account and identifier codes,

g. cost recovery arrangements, and

h. financial reporting.

15. Health:

a. casualty reporting;

b. simulated casualties;

c. planning responsibilities;

d. medical evacuation;

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e. civilian health facilities;

f. local health hazards;

g. sanitation;

h. pre-deployment medical and dental requirements; and

i. medical administration.

16. Immigration; customs and quarantine:

a. Australian Quarantine and Inspection Service, customs and immigration procedures; and

b. quarantine requirements within Australia and for entry of goods into Australia.

17. Foreign forces:

a. hosting arrangements;

b. reception;

c. Status of Forces Agreement;

d. legal;

e. law of armed conflict; and

f. civil-military legal issues.

18. Environment and heritage:

a. environmental planning and monitoring responsibilities;

b. environmental documentation;

c. environmental management including conditions and limitations;

d. particular environmental issues such as waste disposal, protection of aboriginal sites, non-Defence land, discharge restrictions at sea, etc; and

e. environmental issues particular to maritime, land and air operations.

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ADFP 7.0.3

19. Damage control:

a. damage reporting format and process,

b. damage repair policy, and

c. compensation arrangements for damage to civilian property.

20. Land clearances:

a. processes and responsibilities.

21. Evaluation and post-exercise reporting:

a. evaluation plan;

b. structure and organisation; and

c. post-activity reporting format and responsibilities.

22. Public affairs:

a. issues and adverse events management;

b. key public affairs (PA) themes and target audiences both in and out of exercise;

c. command and control;

d. tasks and responsibilities;

e. PA implementation plan;

f. accreditation of correspondents;

g. administration; and

h. release of information.

23. Visits:

a. organisation for control of visitors;

b. administration and logistics;

c. command and control;

d. categories of visitors;

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e. Very Important Persons (VIP) health and casualty evacuation procedures;

f. VIP personal security and safety;

g. visitor safety and environmental briefings; and

h. staff augmentation for VIP days.

24. Civil liaison:

a. Civil-Military Cooperation principles and responsibilities;

b. management; and

c. details of specific activities such as an open day.

25. Science and technology:

a. schedule of initiatives, experimentation and sponsor organisations;

b. sponsor organisation responsibilities; and

c. administration and logistics.

Edition 2 3F–7

Annex G to ADFP 7.0.3 Chapter 3

QUICK REPORT TEMPLATE G

1. A quick report should be submitted by the Exercise Director to the Officer Conducting the Exercise within 48 hours of the end of an exercise. A template for a quick report is set out below:

QUICK REPORT 3.2

1. Exercise title;

2. Exercise dates;

3. General comment on the degree of success of the exercise;

4. State whether the exercise objectives have been achieved;

5. List significant issues likely to impact on current exercises or operations (include any issues that require immediate attention);

6. List significant issues of a longer term importance;

7. Anticipated date of submission of a formal post activity report;

8. Point of contact.

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CHAPTER 4

PLANNING CONSIDERATIONS 4

INTRODUCTION 4.1

4.1 The aim of this chapter is to detail key exercise planning considerations not addressed elsewhere in this publication.

EXERCISE SCENARIOS AND CONCEPT OF EXERCISE PLAY 4.2

4.2 Government guidance identifies strategic tasks for which the Australian Defence Force (ADF) must be prepared. Exercise scenarios should be based upon one or more of these fundamental strategic tasks. The choice of a scenario is determined by: Government policy and priorities; operational experiences; the officer scheduling the exercise’s intent for the exercise as set out in the exercise scope document; exercise objectives; and the tasks to be practised during an exercise. Further guidance on selecting an appropriate training adversary is contained in Australian Defence Doctrine Publication 7.1—Training Adversary.

4.3 In combined exercises where Australia is not the lead planning nation, the scenario may be selected by another nation. In such cases, the ADF may have limited input or control over the scenario and may not maintain intelligence data to support the scenario.

4.4 The categories of scenario: real-world, reality-based and fictional are discussed below.

Executive summary

• Various types of exercise scenarios are discussed, and the process for developing a concept of exercise play is explained.

• The types of opposing forces and methods of control are also explained.

• Exercise stakeholders are defined as players, participants, or exercise control, and a list of issues that should be considered during exercise planning is provided.

• Exercise management tools together with a guide to the documentation required to effectively run an exercise are discussed.

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Real-world scenarios 4.5

4.5 Real-world scenarios mirror actual operations or tasks that the ADF might be required to undertake in the short-term against a current or emerging threat. The use of real-world scenarios is politically sensitive because the scenario may refer to contingencies in which real-world countries are described as potential adversaries or in which politically sensitive events may occur. Consequently, the use of real-world scenarios must be approved by the Chief of Defence Force and receive the same level of security protection as an operational plan. Such scenarios are normally only used during strategic and operational-level planning exercises and command post exercise (CPX).

4.6 A key advantage of real-world scenarios is that exercise data and assessment is based on real-world data and hence strategic and operational decision making processes, and intelligence, communications and logistic functions can be fully and realistically exercised. A disadvantage is that exercise participation is limited to those with appropriate clearances and ‘need to know’. This may preclude the exercising of some elements such as other government departments and international agencies.

Reality-based scenarios 4.7

4.7 Reality-based scenarios seek to simulate possible operations or tasks that the ADF might be required to undertake either in the short or long-term. They differ from real-world scenarios in that they combine real-world geography, infrastructure, and cultural and historical backgrounds, with fictional events. Essentially, reality-based scenarios are grounded on a background of reality but depart from that base to accommodate exercise objectives. Reality-based scenarios can be used to exercise a specific capability as part of the continuum of training. They also provide an opportunity to develop or validate contingency plans, while exercising the full spectrum of intelligence gathering and analysis capability in relation to the countries that are the subject of the scenario. Exercises using such scenarios might be used to inform force structure considerations or to develop strategy in a changing regional environment. The use of such scenarios may also be politically sensitive.

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Fictional scenarios 4.8

4.8 Fictional scenarios are based on the use of fictional countries and threats, for example, the fabricated country of Kamaria used by the ADF for use as a training enemy (see opposing forces (OPFOR) below). Events and issues developed in a fictional scenario may mirror real-world events, or may be purely fictional. A disadvantage of fictional scenarios is that, as exercise planners produce the only information available to players, basic intelligence lacks fidelity and current intelligence is dependant on input from exercise controllers. Consequently, some functions such as intelligence play can only be partially practised, if at all.

4.9 An advantage of fictional scenarios is that they can be discussed and used by a wide range of personnel. Fictional scenarios can also be easily adapted to accommodate training requirements such as actual training areas. Fictional scenarios are particularly useful for field training exercise (FTX).

Scenario-driven and scenario-supported exercises 4.10

4.10 Exercises are usually either scenario-driven or scenario-supported:

a. Scenario-driven. A scenario-driven exercise seeks to practise ADF decision-making processes in as realistic an environment as possible. In a scenario-driven exercise the scenario drives the outcome and exercise control (EXCON) injects scenario incidents/information designed to prompt action by commanders, intelligence analysts, operational decision-makers and/or logisticians. In a scenario-driven exercise OPFOR activities can range from being tightly controlled to complete free-play.

b. Scenario-supported. A scenario-supported exercise seeks to provide a realistic backdrop (or ‘wrap’) for the primary aim of the exercise. Such an aim might be to practise a task, demonstrate a capability or conduct a trial. For example, practising the mechanics of an amphibious lodgement could occur without a scenario, however, the use of a realistic scenario provides context and sets limitations on the conduct of the task. OPFOR would normally be tightly controlled in a scenario-supported exercise but may be granted limited freedom of action. In a scenario-supported exercise the scenario facilitates the outcome.

4.11 An exercise may use both scenario-driven and scenario-supported activities. For example, in the case of a two-part exercise, the CPX may be scenario-driven, while the ensuing FTX may be scenario-supported.

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Concept of exercise play 4.12

4.12 Exercise objectives shape the concept of exercise play. The process for developing the concept of exercise play is as follows:

a. Themes. Within the exercise scenario, themes are developed with the aim of initiating activity by participants focussed on the achievement of exercise objectives. Considerations in developing themes include the:

(1) training audience;

(2) exercise location;

(3) time available for exercise play;

(4) evaluation criteria; and

(5) whether the phase of the exercise influenced by the theme is two or one-sided (see chapter 1—‘Introduction’).

b. Events. Key events are identified to logically develop the theme. For a particular theme these events may occur over a period of months, for example, in a strategic level CPX, or may be limited to a very short-time frame during an FTX.

c. Injects. Specific injects are created for the exercise events. Injects should either prompt some form of player reaction or contribute to player decision-making processes. Injects are originated by EXCON staff or by trusted agents deployed with either the blue force (BLUEFOR) or OPFOR. Injects are managed through use of a master events list (MEL).

OPPOSING FORCES 4.13

4.13 The OPFOR used during an exercise should be capable of simulating adversaries ranging from well-equipped conventional forces to illegal fishermen and people smugglers. The exact role of the OPFOR needs to be clearly articulated at the earliest opportunity. Failure to do so may result in the OPFOR plan being out of synchronisation with that of the training audience. OPFOR may be either theoretical or actual:

a. Theoretical opposing forces. A theoretical OPFOR represents a potential adversary against whom operational planners can prepare contingency plans. Theoretical OPFOR will normally be used during a CPX, and may use non-Western tactics, equipment, language, symbols and uniforms.

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b. Actual opposing forces. Actual OPFOR are role-players drawn from the ADF, the civilian population or allied armed forces seconded to play the OPFOR during an FTX. Actual OPFOR may use existing or modified ADF tactics, equipment and uniforms, and will invariably speak English. However, they are tasked to represent the forces from the theoretical country created in the scenario. In practice, actual OPFOR may be credited with larger numbers of platforms than they may in fact possess, and the platforms will simulate those credited to the theoretical country.

ADF training construct of fictional countries 4.14

4.14 To overcome the sensitivities of using real countries in exercise scenarios, the ADF has created five fictional countries: Kamaria, Legais (LX), Tropicana, Monmir and Musoria. These countries have been created by duplicating actual parts of Australia and placing the duplicated parts (as islands—Kamaria and Musoria) to the north of Australia, as well as creating fictional countries within the continent of Australia (LX, Tropicana and Monmir). Country briefs, maps, charts and a range of other information are maintained on these countries. Provided the need is identified in sufficient time, details of these fictional countries (such as area, order of battle, etc) can be changed to accommodate particular exercise requirements. Headquarters Joint Operations Command (HQJOC) is responsible for developing and maintaining training enemy data. These countries are shown in figure 4–1.

4.15 Kamaria. Kamaria is a country consisting of the main island to the north of Papua New Guinea and the islands of Baykara in the Arafura Sea and Karu north-west of Australia. The Kamarian Military Forces generally act as OPFOR for most ADF scenarios. The Kamarian OPFOR provides an appropriately equipped joint force to provide a challenging conventional adversary for the ADF. Kamaria may also be used to support fictional irregular militia forces.

4.16 Legais. LX is a small independent country located on the coast of central Queensland. LX is land-locked and divided by a corridor of the neighbouring country, Tropicana. Southern LX incorporates Rockhampton and Gladstone, whilst Northern LX incorporates the Shoalwater Bay Training Area.

4.17 Tropicana. Tropicana is a small independent country also located on the coast of central Queensland. Tropicana envelops and divides LX with the ‘Yepoon corridor’. Tropicana also has an enclave that incorporates the High Range Training Area near Townsville. Tropicana was created to prevent BLUEFOR simply driving into LX.

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4.18 Monmir. Monmir is a small independent country located south of Darwin, in the Northern Territory. Monmir incorporates Katherine, Kununurra, Wyndham, Tindal, Bradshaw Field Training Area and Delamere Weapons Range.

4.19 Musoria. Musoria is a large island to the north of the equator in the western pacific. The Australian Army uses the Musorian Armed Forces (MAF) as a tactical OPFOR. The MAF is a large conventional joint force equipped with arms sourced from the eastern block. The Land Warfare Development Centre is responsible for maintaining the tactical data on Musoria. Some HQJOC-based operational scenarios use Musoria in support of Kamarian strategic objectives, with Musoria providing military aid to Kamaria.

Figure 4–1: Australian Defence Force training construct of fictional countries

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Control of opposing forces 4.20

4.20 There are three methods of controlling OPFOR play during FTX and CPX. The difference between the methods is the degree of control exercised by EXCON:

a. Controlled opposing force. A controlled OPFOR is suitable if time or resources are limited and is generally used with scenario-supported exercises. OPFOR is given strict guidelines regarding operations to be conducted, including specific timings, locations and scheme of manoeuvre. The OPFOR forces are generally positioned close to the exercise area, or in safe havens within the exercise area. Following the initial exercise deployments, a controlled OPFOR is more likely to conduct its campaign in response to BLUEFOR activities thus ensuring that exercise objectives are achieved. It may also be necessary to regenerate OPFOR assets in order to meet BLUEFOR objectives.

b. Free-play opposing force. Free-play is suitable when a high degree of realism is required and is best employed in scenario-driven exercises. OPFOR is given general guidance as to the area of operations, its mission, and the forces available. With a free-play OPFOR, coordination of OPFOR and BLUEFOR plans is difficult, but provides OPFOR with great flexibility. This lack of coordination may detract from the achievement of the exercise objectives. The greater the degree of free-play granted to OPFOR, the greater the level of control that is required (ie it increases the number of umpires/levels of instrumentation required with which to adjudicate engagements).

c. Coordinated opposing force. Using a coordinated OPFOR combines the advantages of both controlled OPFOR and the free-play OPFOR. This type of control is suitable for use during scenario-based or scenario-driven exercises. Taking into account BLUEFOR plans and exercise objectives, OPFOR is issued with planning guidance describing the broad scope of play, and the types and general locations of operations that should or must be conducted. The major advantage of using a coordinated OPFOR is that it provides OPFOR commanders with a degree of latitude in planning, thus allowing them to make the best use of available assets. A coordinated OPFOR allows OPFOR, at least initially, to hold the initiative and prompts BLUEFOR to use both the appreciation process and its surveillance and intelligence assets.

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4.21 Whatever method is used to control OPFOR, there are advantages in locating EXCON liaison officers within the BLUEFOR headquarters, to ensure that BLUEFOR objectives are met.

EXERCISE PARTICIPATION 4.22

4.22 Exercise stakeholders fall into one of three categories listed below:

a. Players. Exercise players are the principal training audience who will benefit from the exercise and include those organisations or functions that are to be exercised, practised and evaluated.

b. Participants. Exercise participants facilitate an exercise but are not fully practised and exercised. Exercise participants include organisations or functions with which the players would ordinarily interact with in the conduct of their activities. Examples of participant organisations include Defence Intelligence Organisation, Government agencies, the International Committee of the Red Cross and some logistics organisations such as Joint Logistics Command. Participant organisations are not evaluated and usually require minimal direction from EXCON. Participant organisations usually take part in exercises by role-playing in situ.

c. Exercise control. Reporting to the exercise director (EXDIR), the EXCON organisation has responsibility for the management and evaluation of the exercise.

4.23 In determining the status of units/functions involved in an exercise, the officer conducting the exercise will consider the aims and objectives of the exercise and the training objectives of individual units/ functions.

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GENERAL PLANNING ACTIVITIES 4.24

4.24 Listed below are a number of specific activities undertaken during exercise planning:

a. Reconnaissance. Early in the planning phase representatives from the lead planning agency, communications, logistic and environmental staffs, and players conduct a reconnaissance/site survey of the exercise area. It is particularly important to identify ground, sea and waterspace boundaries that encompass the manoeuvre area, who is to control the airspace/waterspace and how that control is to be exercised. Areas of environmental sensitivity are inspected in addition to potential mounting bases and logistic nodes such as ports and airports.

b. Training areas and land clearances. Exercise players are normally responsible for booking areas they plan to use during an exercise, and for promulgating necessary warnings. Where foreign forces plan to conduct live firing in ADF training areas, the lead planning agency is responsible for obtaining permission from the appropriate Service which has responsibility for the management of the training area. Procedures for obtaining clearance for the use of training areas and the use of non-Defence land is laid down in Defence Instruction (General) ADMIN 59–1—Management of Defence Training Areas. As such clearance can take a considerable time, early attention to this issue is important.1

c. Geospatial products. Early identification of the requirement for maps, charts and other geospatial products with common grids for ground, sea and air exercise areas is essential. Maps and charts should be ready for distribution six months before the exercise begins. Arrangements may need to be made to obtain special maritime surveys, beach surveys, beach approach surveys and mine warfare pilot studies.

1 Bookings for training areas controlled by Defence Support Group can be made through the Training Area Safety and Management Information System, which has a link from the Defence Restricted Network home page.

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http://defweb.cbr.defence.gov.au/home/documents/data/ADFPUBS/DIG/ga59_01.pdf




d. Flying hours allocation. Headquarters Air Command (HQAC) manages flying hour allocations on behalf of the Deputy Chief of Joint Operations (DCJOPS), through the Joint Air Support Schedule (JASS). Bids for flying hours in the JASS are the responsibility of the lead-planning agency that, in consultation with the Components, will determine air hour allocations. As the Program of Major Service Activities Planning Group approves the JASS, planners should ensure that bids for air hours in support of the exercise are submitted in a timely manner.

e. Air space management. Exercise airspace requirements are determined by HQAC on behalf of DCJOPS. The lead-planning agency should ensure that HQAC coordinates the activities of the environmental commands and Air Services Australia to establish suitable arrangements for exercise air operations.

f. Sea space management. The management of sea surface and sub-surface activities, as well as the airspace over the sea, also require detailed consideration. Planners should consider how the maritime environment is to be managed when conducting high-end activities such as submarine and anti-submarine operations, mine countermeasure operations, and live firing at hulks.

g. Battlefield circulation control. Battlefield circulation control (BCC) is primarily designed to deconflict road movement in the battlespace. In effect, BCC is road space management within the area of operations, or in the case of exercises, the training area. Tactical realism can be compromised by out-of-exercise movement by EXCON and other neutral personnel (including contractors), including out-of-exercise OPFOR moves. Safety can also be compromised where road users from differing chains of command are using the same road space. Planners need to consider how to best control tactical road space management processes while not burdening players with out-of-exercise non-tactical movement. Road space management plans may be promulgated in the form of a battlefield circulation control plan. Consideration should be given to the staff needed to plan and coordinate as well as implement any road space plan. In large exercises, a BCC Cell (BCCC) should be established within EXCON to coordinate white and OPFOR road movement, in conjunction with a BLUEFOR BCCC.

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h. Environmental management. Early in the planning phase, developing the environmental concept and seeking environmental approval are a priority. The process for obtaining environmental clearance for major exercises can be lengthy and require significant financial and human resources.2

i. Defence Science and Technology Organisation participation in exercises. The Defence Science and Technology Organisation (DSTO) contributes to ADF capability through: the analysis of training and exercises; and, within exercises and training activities, the conduct of scientific initiatives including human factors studies, equipment and procedural trials, research and validation. Exercise planners should make early contact with the DSTO Engagement and Liaison Officer, Directorate of Exercise Planning, HQJOC. The process for seeking DSTO engagement is in annex A.

CIVIL LIAISON 4.25

4.25 As with operations, civil liaison is an important consideration in the planning and conduct of exercises. Cordial and constructive relationships between exercise planners and local communities, State and Federal Government departments, non-government organisations and interest groups can significantly assist in achieving exercise objectives. Consequently, exercise plans should ensure that appropriate agencies/organisations are consulted at an early stage of exercise development.

4.26 The requirement to liaise with particular agencies/organisations when planning specific activities is addressed in specialist chapters. General civil liaison tasks to be considered include:

a. Community briefings. Community briefings are normally aimed at either local Government or community members who are likely to be impacted by exercise activity. Subject to normal security restrictions, communities should be advised of activities to be undertaken during the exercise and the types and numbers of units/personnel involved.

2 Chapter 12—‘Environment protection, heritage protection and damage control’ provides detailed guidance on environmental planning.

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b. Open days. Large-scale military activity engenders pubic interest. Exercise planners should capitalise on this interest and, if practicable, plan an open day. Such exhibitions of military equipment and personnel help build community ties and assist recruitment. When planning an open day it is important to ensure that safety and public liability issues are thoroughly considered.

c. Community liaison. An EXCON staff member, appointed as a community liaison officer, has responsibility for coordinating all community related tasks undertaken during the exercise. In combined exercises in Australia, an ADF officer should coordinate community tasks undertaken by ADF and foreign forces. This ensures that, to the greatest extent possible, local sensitivities are taken into account.

EXERCISE DOCUMENTATION AND MANAGEMENT TOOLS 4.27

General 4.27

4.27 The mounting of a major exercise requires the production of exercise instructions and operational orders. These instructions and orders inform exercise participants and control staff of the requirements to be met in the conduct of the exercise. All exercise instructions and orders should have an appropriate security grading. Exercise security classifications are not to be used. To ensure that exercise objectives are met in a safe manner, tools are required for the overall management of exercise activity.

Exercise instructions and orders 4.28

4.28 Exercise instructions contain information common to all participants but not related to the operational scenario. For major exercises, the majority of these instructions are normally produced in one volume known collectively as the joint/combined exercise instruction (J/CEI). If required, individual topics may be in separate documents to allow the documents to be prepared and issued separately to meet the planning timetable. A J/CEI normally addresses the topics listed in chapter 3, annex F.

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4.29 Exercise control instructions. The EXDIR produces EXCON instructions to coordinate the activities of umpires, OPFOR, neutral organisations, control staff and observers. Collectively these units/organisations are known as white elements (WHITEFOR). Distribution of EXCON instructions is limited to planning and exercise control staff. The main EXCON instructions produced for a major exercise are:

a. EXCON standing operating procedures;

b. communications instructions;

c. OPFOR operation orders (produced by HQOPFOR);

d. OPFOR communications instructions (produced by HQOPFOR);

e. OPFOR logistic/administrative instructions (produced by HQOPFOR);

f. exercise umpiring plan;

g. WHITEFOR administrative instructions; and

h. an evaluation plan.

Operational orders 4.30

4.30 BLUEFOR and OPFOR HQ should develop and issue operational orders or directives as part of exercise play in response to information flowing from MEL injects and other sources. The development and issue of orders and directives ensures that exercised units are involved in planning and activities as if on operations.

Dissemination of orders 4.31

4.31 It is important that orders are disseminated in a timely manner and that exercise participants read them. Planners must ensure that processes are in place for ensuring that instructions have been received and that they have been acted upon. Failure to ensure that participants are familiar with exercise instructions will lead to almost certain breach of environmental, safety, operational or other regulations, and at worst could lead to accidental death. Further, in the event of contravention of legislation or the common law duty of care, commanders may be held liable for the acts or omissions of subordinates.

Edition 2 4–13


Exercise management tools 4.32

4.32 Master events list. MEL details and coordinates the simulated inputs (injects) that will be implemented by EXCON or role players to ensure that exercise objectives are to fully met. These injects are used to influence the training audience to react to situations consistent with exercise objectives and prescribed Australian joint essential tasks (ASJET). As well as listing those key events (or MEL items) that are necessary to achieve exercise objectives, the MEL3 may include enabling and supporting events, if they are linked to an exercise objective. For example, an exercise objective might be to conduct joint task force entry operations; the corresponding MEL entry might include events such as the OPFOR defence of air and sea points of entry and international media reactions. In this way, the MEL may be grouped or categorised into themes. The MEL should list the event or effect required; the appropriate objective or ASJET; the supporting script or details of the inject (the implementer); the EXCON cell or role player implementing the MEL item; and the expected player response.

4.33 Schedule of events. The schedule of events (SOE) is a coordinating list of events and activities to be carried out by BLUEFOR, OPFOR and other WHITEFOR to meet exercise objectives. The SOE will include key events (real and simulated), enabling events, supporting events, and significant ‘injects’ designed to prompt player action. The SOE will also include all other activities of interest to EXCON that may not contribute towards the achievement of exercise objectives, such as the holding of an open day or very important person visits day. The SOE is a situational awareness tool that allows EXCON to track, sequence and coordinate changes to all planned activity to ensure exercise objectives are achieved in a realistic, safe and effective manner. The SOE schedules serialised events under the broad headings of date, time, place, and participating forces.4 Other headings can be added to track certain aspects of events such as specific area and unit locations, conflicts, and cautions. To maintain operational security, access to information on BLUEFOR and OPFOR activity in the SOE should be restricted to EXCON and trusted agents within BLUEFOR and OPFOR respectively. To facilitate the achievement of exercise objectives, the EXDIR can change the SOE as the situation develops.

3 United States forces use the term master scenario events list (MSEL) to describe those fictional events, related to exercise objectives, which are implemented by EXCON.

4 For example, maritime, land, air, special operations, logistics and OPFOR elements, other Government departments or agencies and non-Government organisations.

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Joint Combined Training Capability 4.34

4.34 The Joint Combined Training Capability is a combined Australia/United States of America initiative designed to enhance high-end bilateral training, increase and measure operational capability, improve interoperability, and facilitate capability development. This capability is outlined in annex B.

Annexes:A. Coordination of Defence Science and Technology Organisation

participation in exercisesB. The Joint and Combined Training Capability

Edition 2 4–15


COORDINATION OF DEFENCE SCIENCE AND TECHNOLOGY ORGANISATION PARTICIPATION

IN EXERCISES A

1. The process for coordinating the Defence Science and Technology Organisation (DSTO) participation in major exercises is set out below:

a. A member of the Directorate of Exercise Planning at Headquarters Joint Operations Command (HQJOC) should be appointed as the DSTO Engagement and Liaison Officer (DELO). The DELO will call for bids from DSTO laboratories for participation in the exercise.

b. It is the responsibility of the DELO to ensure that each of the bids seeking incorporation into the exercise:

(1) is consistent with one or more of the exercise aims and objectives; and

(2) has a task sponsor at HQJOC, a Service headquarters or at Australian Defence Force Headquarters.

c. The DELO forwards DSTO bids to the lead planning agency for approval.

d. The lead planning agency:

(1) confirms that the proposed activity is consistent with the exercise aims and objectives,

(2) confirms that respective HQJOC Component commanders will sponsor the activity and that units are available to undertake the proposed activity, and

(3) seeks agreement to the proposed activity from exercise commanders.

e. Exercise commanders advise the lead planning agency of their agreement/non-agreement to the proposed DSTO activity.

f. The lead planning agency advises the DELO of approval/non-approval of DSTO bids.

g. If the DSTO bids are approved, commanders direct the host military units to plan for DSTO involvement in relevant exercise activity and approve Direct Liaison Authority.

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ADFP 7.0.3

h. The DELO contacts bid originators and advises them of the outcome. If the bid is approved, the DELO advises the originating DSTO laboratory of the host unit point of contact and approval of direct liaison.

2. During the exercise planning process and at least prior to each of the planning conferences, the DELO will liaise with the DSTO points of contact for each of the approved bids to confirm that contact with host units is continuing, and if necessary, facilitate the process.

4A–2 Edition 2


THE JOINT AND COMBINED TRAINING CAPABILITY B

1. The Joint and Combined Training Capability (JCTC) is a combined Australian (AS)/United States of America (US) initiative designed to enhance high-end bilateral training, increase and measure operational capability, improve interoperability, and facilitate capability development.

Joint and Combined Training Capability Services 4.2

2. JCTC current and emerging services include:

a. live instrumented forces with virtual and constructive simulations (LVC) and exercise simulation planning;

b. Live Instrumentation System (LIS) solutions, including utilisation of the latest generation of man-worn Personal Area Network LIS;

c. virtual and constructive simulation injects such as unmanned aerial vehicles, emergency close air support and joint fires;

d. joint training systems integration, bringing together simulation systems such as Hornet Aircrew Training System and those managed by Maritime Warfare Training System, the Army Simulation Wing, and the Combat Training Centre;

e. training (and experimentation) network configuration and management which includes the AS Defence Training and Experimentation Network and connectivity with the US Joint Training and Experimentation Network;

f. Exercise control (EXCON) services, such as White Common Operating Picture, Voice over Internet Protocol, Video Teleconferencing, Management Information Systems, etc;

g. Exercise Support Services, which provides exercise role players, opposing force and electronic warfare stimulated effects;

h. Whole-of-Government training support for exercises involving Australian Federal Police, national evacuation operations, humanitarian aid/disaster relief and associated civilian agencies; and

i. exercise after action review tools.

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ADFP 7.0.3

Sites 4.3

3. An accredited architecture that links AS and US headquarters, units, training areas and training management systems (live), virtual simulators and constructive simulations worldwide, into a single high quality training experience requires detailed bilateral consultation, coordination and planning to effect a credible force multiplier that tests operational level interoperability. The linked training sites are displayed in figure 4B–1 (not to scale).

Figure 4B–1: Joint and combined training sites

Simulation and support 4.4

4. This capability enhances joint and combined training by using a network approach to training. The network allows the interaction of LVC. LVC simulations are explained as follows:

a. Live: People and platforms actually performing an exercise mission—part of the training audience.

b. Instrumented: Live exercise participant, suitably instrumented in order to real time track and import into the Joint LVC federation as a live entity.

c. Virtual: Personnel participating in the exercise by using simulators such as the Hornet Aircrew Training System or unmanned aerial vehicle simulators—part of the training audience.

d. Constructive: Computer-aided simulations that can stimulate a wider span of forces or other entities playing out on a computer screen. Entities are controlled by simulation control personnel (non-warfighters and therefore not a valid training audience).

4B–2 Edition 2

ADFP 7.0.3

Figure 4B–2: Graphic illustration of Joint live instrumented forces with virtual and constructive simulations construct

5. LVC enables live instrumented land forces to interact with live instrumented aircraft, virtual simulators and constructive simulations. Currently, the following Australian Defence Force systems are integrated into the network:

a. Land 134 Live Instrumented System.

b. Air Combat Manoeuvring Instrumentation.

c. Hornet Aircrew Training System.

d. Maritime Warfare Training System.

Facilities 4.6

6. Facilities include an EXCON facility and an Urban Operations Training Facility (UOTF) at Shoalwater Bay Training Area.

7. The UOTF is representational of a complex, non-culturally specific urban environment. The facility enables combined teams to train for offensive and defensive operations in a variety of terrain and building configurations. It is instrumented with internal and external tracking systems compatible with Land 134 and is capable of facilitating live force-on-force training. The facility is complemented by an adjacent live-fire Urban Assault Range. Figure 4B–3illustrates the UOTF being used for urban training.

Edition 2 4B–3

ADFP 7.0.3

Figure 4B–3: Urban training at the Shoalwater Bay Training Area Urban Operations Training Facility

4B–4 Edition 2


CHAPTER 5

EXERCISE CONTROL 5

INTRODUCTION 5.1

5.1 General. The process of managing the conduct of an exercise is known as exercise control (EXCON). Effective EXCON is fundamental to the attainment of exercise objectives. The method and degree of control over exercise players must be established early and will be determined largely by the exercise’s aim, objectives, and the broad exercise construct. The EXCON organisation is the exercise director’s (EXDIR) implementing agency.

5.2 Role. The role of EXCON is to ensure that the exercise aim and objectives are achieved in a safe, realistic, environmentally responsible and cost effective manner on behalf of the officer conducting the exercise (OCE).

5.3 Tasks. General EXCON tasks (as appropriate to the exercise design) are to:

a. manage the conduct of exercise events in accordance with the schedule of events (SOE);1

b. influence the training audience to take actions that align with exercise objectives and specified Australian joint essential tasks;

c. evaluate the training audience;

d. adjudicate the outcome of engagements;

e. coordinate opposing forces (OPFOR) activity in a one-sided exercise;2

Executive summary

• Effective control of an exercise is fundamental to attaining exercise objectives.

1 See chapter 4—‘Planning considerations’ for an explanation of the SOE and its relationship with the master events list (MEL).

2 In one-sided exercises OPFOR is controlled and free play by the OPFOR is generally not permitted. EXCON may need to provide occasional direction to OPFOR in a two-sided free-play exercise.

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f. manage the scenario and replicate higher headquarters’ (HQ) input as required;3

g. control the training audience and OPFOR activity where necessary for safety and protection of the environment;

h. coordinate exercise governance including safety, environmental protection, science and technology initiatives, damage control, public affairs, visits by important persons, security/force protection and exercise related construction;

i. coordinate real-world incident response and consequence management;

j. inform the EXDIR of significant events, incidents, issues and player future intentions;

k. coordinate forward deployed EXCON elements such as umpires, science and technology teams, environment field teams, media detachments, evaluation teams and EXCON liaison officers (LO);

l. coordinate the use of constructive and virtual4 simulation tools and technologies;

m. coordinate explosive ordnance disposal through designated specialist force elements (FE);

n. coordinate real-world civil liaison;

o. coordinate administrative, communications and engineering support for all white elements including EXCON;

p. monitor host nation and contractor support;

q. provide input to the post-activity report; and

r. raise, train, equip, deploy, manage and redeploy EXCON personnel.

3 In a command post exercise (CPX) EXCON may also need to replicate input and responses from subordinate HQ and force elements not actually participating in the CPX.

4 These terms are defined in chapter 4.

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Control arrangements 5.4

5.4 Method of control. EXCON influences the actions of players by creating situations using OPFOR (real and/or constructive), role players and umpires, and by issuing orders, instructions, intelligence and other simulated inputs to player HQ. These control measures are usually synchronised by the use of an SOE and supporting MEL. Notwithstanding command responsibilities, EXCON directly manages aspects of the exercise environment, such as safety and environment protection, to allow players to focus on operational matters. EXCON staff also provide the EXDIR with continuous and accurate information on current operations and player future intentions. The method and mechanism of control varies according to exercise format. In a CPX, the main function of EXCON is to generate effects, outlined in a MEL and coordinated by a SOE, that influence the training audience. In an field training exercise (FTX), mandated governance requirements, such as safety oversight and environment protection, shape the EXCON organisation.

5.5 Degree of control. The ability to influence events provides the EXDIR with positive control of the exercise. Control, however, must be exercised with care. Attempts to control at all levels of command can lead to over-control and loss of realism, and may usurp a player commander’s authority and responsibility. In single-Service exercises, the EXCON function is often embedded within the training audience HQ, thus ensuring that the EXDIR has a high degree of control. For major exercises, a discrete EXCON is usually raised; using the exercise’s planning staff as the core element. In this instance, the EXDIR exerts control with the authority of the OCE. For stand-alone EXCON, the main method of influencing training audience actions is through a directed5 OPFOR, and simulated higher HQ orders and intelligence inputs coordinated in accordance with a SOE. Occasionally, EXCON may need to directly control player tactical actions (eg to ensure separation of forces to preserve the flow of play, for safety reasons or to prevent significant environmental impacts). EXCON uses control measures such as orders, instructions or inputs, often implemented through the umpire organisation, or via EXCON LO acting as observers/controllers in player HQ.

5 In a two-sided or free-play exercise, control is more difficult.

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5.6 Control of the opposing force. The control of OPFOR activities in one-sided exercises should not be absolute. EXCON direction to OPFOR should be limited to assigning missions, thereby allowing the OPFOR commander the tactical flexibility to achieve those missions within available resources. In addition to providing OPFOR with useful training opportunities, this flexibility ensures that the training audience engages a more realistic opposition from which to draw lessons. In a two or multi-sided (free-play) exercise, EXCON may have to impose control measures or set preconditions for blue force (BLUEFOR) and OPFOR to ensure exercise objectives can be met. The categories of OPFOR are described in chapter 4.

Exercise control appointments 5.7

5.7 Key EXCON appointments include:

a. Exercise director. The EXDIR is responsible to OCE for developing and managing the exercise environment to ensure that exercise objectives are achieved in a realistic, safe, environmentally responsible and cost effective manner. In this role, EXDIR does not usually have responsibility for the management or outputs of player organisations. The EXDIR commands EXCON. A deputy EXDIR is usually appointed for major combined exercises.

b. Chief controller. The chief controller is responsible to the EXDIR for the management of exercise events in accordance with the SOE. In a small-scale exercise, EXDIR may perform this task. The chief controller may also perform the function of EXCON chief of staff.

c. Chief safety officer. The chief safety officer (CSO) is responsible to EXDIR for the safe conduct of an exercise involving live activities. This entails development and review of risk assessments and management of associated risks, promulgation and management of exercise safety measures, and close monitoring of higher-risk activities, including live firing.

d. Chief umpire. The chief umpire commands the umpire organisation deployed for FTX/live exercises. The chief umpire may also need to resolve a situation where the adjudication of live tactical events is disputed either by players or between umpires.

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e. Chief evaluator. The chief evaluator is responsible to OCE, through EXDIR, for evaluation planning, conduct and reporting. The chief evaluator may conduct evaluation independent of the operational chain of command as directed by officer scheduling the exercise (OSE). The EXDIR may be appointed as chief evaluator.

f. Exercise security officer. The exercise security officer is responsible to EXDIR for the oversight and coordination of all real-world security and force protection matters, including preparation and implementation of security plans, pre-exercise briefings, monitoring of security measures, and coordination of security investigations.6

g. Exercise environmental officer. The exercise environmental officer is responsible to EXDIR for the promulgation of environmental mitigation measures and the close monitoring of activities with a high environmental risk. The exercise environmental officer is also responsible for managing compliance with environmental controls, and, through EXDIR, for reporting environmental incidents to the Directorate of Environmental Impact Management.

Exercise control groups 5.8

5.8 Subject to exercise scale, scope and format, EXCON may comprise a number of functional groups or cells. For a major exercise, groups can be divided broadly into effects, governance and support, based on primary function.

5.9 Effects group. Commanded by a senior controller, the effects group is responsible for generating effects that influence (or stimulate) the training audience in order to achieve exercise objectives. The MEL is the principal tool of the effects group. Sub-elements include:

a. Higher control. Higher control (HICON) represents those HQ higher to the HQ being exercised. Government, international and non-Government agencies may also be represented by HICON. HICON issues orders, instructions and other injects, and uses role-play. In some circumstances, the actual higher HQ may role-play its normal function. Generally, HICON requirements for CPX are more demanding than for FTX.

6 Players remain responsible for all aspects of their own security in accordance with standard operating procedures.

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b. Flank control. Flank control (FLANCON) represents HQ and FE notionally on the flank (or rearward) of the HQ being exercised. FLANCON staff may role-play LO from flanking organisations. If the MEL has very little flank activity, the FLANCON function is usually performed by HICON.

c. Lower control. Lower control (LOCON) portrays HQ and FE subordinate to the HQ being exercised, and operates through role-play, simulated tactical responses and the issue of reports and returns. LOCON is seldom required for FTX. To preserve realism, it is desirable that LOCON uses staff from subordinate HQ/FE of the HQ being exercised. Maritime, land, air and special operations response/control cells (X3/5)7 manage environment-specific tactical activities in CPX and monitor player tactical activities in FTX.

d. Intelligence control cell. The intelligence control cell (ICC or X2) manages the scenario and provides intelligence inputs8 in accordance with the MEL. The X2 staff represents higher intelligence agencies and staffs and works in close cooperation with HICON and the OPFOR cell (see chapter 10—‘Intelligence’).

e. Opposing forces cell. The OPFOR cell portrays the exercise adversary in a CPX and provides broad direction to a designated OPFOR HQ in an FTX. Ideally, OPFOR HQ should deploy LO to EXCON during an FTX.

f. Logistics cell. The logistics cell (X1/4) manages administrative play, monitors player and OPFOR administrative activities, and may coordinate administrative support to EXCON and other neutral elements. The X1/4 cell may also represent higher administrative HQ and agencies on behalf of HICON (see chapter 7—‘Administrative support’).

g. Special function cells. Subject to the MEL and exercise objectives, small cells may be used to exercise special capabilities such as information operations, inter-agency, public affairs, personnel recovery, etc.

7 Drawing upon the joint staff system, ‘X’ represents EXCON staff function.

8 Such inputs may include false information.

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h. Umpire organisation. Umpires play an important role in the portrayal of realism. As part of the umpire organisation established for FTX; maritime, land, air, special operations and specialist umpires are usually deployed with player units or kept in a pool for specific activities. Umpire activities should be coordinated with appropriate X3/5 control cells (see chapter 14—‘Umpiring’).

i. Exercise control liaison officers. EXCON LO may be deployed to player and higher HQ and agencies to monitor activities and to represent EXDIR. LO may be used to role-play personnel from higher, lower or flanking HQ. LO are particularly useful when exercise activities are conducted in localities remote from EXCON. LO from civilian agencies represent their agency and provide specialist advice to EXDIR.

j. Role players. When individuals/organisations that need to be depicted on an exercise cannot be used for practical reasons, role players are used. Role player depictions include government agencies (such as state emergency services or the police), non-government organisations (such as the International Committee of the Red Cross), individuals (such as the head of a terrorist faction), or groups of people (such as prisoners-of-war and non-combatants). Where the scenario exercises activities involving such agencies or personnel, the presence of agency representatives and suitably qualified role players as part of the EXCON team is essential.

5.10 Governance group. The governance group manages the exercise environment on behalf of EXDIR. The group’s role is to manage mandated real-world governance matters. Governance sub-groups include the following:

a. Safety. Commanded by the CSO, a discrete safety cell is usually required for major joint/combined FTX, particularly those involving live firing and other higher-risk activities. For smaller exercises, safety responsibilities may be embedded within player HQ. This element is responsible for managing compliance with safety risk reduction measures. A director of practice element is usually required for live fire practices involving two or more Services or nations (see chapter 13—‘Safety’). Subject to the exercise design, it may be necessary to form a medical regulating cell to manage real casualty evacuations.

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b. Environment management. For FTX, an environmental management group (EMG) should be established to manage adherence to environmental compliance conditions, range standing orders and environmental policies. The EMG comprises a number of field teams reporting to the exercise environmental officer. When exercises are conducted outside Defence training areas, monitoring may also involve external agencies such as State parks and wildlife services and the Great Barrier Reef Marine Park Authority. For smaller exercises, environmental responsibilities might be embedded within player HQ and supported by range control staff and/or regional environmental officers. For further advice on environmental management see chapter 12—‘Environment protection, heritage protection and damage control’.

c. Damage control. A player engineer element is usually assigned to conduct FTX damage control (DAMCON) on behalf of EXCON. The DAMCON element may provide LO to EXCON to coordinate damage reporting and remediation in close conjunction with the environment monitoring staff (see chapter 12).

d. Security/force protection. A small security/force protection coordination cell may be required for major FTX, subject to threat assessments. The security/force protection cell coordinates the response to identified threats to the exercise, monitors compliance with exercise security procedures, and conducts security investigations as required (see chapter 11—‘Security’).

e. Public Affairs. A public affairs (PA) cell or information bureau may be formed to manage real-world public information and public relations for a major joint/combined FTX. FE or regional PA officers usually suffice for smaller exercises (see chapter 15—‘Public information and public relations’).

f. Visits. A visits cell may be required for major joint/combined FTX with an extensive very important person visits program (see chapter 17—‘Visitors’).

g. Civil liaison. Where significant use is made of public land and/or infrastructure, it may be necessary to form a civil liaison cell (see chapter 4).

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h. Others governance elements. It may be necessary to form small specialist cells to coordinate science and technology initiatives, battlefield circulation (road space management), and airspace management.

i. Unexploded ordnance disposal. In exercises involving live firings it may be necessary to raise an unexploded ordnance cell to coordinate disposal.

5.11 Support group. The support group provides administrative, communication and information systems (CIS), information management and simulation support to EXCON and other neutral elements. Elements include:

a. Communication and information systems cell. The CIS cell (X6) coordinates CIS services to EXCON and other neutral elements and may manage CIS play if required by the MEL. The CIS cell also monitors BLUEFOR and OPFOR CIS status and issues.

b. Information management cell. For major exercises, an information management (IM) officer or cell is necessary to manage EXCON IM (see chapter 9—‘Information management’).

c. Simulation control. A simulation control cell is required to manage simulation models on behalf of the effects group.

d. Administrative support. An administrative cell is usually formed to provide dedicated clerical, personnel, transport and general administrative support to EXCON. Generally, EXCON will levy its administrative support (catering, stores, accommodation, health support, movement control, etc) from a player logistics organisation or the neutral organisation described below.

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5.12 Neutral organisation. The neutral organisation is normally based on an existing administrative formation, unit or agency under command of the training audience. While not strictly part of EXCON, it provides EXCON with essential support. The neutral organisation provides FTX administrative support beyond the capacity of player administrative elements (training audience and OPFOR) and represents the higher administrative HQ for administrative play (ie simulated casualty handling, equipment recovery, stores resupply, etc).9 The neutral organisation may provide support for the processing of real and simulated casualties, and the handling of real, token and simulated supplies and equipment. Movement control, contracting, camp commandant, mortuary affairs, military police, and medical functions may also be coordinated by the neutral organisation. EXCON logistic LO should be collocated with the neutral organisation to coordinate EXCON administrative requirements.

5.13 Evaluation team. Commanded by the chief evaluator, an evaluation team is usually formed for major joint/combined exercises. The evaluation team usually operates independently from the remainder of EXCON and reports directly to OSE through the chief evaluator. Observer/trainers or observer/controllers may assist the evaluation effort. Exercise players also conduct self evaluation (see chapter 6—‘Evaluation’).

5.14 Exercise control functional model. The following function-based model illustrates the relationship between the various components of EXCON and OPFOR.

9 For example, the neutral organisation may provide force (third line) level support to those player elements (including OPFOR) with no capacity beyond unit level (second line) support.

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Figure 5–1: Exercise control functional model

Exercise control planning 5.15

5.15 EXCON planning aligns with the process described in chapter 3—‘Exercise planning process’.

a. Concept development phase. A broad EXCON concept is developed including EXCON nodes, functions, method of control, key appointments and outline organisation.

b. Detailed planning phase. An EXCON plan is developed for inclusion in exercise instructions. The plan addresses the detailed organisation, roles, tasks, key timings, information management, and communications and administrative support requirements. An EXCON administrative instruction should be prepared together with a movement plan. Requests for staff augmentation for all exercise-related positions must be made as early as possible. EXCON operates in accordance with standard operating procedure (SOP). EXCON SOP should be promulgated before the start of the implementation phase. Annex A provides a template for the production of EXCON SOP.

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c. Implementation phase. EXCON is raised, trained, equipped and deployed in the implementation phase. EXCON monitors player planning and preparations, and controls exercise play in accordance with an SOE.

d. Post-exercise phase. EXCON monitors exercise redeployments and remediation of training areas and finalises Australian Defence Force activity analysis database system reporting and the post-exercise report before handing exercise responsibilities back to the appropriate agencies.

5.16 Planning considerations. Principal EXCON planning considerations include the following:

a. Control model. A control model provides a useful basis on which to progress exercise concept development and begin control planning. Using graphical means, players, participants and controllers10 are identified and grouped. Organisations providing control input are further identified as HICON, FLANCON and LOCON. By this means, the EXCON methodology can be viewed at a glance. This is particularly helpful when planning complex two-level CPX (eg where both strategic and operational levels are exercised and evaluated). Figure 5–2 is a generalised example EXCON model for a CPX exercising HQ Joint Operations Command. Example EXCON models for a CPX and a FTX are in annexes B and Crespectively.

10 Players, participants, and controllers are defined in chapter 4.

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Figure 5–2: Exercise control model (generalised example)

b. Staffing. The control organisation may need to be capable of 24-hour operations for sustained periods. Reduced exercise activity may occur at night; however, this is not always the case. EXCON staff must be suitably qualified and experienced to exercise the training audience. This is particularly important for CPX at the strategic or operational levels. Augmentation staff should be posted to EXCON in sufficient time to allow for training, practise and other preparation.

c. Training. EXCON is often an ad hoc organisation comprising individuals from various units and agencies. Further, the tasks performed by EXCON are often specific to the exercise environment. EXCON training will raise the level of competency of EXCON staff. A thorough understanding of EXCON SOP, MEL and SOE should form the basis of this training. A short war game, seminar or CPX should be included in the training period to work through the types of issues and incidents that might arise in a major exercise (FTX) and to practice EXCON processes and simulations (CPX).

d. Dispersed localities. Exercise activities may occur in multiple locations, often remote from the central EXCON organisation. In other cases, it may be prudent for EXCON to remain in a central or rearward location, collocated with the senior player

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headquarters. For a major exercise, consideration should be given to establishing forward-deployed EXCON centres to facilitate local exercise management. In some circumstances, a network of EXCON LO may suffice.

e. Administrative, communications and engineering support. Planning should ensure that EXCON receives timely and reliable administrative, communications and engineering support. Ideally, extant administrative and communications units will provide this support to allow EXCON to focus on its primary role of exercise management. Engineer tasking (exercise-related construction) may be required for target construction, environmental works, range enhancements, OPFOR defensive positions, or to clear tracks in exercise areas. Umpires will also require administrative support beyond that provided by the player unit they have been attached to. EXCON communications needs are discussed in chapter 8—‘Communication and information systems’.

Annexes:A. Exercise control standard operating procedures templateB. Command post exercise—generic control modelC. Field training exercise—exercise control model


EXERCISE CONTROL STANDARD OPERATING PROCEDURES TEMPLATE A

1. Set out below are guidelines for topics to be included in exercise control (EXCON) standard operating procedures (SOP). While the guidelines focus on major exercises, many topics have relevance to smaller exercises. Generally, material that is included in exercise instructions should not be repeated in SOP.

Chapter 1—Exercise control 5.2

General

Chapter 2—Exercise control administrative arrangements 5.3

General

Role and tasksExercise control concept

Command and controlHeadquarters EXCONEffects groupGovernance groupSupport groupEvaluation groupOpposing force (OPFOR)Neutral organisations

Battle rhythmBriefings and coordination meetingsAdministrative cellDuty staff responsibilities Annexes:A. Exercise control organisation diagramB. Exercise control floor plansC. Evaluation, master events list and schedule of events review meetings

(aims and schedules)D. Briefing schedules and formatsE. Requests, reports and returns

DressPersonnel administrationPersonnel reportsMedical and dentalMeals and accommodation

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ADFP 7.0.3
Chapter 3—Effects group 5.4

General

Chapter 4—Governance group 5.5

General

Chapter 5—Safety 5.6

General

TransportSecurityDisciplineDrugs and alcoholLeaveContact details and next-of-kin

Role and tasks, organisationEffects group concept, command and control

Higher controlFlank controlLower control‘X’ staff functions (intelligence, logistics, etc)Liaison officersRole playersOPFOR coordinationUmpires

Routines

Role and tasksOrganisationGovernance group concept, command and controlRoutines

Role and tasksSafety conceptUnit safety officersReports and returns

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ADFP 7.0.3

Chapter 6—Environment 5.7

General

Chapter 7—Damage Control 5.8

General

Chapter 8—Security 5.9

General

Chapter 9—Public Affairs 5.10

General

Chapter 10—Visits 5.11

General

Role and tasksEnvironmental protection conceptUnit environment liaison officersReports and returns

Role and tasksDamage control conceptDamage reporting and repair taskingContractor supportAdmission of liability

Roles and tasksThreatsSecurity architectureCivil liaison and coordination instructionsSecurity functional areasSecurity incident reporting and investigationSecurity administration

Roles and tasksPublic Affairs (PA) conceptOrganisationPA staff locations and administrationReports and returns

Roles and tasksVisits conceptReports and returnsVisits program

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ADFP 7.0.3

Chapter 11—Support group 5.12

General

Chapter 12—Communication and information systems 5.13

General

Chapter 13—Information management 5.14

General

Chapter 14—Simulation support 5.15

General

Chapter 15—Evaluation 5.16

General

Role and tasksVRoutines

Role and tasksCommunication and Information Systems (CIS) conceptAgencies providing CIS supportRoutinesReports and returns

Information management (IM) conceptIM processesCommon operating pictureWeb pagesDatabasesDrives and foldersArchive policyReports and returns

Models and simulationRoles and tasksActions on simulation ‘crashing’

Roles and tasksEvaluation objectives, scope and contextKey evaluation timingsComposition of evaluation teamEvaluation audiencesInformation requirements and criteria for making evaluation judgementsEvaluation forms, approaches and techniques

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Annex B to ADFP7.0.3 Chapter 5

COMMAND POST EXERCISE—GENERIC CONTROL MODEL B

Figure 5B–1: Command post exercise—generic control model

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Annex C to ADFP7.0.3 Chapter 5

FIELD TRAINING EXERCISE—EXERCISE CONTROL MODEL C

Figure 5C–1: Field training exercise—exercise control model

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CHAPTER 6

EVALUATION 6

INTRODUCTION 6.1

6.1 General. Evaluation is an integral component of the ADF continuous improvement regime. The effectiveness of evaluation as a change management tool is dependent on the transfer of knowledge and experience gained from collective and individual training, and from operations. Preparation for an exercise or operation should include the systematic review of previous lessons to ensure that knowledge and experience are transferred and that the inefficiencies associated with repeating past mistakes are avoided.

6.2 Preparedness. The ADF preparedness regime is described in Australian Defence Doctrine Publication 00.2—Preparedness and Mobilisation (Provisional). Evaluation is a process used to measure the ADFs preparedness to undertake directed military tasks. Evaluation also contributes to the further development of force structure.

6.3 Definitions. For the purposes of this chapter, the following definitions apply:

a. Evaluation. Evaluation is the measurement of performance under known conditions against pre-determined standards, employing pre-determined measures;

Executive summary

• Evaluation is used to measure the Australian Defence Force’s (ADF) preparedness to undertake directed military tasks and to make recommendations that enhance the capability of the ADF. Evaluation of exercises is essential in order to quantify current capability and preparedness issues and inform future development. This chapter lists the organisations and individuals responsible for evaluation of exercises, and includes a brief description of those responsibilities.

• Evaluation planning activities associated with each exercise planning phase are outlined.

• The uses of the ADF activity analysis database system (ADFAADS) are described.

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b. Analysis. Analysis is the reviewing of evidence gathered (data, observations, etc) in order to assess organisational performance. This is generally done by operational analysts and is distinct from the role of exercise evaluators;

c. Internal evaluation. Internal evaluation is conducted within an organisation. Evaluators are generally members of the organisation being evaluated;

d. External evaluation. External evaluation is conducted by agencies outside the training audience’s operational chain of command;

e. Lesson identified. A requirement to sustain or improve the performance of a task together with a recommendation for action is a lesson identified; and

f. Lesson learned. A lesson for which appropriate action has been implemented is a lesson learned.

6.4 Evaluation objectives. Evaluation objectives reflect the officer scheduling the exercise (OSE) evaluation requirements and priorities, and should take into account past evaluation reports. Evaluation objectives may focus on new or infrequently measured aspects of preparedness, such as joint and combined procedures that are seldom practised, or aspects that require ongoing monitoring such as interoperability. The statement of evaluation objectives should list those exercise objectives that are to be evaluated by internal agencies and external agencies respectively. Exercise objectives are further discussed in chapter 3, annex C.

Evaluation responsibilities 6.5

6.5 Defence. Defence-wide responsibilities and authorities for evaluation are contained in the Defence Plan and in Group Heads’ and Service Chiefs’ charters and preparedness directives.

6.6 Combined/joint. At the combined and joint level, the Vice Chief of the Defence Force and the Chief of Joint Operations are responsible for directing the evaluation effort. They do so in their capacity as the OSE for their respective exercises. Accordingly, they are responsible for directing the evaluation of Australian Defence Headquarters, the Defence components of the National Crisis Management Machinery and military strategic agencies, Headquarters Joint Operations Command and joint task force headquarters.

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6.7 Single-Services. Service Chiefs are responsible for directing the evaluation of forces under their command. The outcomes of single-Service exercises are reported in accordance with the Operational Preparedness Requirement.

6.8 Exercises. The following exercise appointments have specific evaluation responsibilities:

a. Officer scheduling the exercise. The OSE specifies the intent for both internal and external evaluation, and provides broad evaluation guidance;

b. Officer Conducting the Exercise. The Officer Conducting the Exercise (OCE) ensures the exercise environment facilitates evaluation and reports evaluation outcomes to the OSE;

c. Exercise Director. The Exercise Director constructs the exercise conditions under which evaluation is to be conducted to ensure that exercise objectives can be properly evaluated; and

d. Chief Evaluator. The Chief Evaluator conducts the evaluation, analyses the results and reports outcomes to the OCE.

External evaluation agencies 6.9

6.9 Evaluation of large exercises requires the involvement of a team of specialists including evaluation planners, observers and analysts. The involvement of external agencies will depend on the nature of the evaluation to be conducted. The evaluation team may include analysts from the Defence Science and Technology Organisation, the Defence Materiel Organisation, and subject matter experts from other appropriate agencies. The composition of the evaluation team will be determined by examining the exercise objectives and relevant Australian joint essential tasks (ASJET).

EVALUATION PLANNING PROCESS 6.10

6.10 Evaluation planning aligns with the exercise planning phases described in chapter 3—‘Exercise planning process’:

a. Concept development phase. In the concept development phase, an evaluation concept is developed that includes the evaluation aim, objectives and priorities, and the requirement for external and internal evaluation;

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b. Detailed planning phase. In the detailed planning phase an evaluation plan is prepared for inclusion in the exercise instruction. Guidance regarding evaluation plans is in annex A. Detailed evaluation planning includes:

(1) identification of the ASJET/mission essential task list to be evaluated;

(2) identification of exercise conditions that apply to each mission essential task, as well as any aspects of the exercise that may limit the evaluation;

(3) identification of standards and performance measures as promulgated by the OSE, OCE and exercise players, or derived from doctrine;

(4) identification of evidence to be collected, the means of collection, and the allocation of collection resources to tasks1 (which form the basis of the Evaluation Collection Management Plan); and

(5) identification of pertinent lessons identified/learned on previous exercises and operations (these will normally be stored on ADFAADS).2

c. Implementation phase. Implementation of an evaluation plan includes the collection of evidence, progressive analysis and the conduct of after action reviews. Observation of participant activity by evaluation personnel may include observation of planning by participants prior to the exercise start date in addition to activity during and after the exercise. Examples of evidence include observation reports prepared by evaluation or exercise control staff, operational documentation, and exercise participant observations (eg ADFAADS draft issues). Evidence should be progressively analysed during an exercise to identify trends and shortfalls and to focus the residual evaluation effort. Progressive feedback should be provided to players. ADFAADS is used throughout an exercise to provide visibility of issues and to facilitate their resolution. After action reviews should be conducted immediately following an exercise to identify lessons and issues that can be resolved quickly and to identify issues that require resolution through further staff

1 A range of processes and tools might be employed to collect evidence, such as observations, checklists, surveys, video recordings and instrumentation.

2 These lessons learnt/identified should be passed to subordinate organisations that do not have direct access to ADFAADS.

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analysis. External evaluation staff should use after action reviews to confirm their initial analyses and identify other issues raised by players. Units and organisations without direct access to ADFAADS should forward reports via the chain of command to the nearest Defence Secret Network (DSN) node for entry into ADFAADS.

d. Post-exercise phase. Evaluation data should be carefully analysed by reviewing the conditions under which tasks were performed and then comparing evidence of task performance against standards. Analysis should seek to identify strengths and weaknesses and recommend further action. Recommendations should address all aspects of military capability including preparedness and force structure and be framed in terms of the fundamental inputs to capability (FIC).3

Post activity reports should be raised following completion of the analysis and should consist of an ADFAADS executive summary supported by individual ADFAADS issues supported by resolutions.

Evaluation database 6.11

6.11 ADFAADS is resident on the DSN and was developed to facilitate on-line analysis and evaluation of ADF activities. Defence Instruction (General) OPS 41–1—Australian Defence Force Activity Analysis Database System describes ADFAADS in detail.

6.12 ADFAADS has been designed to:

a. facilitate and record the analysis and lessons identified from all major single-Service and joint/combined exercises and operations;

b. provide a post activity report repository for all ADF activities;

c. provide a tool for staffing the resolution of lessons identified;

d. identify systemic weaknesses in ADF activities; and

e. provide a lessons ‘toolbox’ for commanders and staff.

Annex:A. Evaluation plans

3 FIC describes capability requirements including organisation, personnel, collective training, major systems, supplies, facilities, support, and command and management.

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http://intranet.defence.gov.au/home/documents/data/ADFPUBS/DIG/go41_01.pdf




EVALUATION PLANS A

1. Evaluation plans have a dual purpose: they provide specific instructions for evaluation team members on their tasks during the implementation and post-exercise reporting phases and they provide participants with visibility of the evaluation activity. Participants should be consulted widely during evaluation planning and given maximum visibility of the plan. However, for exercise security reasons, it may be necessary to limit distribution of certain aspects of the plan. Evaluation plans should be issued as part of exercise instructions.

2. Evaluation plans consist of two parts: an evaluation plan and a collection management plan (CMP). The evaluation plan should be attached as an annex to the relevant exercise general instruction. The main body of the exercise general instruction should detail the evaluation requirements as they pertain to the participants.

3. Evaluation specific data can be found in the CMP. The CMP is issued to evaluation staff in order to focus the evaluation effort. A suggested list of information that should be included in the evaluation plan and CMP is detailed below:

a. Evaluation plan. An evaluation plan should include the following:

(1) evaluation aim, objectives and other guidance given by the officer scheduling the exercise (OSE)/officer conducting the exercise (OCE);

(2) principal Australian joint essential tasks (ASJET) and mission essential task list (METL) to be evaluated;

(3) general conditions under which the exercise will be conducted;

(4) evaluation implementation requirements, including a description of how observers will collect data;

(5) conduct of progressive feedback and after action reviews;

(6) analysis and reporting requirements;

(7) evaluation team membership;

(8) evaluation team training; and

(9) evaluation team administration.

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4. Collection management plan. An example of the evaluation data and information that can be found in the CMP is set out below:

a. details of the exercise;

b. relevant exercise objectives;

c. ASJET/METL selected for the exercise and the associated conditions, standards, measures of performance, and measures of effectiveness;

d. evaluation tasks to be completed;

e. tasking of the evaluation team; and

f. suggested questions.

Notes on compilation 6.5

5. Conditions. Whilst some conditions may be controlled and will be pre-determined (eg nature of the threat), others cannot be controlled and may have a significant impact on task performance (eg weather). From an evaluation perspective, it is important to identify the pre-determined conditions for an exercise activity, and to record the conditions under which a task was actually performed so that an accurate analysis of performance can occur. Conditions may include the following:

a. geospatial: specific locations/environments;

b. political: Government guidance;

c. threat: the nature of the threat;

d. authority for action: United Nations mandate, coalition agreement etc;

e. strategic intent: extracted from the Chief of the Defence Force’s orders;

f. command and control: specific arrangements that apply to the task;

g. order of battle and other resources: provide details of forces and other resources assigned to the task;

h. concurrency issues: detail any limitations on freedom of action due to operational concurrency;

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i. flank activity and intent: provide details of flank forces and their impact on the task; and

j. season, weather, time: record prevailing weather conditions and provide details that are to apply to the task (eg continuous operations, by day or night).

6. Standards. Standards may be promulgated by the OSE, OCE and exercise players or may be derived from various doctrinal sources. Task-specific standards should relate to the task outputs and outcomes expected and detail the prerequisites for successful task completion. Standards might include criteria such as the time limit to produce an output, the completeness of the output and the levels or percentages of accuracy. Standards need to be specified for each set of conditions, noting that a variation in conditions may cause a variation in standards.

7. Measures of performance. Measures of performance (MOP) focus on how a task is being performed rather than the task output, which is the focus of measures of effectiveness (MOE). MOP also provides an indication of how well a task is progressing and a basis for detailed analysis of task performance. MOP include:

a. timeliness: was the task commenced on time and is it progressing in a timely manner to meet the task completion deadline?

b. relevance: is the task being performed in accordance with the commander’s intent?

c. accuracy: Is the data/information being used or generated accurate?

d. completeness: are any key aspects of the task being overlooked?

e. integration: are all stakeholders being consulted or included in the task?

f. conformity: is task performance conforming to relevant doctrine, policy or legislation?

g. efficiency: are resources being consumed or employed in an efficient manner?

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8. Measures of effectiveness. MOE focus on the task output and the effectiveness of that output. MOE should focus on the essential elements of the output, upon which effectiveness can be assessed, and may be derived from the list of MOP. For example, the output of a planning task is a warning order (WNGO), or other order/instruction, thus MOE might include:

a. was a WNGO produced?

b. was the WNGO produced on time?

c. was the information contained in the WNGO complete?

9. Evaluation tasks. Evaluation tasks should include the evidence to be collected, the collection methods to be employed and the resources allocated to each task. Evidence can be collected in various ways (eg observations, interviews, instrument measurements and documents).

10. Suggested questions. These questions direct the evaluators’ general enquiries and are usually listed under each ASJET. Suggested questions include:

a. are detailed plans issued to adjacent and higher units for coordination?

b. are command and control arrangements structured to meet the situation?

c. is there visibility of stock and asset tracking?

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CHAPTER 7

ADMINISTRATIVE SUPPORT 7

GENERAL 7.1

7.1 Introduction. Effective administrative support for exercises requires detailed planning and early warning of the level of support to be provided. The single-Services normally retain responsibility for providing support to elements of their own Service, including opposing forces (OPFOR) when applicable. A number of other Australian Defence Force (ADF) and government agencies also provide support to exercises.

7.2 Purpose. The purpose of this chapter is to describe the processes required to ensure the delivery of effective administrative support for exercises.

7.3 Definitions. Relevant definitions are outlined in Australian Defence Doctrine Publications (ADDP) 4.0—Defence Logistics.

Administrative responsibilities 7.4

7.4 The exercise lead planning agency is responsible for:

a. the development and execution of administrative plans in support of the participation of white elements (WHITEFOR);

Executive summary

• As several agencies provide support to exercises, it is essential that the level of administrative support required be identified early in the exercise planning process.

• The chapter sets out the responsibilities of various agencies for providing administrative support to exercises and lists administrative planning issues that should be considered during the four planning phases (described in chapter 3—‘Exercise planning process’).

• Advice is given on planning the movement of stores and personnel into and out of an exercise area. Funding arrangements for exercises are explained, while the responsibilities of the financial adviser for the management of exercise finances are listed.

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b. the coordination of the development of strategic movement plans for blue force (BLUEFOR), OPFOR and WHITEFOR to ensure that the plans are compatible; and

c. ensuring that exercise administrative plans take cognisance of BLUEFOR and OPFOR operational plans.

7.5 Other agencies that may provide administrative planning and logistic support to ADF exercises include:

a. Joint Logistic Command. The joint logistic component of the Joint Operations Command provides materiel planning and support for ADF exercises and operations. For major exercises, the Joint Logistic Command (JLC)1 may act as the lead agency for the provision of external support including control along the lines of communication.2 This support may include the coordination of other ADF agencies such as the Defence Materiel Organisation (DMO) and the Defence Support Group (DSG).

b. Defence Materiel Organisation. Subordinate agencies of DMO that normally provide support to exercises include:

(1) the Defence Operations and Liaison Directorate which provides a single point of contact with DMO on exercise support issues;

(2) the Joint Fuels and Lubrication Agency within the Maritime Systems Division;

(3) the Land Systems Division with responsibility for the acquisition, delivery, and in-service support and sustainment of land based systems across the three Services;

(4) the Aerospace Systems Division with responsibility for the acquisition, delivery, and in-service support and sustainment of aerospace systems across the three Services;

1 JLC business units are regionally based; examples are the Defence National Storage and Distribution Centre in Sydney and the Joint Logistics Unit (North Queensland).

2 Through its Defence Munition Operations Support (DMOS) Directorate, JLC also provides advice on the movement and handling of ammunition (see further paragraph 7.16).

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(5) the Management Information Systems Division with responsibility for the planning, acquisition, delivery and in-service support of all Defence materiel information management systems; and

(6) the Guided Weapons and Explosives Ordnance Branch3 (GWEO) in the Electronic and Weapon Systems Division.

c. Defence Support Group. DSG delivers a range of logistic and administrative products and services throughout Defence, both on base and in the field. DSG support to exercises is provided via:

(1) The National Operations Division. The National Operations Division (NOD), through the Director-General Regions and Bases, has overall responsibility for the national coordination of the provision of DSG products and services in support of exercises.

(2) Regional managers. Regional managers are located within DSG offices and provide integrated management of contract and in-house support4 to bases and staging areas within their particular region.

(3) Joint Operational Support Staff. The Regional Manager’s Joint Operational Support Staff (JOSS) provide regional liaison, advisory and coordination functions in support of both exercises and operations. A JOSS exists in most DSG regions, with the State capital JOSS providing centralised coordination of the function within the State. This includes liaison with State and local government agencies, local contract liaison, and support to units passing through their geographic area of responsibility.

d. Joint Movements Group. The Joint Movements Group (JMOVGP) is a direct command unit of the Deputy Chief of Joint Operations (DCJOPS). The roles and responsibilities of JMOVGP are explained more fully in paragraph 7.19 which discusses movement planning. JMOVGP works closely with DSG to establish and operate staging areas along the strategic road movement lines of communication.

3 Formerly known as the Joint Ammunition Logistics Organisation.

4 Examples are personnel, health, and infrastructure support.

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e. Royal Australian Air Force Systems Program Offices.Royal Australian Air Force (RAAF) Systems Program Offices are responsible for the administrative support of RAAF weapons systems and platforms. They are responsible to their respective Group commanders, for example, Air Combat Group.

f. 17 Combat Service Support Brigade. 17 Combat Service Support Brigade (17 CSSB) is a formation-sized unit within Army’s Forces Command. Though elements of 17 CSSB would normally deploy on exercise under BLUEFOR command, these deployed elements often provide support to OPFOR units and WHITEFOR.

g. Combat Support Group. The Combat Support Group (CSG) is a formation-sized unit within Air Command. As with 17 CSSB, elements of the CSG often deploy on exercise under BLUEFOR command but provide support to OPFOR units and WHITEFOR as required.

h. Defence Legal Office. In addition to advice provided by Component legal officers, the Defence Legal Office within the NOD of DSG can also provide legal advice to exercise planners.

i. Joint postal services. For major exercises, Australia Post through Headquarters JLC can set up an Australian Forces Post Office address. The facility provided can range from a comprehensively equipped Australia Post agency to a simple address function.

j. Combined/joint contracting coordination cell. For major exercises, a combined/joint contracting coordination cell (CJCCC) may be set-up to coordinate the supply of contracted goods and services to Australian and allied units. Components remain responsible for establishing and managing their contracts, with the CJCCC providing deconfliction.

k. Combined/joint medical regulating cell. For major exercises, a combined/joint medical regulating cell may be set up to manage casualty evacuation and patient tracking for exercise participants.

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l. Australian Quarantine Inspection Service; and Australian Customs Service. These agencies facilitate the entry of foreign forces personnel and equipment into Australia. Early liaison with these agencies is essential.

ADMINISTRATIVE PLANNING PHASES AND CONSIDERATIONS 7.6

7.6 The operational planning process must provide timely advice on the nature and size of the exercise so that detailed administrative plans can be developed. To this end, administrative planners must establish early liaison with operations staff to ensure that administrative planning is appropriately aligned with and supportive of operational planning. As the provision of support to exercises often involves long planning lead times, administrative planners should be proactive in seeking the information required to formulate timely and robust administrative plans. The administrative planning phases should mirror the four exercise planning phases outlined in chapter 3.

Concept development phase 7.7

7.7 Administrative support requirements should be outlined in the exercise scope document as part of the initial Joint Military Appreciation Process conducted during the concept development phase of exercise planning. Considerations in determining exercise administrative support requirements include:

a. administrative support aim and objectives;5

b. player forces and other participants to be supported;

c. an outline administrative support concept;

d. the administrative support evaluation concept;

e. inter-agency liaison requirements; and

f. real world constraints versus exercise administrative support requirements.

7.8 Key milestones in this phase are the concept development conference and the initial planning conference. All administrative stakeholders should provide input to these conferences. The outcomes from these conferences provide sufficient guidance to draft and refine support concepts for inclusion in the exercise concept document. Considerations for the development of administrative support concepts are listed in annex A.

5 Logistic support concepts should also form part of the overall exercise concept and the logistics plan should ensure that logistic support is tested.

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7.9 It is important to undertake the following activities either during the concept development or detailed planning phases:

a. identification of administrative support units in the exercise area of operations (AO) so that exercise control (EXCON) support liabilities can be allocated to the most appropriate support agency;

b. determination of the need for a separate OPFOR administrative support organisation in the AO and identification of units to provide this support;

c. identification of support tasks and methods of support provided by units operating in the AO in order to harness that capability for the support of WHITEFOR;

d. identification of units operating in the national support base (NSB) responsible for resupply and sustainment of logistic support units in the AO, for potential EXCON support; and

e. establishment of an end date for replenishment and sustainment from the NSB to administrative support units in the AO.

Detailed planning phase 7.10

7.10 During the detailed planning phase, administrative support concepts are progressed to formal plans and administrative orders. These plans normally address the following requirements:

a. administration, including logistics;

b. health;

c. finance;

d. movement (including strategic movement options for BLUEFOR, OPFOR and WHITEFOR, and the identification and establishment of movement regulating headquarters for road movement to and from the exercise area);

e. legal;

f. military police;

g. personnel augmentation utilising the Operational Manning Document process;

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h. custom and quarantine (particularly with participating coalition partners); and

i. garrison support.

7.11 For major combined/joint exercises, the key administrative planning forum during this phase is the Theatre Administrative Planning Group (TAPG). The TAPG should meet prior to the mid planning conference (MPC). A site survey is normally conducted in this phase, focusing on exercise management issues including the siting of key administrative support elements, liaison with local authorities and suppliers, and inspection of points of entry and departure. A major milestone in this phase is the MPC. During the MPC, broad agreement should be reached on administrative plans.6 This agreement will guide the administrative input to the exercise instruction (EXINST). When completed, the EXINST should provide sufficient detail for player/participant administrative planning to begin. The phase concludes with BLUEFOR, OPFOR and WHITEFOR administrative plans being reviewed at the final planning conference (FPC).7

Implementation phase 7.12

7.12 The implementation phase includes the pre-deployment of administrative support assets, the establishment of infrastructure required for the conduct of the exercise, and the training of EXCON logistic staff prior to the exercise start. The monitoring of administrative support arrangements and advising on alternative support arrangements are key activities for EXCON logistics staff during this phase. The phase concludes with the return of all equipment and personnel to their home locations and the initial refurbishment of range facilities.

Post exercise phase 7.13

7.13 During the post exercise phase, exercise outcomes are reported on and evaluated. Additional administrative support requirements include the finalisation of contracts, cost capture and remediation of damage to ranges using contractor support. The completion of the administrative support post activity report and the posting of administrative support lessons to the ADF activity analysis database mark the end of the post exercise phase.

6 At the conclusion of the MPC, administrative planners should have the information required to issue tasking directives to organisations providing real world support to the exercise. Some aspects of these tasks may need to be subject to confirmatory orders or annexes issued at a later date. BLUEFOR planners should also have sufficient information to commence operational administrative planning within the exercise scenario.

7 At the conclusion of the FPC, administrative planners should have the information required to issue confirmatory orders, fragmentary orders, manifests, and/or annexes not released with the formal tasking directive.

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Other planning considerations 7.14

7.14 Site surveys. To ensure the proper planning, provision and management of administrative support for an exercise, it is important that stakeholders from all units/organisations involved in the provision of such support attend the site surveys. In particular, representatives from the local DSG unit should attend as administrative support may be contracted to DSG in accordance with relevant customer support agreements. Issues for consideration on site surveys include identification of possible staging areas and participant support bases, and the location of logistic units providing transport, supply, and repair and recovery facilities.

7.15 Use of civil contractors and infrastructure. In preparing support plans, the use of civil contractors and infrastructure to supplement ADF assets should be examined. Use of the local infrastructure will require liaison with local, state, and federal authorities. This should be done through DSG regional managers who have a JOSS dedicated to this liaison role.

7.16 Transportation and storage of explosive ordnance. When explosive ordnance (EO) is to be used during an exercise, consideration must be given to the regulations and instructions that control transportation and storage of EO. Detailed information on these regulations and instructions are contained in the Defence Explosive Ordnance Safety Manual (DEOP 103). GWEO within DMO can also be contacted for advice. In brief, the requirements for the transportation and storage of EO are as follows:

a. Transportation of explosive ordnance. The Explosives Act 1961 requires that Commonwealth explosives (which include Defence EO) be transported in accordance with the requirements of the Explosive Transport Regulations (ETR). The ETR and Defence policy stipulate that only approved explosives can be transported and that such explosives are to be listed on the Defence Explosive Ordnance Classification Listing. EO being used by foreign forces on Commonwealth territory is classified as Commonwealth EO and is governed by the above requirements.

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http://intranet.dpo.mil.au/avpubs/aaplib/DEOP_103B1B4(AM1)/prelim.pdf

http://www.austlii.edu.au/au/legis/cth/consol_act/ea1961157/

http://www.austlii.edu.au/au/legis/cth/consol_act/ea1961157/


b. Storage of explosive ordnance. All EO storage and handling areas are to be licensed by DMOS or by DCJOPS when field storage is to be used. Occasionally, when licensing requirements cannot be met, for example when commercial wharfs or airfields are to be used for the shipment of EO, a waiver of the mandatory requirements may be necessary. DMOS can advise on the requirement for a waiver in such cases. If a waiver is likely to be required, exercise planners must ensure that ample notice is given as the process may involve a long lead time associated with obtaining Ministerial approval.

MOVEMENT PLANNING 7.17

7.17 Comprehensive planning and coordination of the movement function is essential. The arrival of personnel, stores and equipment at the right place and at the right time plays a major part in determining whether an operation or exercise is to succeed.

7.18 Movement planning should be integrated into operational and administrative support planning in the concept development and detailed planning phases. This integration ensures that all factors in combat service support are properly balanced against the risks involved with the provision of movement support. Integration of movements within the operational and administrative support continuum avoids duplication and confusion and promotes economy, concentration of effort, unity of command and force integration. ADDP 4.4—Movement and Transport provides guidance on movement planning.

Joint Movements Group 7.19

7.19 Where movement support is required, JMOVGP is responsible for the planning of BLUEFOR, OPFOR and WHITEFOR movement to, from and within areas being used for joint, combined and significant single-Service exercises. To achieve this mission, JMOVGP has the following structure:

a. Headquarters Joint Movement Group. Headquarters Joint Movement Group (HQJMOVGP) has responsibility for strategic and operational level planning, monitoring of movement activities and chartering of civil transport assets. HQJMOVGP also liaises with modal operators, terminal operators and other agencies, such as the Australian Quarantine and Inspection Service.

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b. Joint movement control offices. Joint movement control offices are static sub-units of JMOVGP, and have responsibility for movement control within the NSB, and for supporting units in their geographic area of responsibility.

c. Joint movement coordination centre. Joint movement coordination centres (JMCC) are deployable elements of JMOVGP. A JMCC may be assigned to the HQ of a deploying force to provide reporting, sustainment and redeployment movement support.

7.20 Coordination with DSG for the provision of administrative support along the lines of communication, in particular the establishment and running of staging areas, is another key task for JMOVGP. The central point of coordination for this support is through the DSG NOD in Canberra.

FINANCIAL PLANNING 7.21

7.21 ADF exercises are assessed at the full cost level. Participant organisations are responsible for funding their own commitments to an exercise except where separately arranged with Headquarters Joint Operations Command (HQJOC). The lead planning agency is responsible for ensuring that sufficient exercise funds and other resources are available to meet exercise objectives. This responsibility is met in part by providing the relevant Defence Groups with early advice on the nature and scope of the exercise so that estimates may be developed. To this end, at an early stage in exercise development, player and participant organisation planners should consult with the exercise financial adviser (see paragraph 7.24) and Group resource managers. This consultation should determine the resources required to cover the participating Groups’ commitments to the exercise and activities that might be funded from the exercise budget.8

7.22 Exercise planners need to identify EXCON and other WHITEFOR activities that require funding and resources. Once identified, financial and resource bids should be submitted so that availability can be determined and appropriate allocations confirmed. A list of activities to be considered when preparing bids is in annex B. Estimates need to be reviewed regularly and updated as the exercise plan develops to ensure resource requirements are in accordance with the plan and service providers are aware of changes as they occur. Specific guidance on exercise finances should be contained in exercise instructions.

8 DSG is not allocated a budget to support exercise activities, therefore provision should be made in exercise budgets for DSG administrative support.

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Cost capture and reporting 7.23

7.23 The ADF provides advice on the cost of major exercises to the Minister and Senate Estimates Committee hearings. Exercise costs also provide a basis on which to make estimates for future exercises, while knowledge of exercise expenditure provides planners with an insight into training, preparedness and capability costs. Arrangements to capture the costs of resources used on a major exercise are detailed in an financial accounting and costing instruction (FINIST) prepared by the financial adviser in conjunction with HQJOC, the lead planning agency, and Service office and Component resources planning staff. The draft FINIST should be discussed with players and participants prior to the FPC.

Role of the financial adviser 7.24

7.24 For major exercises, a financial adviser may be appointed by HQJOC. Depending on the exercise, the financial adviser is responsible to the Chief Joint Operations or DCJOPS for coordinating financial support to the Exercise Director (EXDIR) as detailed in an appointment directive. The role of the adviser is to provide financial support and guidance to the EXDIR on matters of financial policy, estimates and stores accounting systems and procedures, funds control and the exercise of delegations.

7.25 The exercise financial adviser is responsible for:

a. developing an exercise financial instruction in consultation with HQJOC,

b. providing guidance to ADF units in meeting the requirements of the financial instruction,

c. advising the EXDIR on requests by foreign nations for ADF support and the procedures for any cost recovery associated with such support,

d. reviewing the implementation of financial procedures during exercise planning and conduct for compliance with regulations and for the effectiveness of procedures,

e. monitoring ongoing expenditure associated with exercise planning and conduct,

f. assisting business managers with exercise finance matters,

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g. providing early warning of potential funding pressures and proposing strategies to reduce or eliminate these pressures, and

h. providing monthly reports on financial matters associated with the exercise and on other significant financial issues or occurrences.

Annexes:A. Development of exercise administrative support conceptsB. Exercise control financial estimates

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DEVELOPMENT OF EXERCISE ADMINISTRATIVE SUPPORT CONCEPTS A

1. Administrative support concepts for an exercise must be developed in concert with the operational plan and include consideration of the following:

a. administrative support command, control, communications and intelligence;

b. administrative support objectives of the exercise, including evaluation;

c. stock holding, operational viability periods and resupply policy;

d. movement and distribution requirements;

e. access to, and use of local infrastructure and resources;

f. repair and recovery policies;

g. services and facilities, both military and civilian;

h. joint agencies and support;

i. reception, staging, onward movement and integration policy;

j. environmental, quarantine and customs issues;

k. personnel and equipment security;

l. administrative support dependencies;

m. sustainability policies;

n. international agreements;

o. casualty evacuation;

p. health arrangements; and

q. end-of-exercise reconstitution and recovery.

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EXERCISE CONTROL FINANCIAL ESTIMATES B

1. In preparing financial estimates, the following should be considered:

a. forces involved and location of the exercise;

b. cost of civilian transport assets required for strategic movement;

c. activities requiring surges in output by national support base contract support organisations;

d. costs of reception, staging, onward movement and integration;

e. reconnaissances, site surveys and liaison visits;

f. estimates and costs of previous exercises of a similar nature and size;

g. payments to local, state and federal authorities such as the Australian Quarantine and Inspection Service;

h. allowances;

i. planning conferences;

j. size and location of the exercise control function;

k. domestic and office accommodation hire;

l. vehicle hire;

m. consumables such as stationery, rations, power and light and information technology requirements in excess of those already available;

n. waste disposal;

o. umpires and evaluation teams, including selection, training, accommodation and disposition;

p. size and disposition of opposing forces (OPFOR);

q. OPFOR special equipment requirements;

r. security;

s. land clearances;

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t. very important persons visit programs, official entertainment and public relations;

u. environmental planning and monitoring;

v. damage control;

w. support engineering (such as target construction);

x. exercise facilities costs;

y. costs to other functional areas such as communication and information systems costs;

z. cost associated with late cancellation/amendment of exercise dates;

aa. costs of mutual logistics support with coalition partners and associated coast capture and cost recovery;

ab. costs of additional Class 1, 3 and 5 stores;

ac. costs of Reserve and Australian Public Service salaries;

ad. costs of civil indemnity (eg civil airfield charges); and

ae. costs of contracting a civil aeromedical evacuation capability.

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CHAPTER 8

COMMUNICATION AND INFORMATION SYSTEMS 8

General 8.1

8.1 The planning and management of CIS services in support of exercises is not dissimilar to that required for operations, and much of the planning and implementation will follow the processes detailed in national policy and doctrine. Electronic warfare (EW) planning is conducted separately by specific EW organisations (RANTEWSS, 7 Sig Regt) guided by Australian Defence Doctrine Publication (ADDP) 3.5—Electronic Warfare. As a general principle, all single-Service and joint exercises involving a dependency on free use of the electromagnetic spectrum (EMS) should include planned EW activities. These activities should be coordinated with exercise CIS planners.

8.2 The foundation for the Australian Defence Force (ADF) and allied operational CIS doctrine and procedures is detailed in ADDP 6.0—Communication and Information Systems (Provisional). The CIS provided in support of exercise play should, to the maximum extent possible, exercise players in the doctrinal planning and application of CIS in support of operations. Exercises present additional unique requirements and restrictions that operational doctrine does not consider. The governance of exercises often imposes restrictions or additional requirements, including:

a. safety considerations for the conduct of exercises and training aiming to simulate operations in a peace time environment;

Executive summary

• Planning for the provision of communication and information systems (CIS) in support of exercises is similar to the planning required in support of operations. Additional considerations include safety, scenario management, evaluation and umpiring.

• This chapter sets out the responsibilities for the provision of CIS in support of exercises, and suggests how this support can be organised.

• CIS activities required during each phase of exercise planning (see chapter 3—‘Exercise planning process’) are outlined.

• Information management requirements are discussed, and the CIS input to formal exercise planning conferences is detailed.

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http://intranet.defence.gov.au/home/documents/data/ADFPUBS/ADDP/6.0/6_0.pdf




b. the management of exercise control and scenario development;

c. exercise specific functions such as umpiring and evaluation; and

d. minimising the impact of exercise artificialities (the need to preserve the highest degree of realism).

8.3 This chapter provides guidance to exercise planners on the CIS planning process to be employed for major exercises including:

a. responsibilities of planning staff,

b. the CIS planning process and forums, and

c. staffing and augmentation.

Responsibilities, organisation and manning 8.4

8.4 Lead planning agency. The lead planning agency will appoint a CIS lead planner with responsibility for:

a. preparing CIS guidance to facilitate planning and the provision of communications support for the exercise;

b. scheduling CIS working groups with responsibility for dealing with such issues as:

(1) interoperability,

(2) EMS management,

(3) communications security, and

(4) validation of exercise user requirements;

c. providing advice to the Exercise Director (EXDIR)/exercise lead planner on all CIS matters including:

(1) equipment allocations, system capabilities and limitations;

(2) impacts of CIS architecture on planning and exercise objectives;

(3) CIS resource status, control and priority of effort;

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(4) EMS management; and

(5) communications security (COMSEC) requirements;

d. monitoring, reporting, de-conflicting and where appropriate, allocating and controlling resources and priority of effort across all exercise activities in accordance with technical control hierarchies;

e. liaising with external support agencies;

f. liaising with other management groups; and

g. reporting to the appropriate communications management group on CIS matters relating to the exercise or impacting on operational activities.

8.5 Exercise communication and information systems management group. A CIS management group (CMG) will be required to support the blue force (BLUEFOR) Commander. Exercise control (EXCON) and other subordinate elements must have the ability to interface with the CMG. The CMG provides a management structure for the technical control of CIS services and capabilities across the exercise operational area. The CMG is responsible for:

a. minimising the impact of the exercise on real-time operational requirements; and

b. planning, resourcing and managing exercise CIS capabilities.

8.6 Exercise control communication and information systems coordination cell manning. Staffing levels of an EXCON CIS coordination cell (X6 cell) will be dictated by the complexity of the support being provided and the objectives set by the components and participant forces. Staffing should include:

a. exercise CIS lead planner (X6) who also heads the CIS coordination cell;

b. deputy to the exercise CIS lead planner (X6);

c. operational CIS planner (X63);

d. specialist staff to design and implement technical architecture and procedures (X63);

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e. communications duty officer watch;1 and

f. specialists/liaison officers.2

8.7 Lead planning agencies may require supplementation to fill all the positions in the EXCON CIS coordination cell.

Communication and information systems planning phases 8.8

8.8 CIS planning should generally mirror the planning phases detailed in chapter 3. Stakeholders should be involved in all aspects of CIS planning so that administrative, technical or procedural issues and questions of priorities that arise throughout the planning process can be dealt with in a timely fashion. The early involvement of all stakeholders is particularly important as CIS activities often involve lengthy lead times, requiring CIS planning to frequently be ahead of planning undertaken for other exercise activities.

8.9 A detailed list of CIS planning considerations for exercises is in annex A.

8.10 Concept development phase. The development of a communications concept includes consideration of the following:

a. strategic, operational and Component tactical-level CIS objectives and priorities;

b. review of lessons learnt from previous exercises;

c. orders of battle for BLUEFOR, opposing force (OPFOR) and ‘white’ elements (WHITEFOR);

d. CIS architectures that may be used;

e. availability of CIS assets;

f. trialling of CIS equipment/methodologies;

g. an evaluation process to assess the effectiveness of capabilities exercised;

h. the degree of dependency on the use of the EMS; and

i. safety considerations.

1 Communications duty officer watch to provide 24-hour presence to represent the X6 and support to EXCON staff during the conduct of the exercise.

2 Specialist or liaison officers that bring specific skills to the exercise command and control centre; may include EW, COMSEC, EMS or liaison skills from specific service providers.

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8.11 Detailed planning phase. During the detailed planning phase CIS planners:

a. monitor the development of CIS plans for BLUEFOR, OPFOR and WHITEFOR;

b. plan for the provision of CIS equipment to support BLUEFOR, OPFOR and WHITEFOR;

c. de-conflict exercise and real word CIS activities;

d. draft the CIS exercise instruction (usually as a chapter or annex of the overall exercise instruction) for endorsement at the detailed planning conference; and

e. ensure appropriate CIS units and assets are force assigned to support the plan.

8.12 Implementation phase. During the implementation phase CIS staff:

a. monitor, report, de-conflict and, where appropriate, allocate and control resources and priority of effort across BLUEFOR, OPFOR and WHITEFOR;

b. manage the CIS technical hierarchy;

c. for major exercises, report to the CIS Theatre Management Group on matters relating to the exercise and their impact on operational activities;

d. ensure CIS umpires receive relevant training;

e. ensure appropriate CIS serials (injects) are initiated as detailed in the master events list, or as required by BLUEFOR or OPFOR commanders;

f. liaise with external support agencies and CIS force management groups; and

g. provide advice to the EXDIR and participants on CIS matters including:

(1) CIS allocations, system capabilities and limitations;

(2) CIS system serviceability;

(3) impacts of CIS outages;

(4) CIS resource status, control and priority of effort;

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(5) management of emission control;

(6) EMS management; and

(7) COMSEC requirements.

8.13 Post exercise phase. During the post-exercise phase, post activity reports are completed and entries to the ADF activity analysis database system are finalised.

Information management and user requirements 8.14

8.14 The short-term nature of exercises and the development of exercise specific information require special consideration when planning CIS exercise architecture and procedures. Information management considerations are further discussed in chapter 9—‘Information management’.

8.15 CIS planners, installation teams and service providers require early advice on services required by EXCON. To this end, a detailed user requirement must be completed by all EXCON elements at the earliest opportunity, and updated as exercise plans change (see annex A for further detail). As single-Service infrastructure, equipment and personnel support may be required to support the proposed CIS architecture, planners should discuss these user requirements with the single-Services as early as possible.

8.16 Advice on provision of CIS support to EXCON is contained in annex B.

Planning conferences and workshops 8.17

8.17 Formal exercise planning conferences are detailed in chapter 3. CIS involvement at these conferences should include briefings on:

a. current and forecast CIS status and impact of non-availability of CIS assets;

b. planned CIS architecture and any changes to that architecture flowing from changes to exercise planning or conduct;

c. identified user requirements; and

d. information flow capabilities.

8.18 It is essential that CIS planners from exercise player and participant organisations attend all exercise planning conferences to obtain an understanding of such things as the exercise planning process, scenario, order of battle, information requirements, information flows and general CIS user requirements.

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8.19 In addition to exercise planning conferences, CIS planners will normally conduct specific CIS planning workshops and meetings. In particular a technical control meeting (TCM) may be required if there is a significant level of technical planning/coordination to be conducted to finalise issues of interoperability and technical configuration. Subject matter experts should attend any TCM.

Provision of Communication and information systems in support of white elements 8.20

8.20 The CIS required to support WHITEFOR may be sourced from a variety of providers. Commercial capabilities may be used to supplement Defence capabilities where practicable, and where this approach represents the most appropriate employment of available resources. Forces from participant nations must also contribute to the effort of supporting WHITEFOR to ensure that exercise activity is adequately controlled.

Annexes:A. General considerations when planning communication and

information systems for exercisesB. Communication and information systems support to exercise control

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GENERAL CONSIDERATIONS WHEN PLANNING COMMUNICATION AND INFORMATION SYSTEMS

FOR EXERCISES A

1. The communication and information systems (CIS) issues listed below should be considered when planning the conduct of exercises.

2. User requirements. These include:

a. understanding information management requirements,

b. knowledge of exercise participants and force assignment, and

c. knowledge of current CIS capability and availability.

3. Working groups. Work group attendance may include representatives from the following:

a. Headquarters Joint Operations Command,

b. Component headquarters,

c. force assigned lead CIS planners,

d. Defence Cryptographic Controlling Authority,

e. Directorate of Spectrum and Communications Regulation,

f. national level representation from Information Systems Division,

g. Corporate Services and Infrastructure Group,

h. range management staff, and

i. project staff.

4. Objectives. CIS support for the achievement of exercise objectives may be categorised as follows:

a. Communication and information systems supported objectives. CIS is provided to support strategic, operational and/or tactical exercise objectives.

b. Communication and information systems influenced objectives. CIS is managed to ensure that CIS events are properly scripted to achieve the exercise objectives.

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c. Communication and information systems-specific objectives. CIS capabilities are evaluated. Responsibility for assessment and reporting is assigned to the sponsoring agency.

5. Communication security. Communication security (COMSEC) considerations specific to exercises include the following:

a. COMSEC separation arrangements between the exercise forces and how this will be achieved;

b. requirement for exercise specific keying material (including production and distribution);

c. ordering of COMSEC material not in regular production; and

d. raising of appropriate COMSEC accounts or accounting procedures for the support of white elements (WHITEFOR).

6. Communication security monitoring. COMSEC monitoring may be used to assess vulnerable CIS infrastructure for potential operations security (OPSEC) threats. The following COMSEC monitoring issues should be considered:

a. COMSEC monitoring target list for white communications; and

b. the requirement to assess exercise-wide real time OPSEC threats and potential compromises.

7. Electromagnetic spectrum management. Planning considerations for electromagnetic spectrum (EMS) management during exercises include the following:

a. how EMS management across exercise forces is to be achieved,

b. formation and composition of EMS management organisations,

c. EMS management tools and resources, and

d. EMS resources required by the EXCON X6 cell and how those resources will be accessed.

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8. Management of critical services/equipment. The complexity of major exercises may result in the allocation of Defence assets beyond normal tasking. This leads to some assets being identified as critical assets, and the management of these assets warrants careful consideration. This is of particular note during periods of high Australian Defence Force operational tempo. Exercise CIS planners should maintain visibility of critical asset allocation, and keep the exercise planning staff aware of their associated impacts.

9. Documentation. Exercise specific documents may include the following:

a. The CIS chapter in the exercise instruction that provides guidance for the provision of exercise communications for all forces participating in the exercise.

b. An exercise CIS support plan that coordinates CIS support across BLUEFOR, OPFOR and WHITEFOR. A specific CIS support plan should be issued where required as part of operational documentation.

c. An exercise CIS electronic operating instruction that details the provision of communications to all WHITEFOR.

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COMMUNICATION AND INFORMATION SYSTEMS SUPPORT TO EXERCISE CONTROL B

Introduction 1

1. To achieve optimal provision of communication and information systems (CIS) services, staff need to be familiar with information flow requirements and the information management policies of the operational planners. This knowledge enables a CIS system to be implemented that will best achieve the information flow requirements for the successful command and control of the exercise.

Safety communication and information systems 8.2

2. The purpose of the safety CIS is to provide the means whereby the Chief Safety Officer (CSO) can ensure the safe conduct of the exercise. These means can include:

a. land safety net;

b. air safety net;

c. voice services;

d. data services;

e. messaging; and

f. video tele-conferencing (VTC) services.

3. There are a number of crucial links that need to be provided within the safety network architecture.1 Examples of these links are:

a. chief safety officer communications;

b. director of practice (DPRAC) communications (see paragraphs 9.–12.); and

c. medical/emergency service provider communications.

1 Chapter 13—‘Safety’ discusses exercise safety in detail.

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4. All safety communications are in clear. No electronic warfare (EW) is to take place on dedicated safety nets and safety frequencies are to be promulgated on the Restricted Frequency List (RFL) as Taboo.2

Communications security (COMSEC) monitoring may be performed to gauge the operation security (OPSEC) impacts of using safety nets.

5. Safety communication networks may be based on:

a. military radio systems;

b. commercial off the shelf (COTS) radio systems;

c. military and commercial satellite telephones; and

d. standard training area range safety networks.

Umpire communication and information systems 8.6

6. The purpose of umpire CIS is to allow exercise control (EXCON) to effectively manage the umpire organisation and provide efficient networks for the chief umpire to control subordinate umpire organisations. The following networks may be used but are not necessarily required for all exercises:

a. national electronic information exchange (EIE) networks;

b. coalition EIE networks;

c. public subscribed telephone network (PSTN);

d. Defence voice network (DVN); and

e. specific radio networks:

(1) chief umpire net;

(2) force specific umpire nets, ie for both blue forces and opposing forces (OPFOR); and

(3) special event/locality umpire net.

7. Umpire communication may be in clear, but should be encrypted if an OPSEC threat exists. No EW play is to take place on dedicated umpire nets, and frequencies are to be identified on the RFL as Taboo. COMSEC monitoring may be performed to gauge the OPSEC impacts of using umpire nets.

2 Frequencies that are of such importance to friendly operations that friendly electronic attack may not be employed on them, eg distress frequencies, vital communications frequencies and early warning air defence radar frequencies are termed Taboo frequencies.

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8. Umpire networks may be based on military radio systems, COTS radio systems or dedicated umpire networks. Strategic, operational and tactical communications networks can also be used for umpire communications.

Director of practice 8.9

9. CIS is required to support DPRAC command and control live firing practices. Specific requirements are for DPRAC to communicate with subordinate elements, the reception of the Air Task Order, communications with range control and communications with the CSO.

10. The following networks may be used but are not necessarily required for all exercises:

a. national EIE networks,

b. coalition EIE networks,

c. PSTN and DVN,

d. VTC,

e. messaging,

f. specific radio networks:

(1) DPRAC net,

(2) Deputy DPRAC nets, and

(3) tactical air coordination net,

g. dedicated ground and air safety networks.

11. DPRAC communication should be secure (ie encrypted). No EW is to take place on DPRAC nets and frequencies are to be identified on the Restricted Frequency List as Taboo. COMSEC monitoring may be performed to gauge the OPSEC impacts of using DPRAC nets.

12. To ensure the security of DPRAC traffic, nets that can be used for such communications are limited to:

a. secure strategic communications networks, and

b. military combat net radio systems.

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ADFP 7.0.3

Medical and aeromedical evacuation 8.13

13. Provision should be made for medical/aeromedical evacuation communication requirements. Close liaison with civilian and military medical organisations is required to understand their practices, procedures and requirements.

Other organisations 8.14

14. It may be necessary for the EXCON CIS organisation to support other organisations such as:

a. International Committee of the Red Cross,

b. environmental monitoring teams,

c. damage control teams,

d. government and interagency organisations, and

e. the media.

Communication and information systems resources for opposing forces and exercise control 8.15

15. CIS support of OPFOR and EXCON requires equipment and resources not generally available to formations. Exercise CIS requirements should be discussed with supporting units/formations as early as possible.

8B–4 Edition 2


CHAPTER 9

INFORMATION MANAGEMENT 9

INTRODUCTION 9.1

9.1 IM comprises the people, business processes, systems and procedures that facilitate the development, production, storage and dissemination of information. IM is as critical to the planning and conduct of exercises as it is for operations.

9.2 Exercises are characterised by long planning and development time lines interspersed with short periods of high-intensity activity. While these characteristics require special consideration when planning exercise IM architectures and processes, IM planning should, to the maximum extent possible, follow the IM planning process used for operations. Failure to identify IM requirements early in the planning process will lead to nugatory planning and poor control over the exercise. Exercise matters that are additional to IM considerations required for operations include the following:

a. exercise safety,

b. development of supporting scenarios,

c. control of exercise activity,

d. opposing force planning,

e. umpiring,

f. evaluation,

g. simulation, and

h. science and technology initiatives.

Executive summary

• Failure to identify information management (IM) requirements early in the exercise planning process can lead to nugatory planning and poor control over an exercise. The IM planning process is described and templates are provided for a number of IM planning tools.

• IM planning activities to be undertaken during the four exercise planning phases are listed along with IM organisational and general planning considerations.

Edition 2 9–1


Scope 9.3

9.3 This chapter provides guidance to exercise planners on the IM planning process to be employed for major exercises,1 including:

a. IM planning process,

b. responsibilities of IM planning staff,

c. IM planning considerations for exercises, and

d. staffing requirements and augmentation.

Definitions 9.4

9.4 Information. Information is data put into context to convey a meaning.

9.5 Information management. IM is the framework and set of processes by which an organisation captures, analyses, prioritises, stores and ensures the timely dissemination of relevant information for decision-making purposes.

9.6 Information environment. The information environment encompasses intelligence, surveillance, reconnaissance, communications, information warfare, electronic warfare (including self-protection), command and headquarters processes and management systems. The information environment involves the aggregation of information, individuals, and the systems that create, collect, process, protect, disseminate or deny this information.

9.7 Information management node. An IM node is a central point through which information is received, transmitted, relayed and disseminated. IM nodes are located in areas of significant exercise activity where the communications architecture provides the necessary equipment to receive, transmit, relay and disseminate information.

INFORMATION MANAGEMENT PLANNING PROCESS 9.8

9.8 The IM planning process must identify the information and information flows required, and will lead to the development of the IM support plan. This planning process is illustrated in figure 9–1.

1 The IM planning processes described here can be adapted for use in smaller exercises.

9–2 Edition 2


Figure 9–1: Information management planning process flow chart

Edition 2 9–3


Information management building blocks and associated support plan9.9

9.9 Building blocks. In developing the IM support plan, the building blocks described in annex A and summarised below provide a useful tool:

a. Information management nodal and functional diagram.The IM nodal and functional diagram displays the location of critical IM nodes and exercise functions undertaken at each node. An example nodal and functional diagram is in appendix 1 to annex A.

b. Information requirements matrix. The information requirements matrix (IRM) shows the information required at each node and categorises these by exercise function. An example IRM is in appendix 2 to annex A.

c. Information exchange matrix. The information exchange matrix (IEM) shows the information flows between nodes. An example IEM is in appendix 3 to annex A.

d. Information services matrix. The information services matrix (ISM) shows the enabling services/agencies that are used for the exchange of information between information nodes. An example ISM is in appendix 4 to annex A.

e. Communication and information systems services list.The communication and information systems (CIS) services list is used to provide a consolidated list of the CIS services used to support an information node. An example of a CIS services list is in appendix 5 to annex A.

9.10 Concept of operations. As well as consideration of the building blocks, in developing their IM plans, blue forces (BLUEFOR), opposing forces (OPFOR) and exercise control (EXCON)/white elements (WHITEFOR) IM planners should consider their respective concept of operations (CONOPS). The IM CONOPS describes the information requirements applicable to each phase of an exercise and provides guidance to planners on how those information requirements are to be satisfied. The CONOPS should also identify any IM-driven limitations or constraints on planned activities.

9.11 Information management support plan. The IM support plan describes how exercise IM will be provided and details responsibility for the execution of the plan. The IM support plan is developed using the building blocks and CONOPS described above and should include:

a. the IM mission,

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b. IM roles and responsibilities,

c. a general outline of IM activities, and

d. IM tasking.

A checklist for the development of an IM support plan is in annex B.

PLANNING PHASES 9.12

9.12 IM planning should generally mirror the planning phases detailed in chapter 3—‘Exercise planning process’. Stakeholders should be engaged in all aspects of IM planning so that administrative, technical or procedural issues and questions of priorities that arise throughout the planning process can be dealt with in a timely fashion. The early involvement of all stakeholders is particularly important, as IM planning must be completed early enough to allow for enabling agencies to plan appropriately to meet IM requirements.

9.13 Concept development phase. The concept development phase involves the development of an IM concept taking into account such matters as:

a. EXCON structures and nodes;

b. orders of battle for BLUEFOR, OPFOR and WHITEFOR, and command and control arrangements;

c. IM architectures and IM support hierarchy that may be used to support IM flow requirements; and

d. IM requirements to support exercise-specific functions.

9.14 Detailed planning phase. During the detailed planning phase, exercise IM planners should:

a. write the exercise IM support plan;

b. oversight the development of IM plans for BLUEFOR, OPFOR and WHITEFOR;

c. write the IM chapter for the exercise instruction ready for endorsement at the mid planning conference;

d. ensure appropriate IM resources are assigned to support the plan; and

e. prior to the start of the implementation phase, ensure that personnel receive suitable IM training.

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9.15 Implementation phase. During the implementation phase, EXCON IM staff should:

a. monitor, report, de-conflict and where appropriate, allocate and control IM resources and priority of effort across BLUEFOR, OPFOR and WHITEFOR;

b. manage the exercise IM support hierarchy;

c. liaise with external support agencies and BLUEFOR, OPFOR and WHITEFOR information managers; and

d. provide advice to the exercise director (EXDIR) and exercise participants on matters including:

(1) IM resource allocations,

(2) IM capabilities, and

(3) IM limitations.

ORGANISATION AND PLANNING CONSIDERATIONS 9.16

Organisation 9.16

9.16 Early in the planning process, the lead planning agency should appoint an information management officer (IMO) with responsibility for providing advice to the EXDIR/exercise planning staff on all IM matters including:

a. impact of IM on planning and exercise objectives; and

b. IM resource status, control and priorities.

9.17 A detailed list of IMO responsibilities is in annex C.

9.18 Information management coordination cell. The establishment of an IM coordination cell (IMCC) within EXCON provides a focus for the management of information flows across the exercise. A major task of the IMCC is to minimise the impact of the exercise on real world activities through careful planning, resourcing, and coordination. The responsibilities of IMCC personnel are listed in annex C.

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9.19 Information management coordination cell staffing. The size, scope and complexity of an exercise will dictate the composition of the IMCC. The IMCC should be staffed to provide IM planning and control during both exercise planning and conduct. The IMCC would normally be commanded by the IMO and include:

a. a deputy information manager,

b. a member of the exercise planning staff, and

c. a representative from the EXCON watch keeping staff during exercise execution.

Other planning considerations 9.20

9.20 Support to white elements. IM support to WHITEFOR may be sourced from various providers. Defence capabilities are to be used where practicable and forces from all nations participating in an exercise should also be asked to contribute to supporting white elements.

9.21 Enabling technologies. In considering the IM support plan, technologies available to enable the storage, use and exchange of information include:

a. service mail and routine postal services;

b. registry services and internal management/storage systems;

c. voice and video communication;

d. commercial information services such as the media;

e. CIS; and

f. email, web, chat and defence messaging services.

9.22 Planning forums and workshops. Formal planning conferences are detailed in chapter 3. As appropriate to the scale and complexity of the exercise, IM planners should consider conducting specific IM planning workshops and meetings to facilitate building block analysis and IM instruction development.

9.23 Training and rehearsals. To ensure that IM processes are suitable and personnel are familiar with the operation and management of IM structures and supporting systems, planners should schedule appropriate training and rehearsals. These activities should focus on IM tools and activities critical to the exercise, and areas of non-familiarity. The involvement of operations staff in these activities should be encouraged.

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9.24 Relationship with command, control, communications, computers and intelligence planning. IM provides the foundation for command, control, communications, computers and intelligence (C4I) planning. The methods and systems employed by C4I planners must carefully match information requirements and flows to available C4I capabilities in order to make the most efficient and effective use of resources, and to ensure the timely delivery of information to all nodes. While C4I planners must contribute to the development of the IM Plan, the prime responsibility for information planning rests with operations staff and designated information managers.

Annexes:A. Information management building blocksB. Information management support planC. Responsibilities of exercise information management staff

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INFORMATION MANAGEMENT BUILDING BLOCKS A

General 1

1. A standard set of building blocks provides the tools for information managers to develop an understanding of the exercise information management (IM) requirements and to develop the IM support plan. The standard building blocks are:

a. an information node and function diagram;

b. an information requirements matrix (IRM);

c. an information exchange matrix (IEM);

d. an information services matrix (ISM); and

e. a communication and information systems (CIS) services list.

2. Each of these building blocks should be labelled and clearly marked with the following:

a. exercise name;

b. exercise phase;

c. dates of the exercise to which the diagram/matrix/list refers; and

d. document classification.

Building blocks 9.3

3. Information node and function diagram. To assist IM planners, an information node and function diagram is constructed detailing the exercise information nodes. The nodes should align with the locations of significant exercise participants. Each node diagram should also indicate the exercise functions to be carried out at that location. An example information node and function diagram is in appendix 1.

4. Information requirements matrix. The IRM identifies the information requirements specific to an information node and should show a range of information requirements including:

a. type of information,

b. classification of information,

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c. priority of information,

d. releasability of information, and

e. requirement for information across exercise functions.

An example IRM is in appendix 2.

5. Information exchange matrix. The IEM shows the information exchange between information nodes. The detail in the IEM is based on the IRM, however, the distribution columns detail external node distribution rather than internal functional distribution. An example IEM is in appendix 3.

6. Information services matrix. The ISM shows the enabling services/agencies that are used to exchange information between information nodes. The detail included in the ISM is based on the IEM, however, the columns are used to detail the medium used to exchange the information rather than how that information is distributed. An example, ISM is in appendix 4.

7. Communication and information systems services list. The CIS services list is used to provide a consolidated list of the CIS services used to support an information node. An example of a CIS services list is in appendix 5.

Appendixes: 1. Information node and function diagram2. Information Requirement matrix3. Information exchange matrix4. Information services matrix5. Communication and information systems services list

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Appendix 1 to Annex A to


INFORMATION NODE AND FUNCTION DIAGRAM 1

1. The information node diagram displays the exercise information nodes based on location. Each node should detail the exercise functions present at each node. Information to be displayed includes:

a. activity;

b. phase;

c. dates;

d. location of information nodes; and

e. exercise functions (listed in each node).

2. Nodal and function diagram abbreviations are set out below.

EXERCISE INFORMATION NODES AND FUNCTION DIAGRAM 9.3

Activity Name: Exercise TALISMAN SABER 20XXPhase: 3 (FTX)Dates: xx–xx Xxx 20XX

CECG CCTF CFMCC

SENIOR CONTROLLER

HQ BLUEFOR CAOC FWD

X0, 1, 2, 3, 4, 5, 6, 7, 8 CFLCC CECG AIR SAFETY LO

SIMULATION CSOTF

SENIOR UMPIRE CECG LO

SAFETY CECG UMPIRE LO

ENVIRONMENT CECG SAFETY LO

LEGAL CECG EVALUATION

DAMCON

RAAF WLM (CECG) USS BLUE RIDGE USS KITTYHAWK

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Abbreviations:

CECG FWD WHITEFOR SPOD

CESG HQOPFOR FREEDOM BANNER

UMPIRE CONTROL CELL

SENIOR BLUE UMPIRE MPF OFFLOAD

SAFETY ELEMENT SENIOR OPFOR UMPIRE

SECURITY DETACHMENT

XCMRCG DPRAC LOGISTICS

BLUEFOR COMM ELM RANGE CONTROL CIS

FREQUENCY MANAGEMENT CELL

MEDICAL GLADSTONE PORT AUTHORITY

VISITS CELL ENVIRONMENT

DAMCON FWD

ROCKHAMPTON SWBTA GLADSTONE

CFACC HQ PACOM DCJOPS

CAOC TCMG

HICKAM AFB (HI) PACOM (HI) SYDNEY (HQJOC)

AFB Air Force Base

BLUEFOR Blue forces

CAOC Combined Air Operation CentreCCTF Commander Combined Task ForceCECG Combined Exercise Control GroupCESG Combined Exercise Support GroupCFACC Combined Forces Air Component CommanderCFLCC Combined Forces Land Component CommanderCFMCC Combined Forces Maritime Component CommanderCIS Communication and information systemsCOMM communicationsCSOTF Commander Special Operations Task Force

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DAMCON damage controlDCJOPS Deputy Chief Joint OperationsDPRAC Director of Practice

ELM element

FTX field training exercise

HI Hawaii

MPF Maritime Pre-positioning Force

OPFOR opposing forces

PACOM Pacific Command

RAAF Royal Australian Air Force

SPOD sea point of disembarkationSWBTA Shoalwater Bay Training Area

TCMG Theatre Communication Management Group

WHITEFOR white forcesWLM Williamtown

XCMRCG Exercise Combined Medical Response Control Group

X0,1, 2, 3, 4, 5, 6, 7, 8 Exercise control cells for the equivalent staff functions

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D, R-RESTRICTED, C-CONFIDENTIAL, S-SECRET,

S, US, UK and Canada)

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Notes

(a) Information types in bold are category headings and should be expanded to include specific information types.

(b) Precedence is in accordance with messaging precedence as defined in ADFP 102 Part 2, Chapter 4, Annex B (R-ROUTIN

(c) Priority is the priority of the information in relation to other information types on a scale of 1-4 (1 is highest priority)

(d) Class is the security classification of the information as defined in ADFP 102 Part 2, Chapter 4, Annex A (U-UNCLASSIFIETS-TOP SECRET)

(e) Releasability refers to the release of information to other nations: US-releasable US, AS-releasable AS, 4E-releasable AU

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INFORMATION MANAGEMENT SUPPORT PLAN B

1. An information management (IM) support plan should define the types of information required during an exercise, the information flows between information nodes and how those information flows are going to be achieved. The headings listed below are provided as a checklist to assist in the development of an IM support plan.1

2. General information. General information should include:

a. IM mission, roles and general responsibilities;

b. exercise location and dates;

c. Australian joint essential tasks applicable to IM aspects of the exercise;

d. exercise type, eg a command post exercise or a field training exercise;

e. whether live firing is planned;

f. order of battle for blue forces (BLUEFOR), opposing forces (OPFOR), white elements (WHITEFOR); and their general locations;

g. extent of OPFOR involvement; and

h. role of exercise control (EXCON) and other WHITEFOR.

3. Information management concept and general outline. The outline should consider:

a. Information exchange:

(1) automated exchange via information system replication;

(2) manual exchange;

(3) air-gap procedures between differing systems/nations;

(4) voice and video procedures;

(5) replication requirements between differing information systems (IS);

1 This checklist is targeted at major exercises. As required, elements of the checklist can be used for the planning of smaller exercises.

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ADFP 7.0.3

(6) the use of web-based publish-subscribe technology to overcome information overload; and

(7) information pull or push.

b. Enabling agencies. Enabling agencies include:

(1) IS and information technology sections;

(2) registry;

(3) communications centres; and

(4) safe-hand/courier/mail.

c. Information assurance. Information assurance matters to be considered include:

(1) information classification,

(2) releasability of information, and

(3) any caveats required.

d. Information management conventions. The following IM convention should be addressed:

(1) naming,

(2) addressing, and

(3) subject indicator codes.

e. Information archiving policy. Detail information archiving policy.

f. Information management control. Detail IM control arrangements.

g. Information management coordination cell. In establishing an information management coordination cell consider such things as:

(1) staffing, including augmentation;

(2) command and control arrangements;

(3) staff responsibilities;

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(4) location; and

(5) equipment requirements.

h. Tasking of other agencies. The plan should consider the allocation of tasks to agencies. Examples are:

(1) Headquarters Joint Operations Command or other headquarters:

(a) provision of wide area surveillance picture;

(b) maintenance of exercise common operating picture for EXCON, BLUEFOR and OPFOR;

(c) exercise intelligence support;

(d) promulgation of requirement for higher headquarters reports and returns; and

(e) briefing for strategic level participants.

(2) Exercise control group. Responsibilities:

(a) setting of standards, policy and procedures for the management of information within the exercise control group and between all EXCON elements;

(b) management of the electronic information exchange replication between disparate Australian Defence Force and coalition IM systems to ensure timely transfer and integrity of information;

(c) organisation of IM training for EXCON staff;

(d) manage information access requests for exercise networks; and

(e) represent EXCON at the Theatre Information Management Board.

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ADFP 7.0.3

(3) Exercise support group. Responsibilities:

(a) provide guidance on policies and procedures for deployed systems;

(b) supervise the transfer of IM structures and data between EXCON elements; and

(c) manage IM accounts, equipment allocation and maintenance of deployable systems.

i. Other ‘white’ elements. List IM tasks and responsibilities of other WHITEFOR.

j. Blue Force. List IM tasks and responsibilities of BLUEFOR.

k. Opposing force. List IM tasks and responsibilities of OPFOR.

l. Information management coordinating instructions. Detail any necessary IM coordinating instructions.

m. Management of information management services. Detail management responsibilities for such services as:

(1) Defence Secret Network;

(2) Defence Restricted Network;

(3) Combined Enterprise Regional Information Exchange System (CENTRIXS);2

(4) Defence message system/Mercury; and

(5) unclassified internet and virtual private networks.

n. Administration and logistics. Detail any special IM administrative and logistics requirements.

o. Command and signal. Detail arrangements for:

(1) IM management hierarchy,

(2) IM reports,

2 CENTRIXS is a network that provides staff with the ability to conduct electronic information exchange and collaborative planning with coalition partners at all security levels up to SECRET.

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(3) Directory of Theatre Services, and

(4) subject indicator codes and collectives addresses.

p. Annexes. As required, the plan should include the following annexes:

(1) information node diagram,

(2) information function diagram,

(3) information requirement matrix,

(4) information exchange matrix, and

(5) information services matrix.

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Annex C to ADFP 7.0.3 Chapter 9

RESPONSIBILITIES OF EXERCISE INFORMATION MANAGEMENT STAFF C

Exercise information management officer 1

1. Responsibilities of the exercise information management officer include:

a. providing advice to the Exercise Director and the exercise lead planner on all information management (IM) related matters including:

(1) IM capabilities and limitations;

(2) IM impact on planning and exercise objectives;

(3) IM resource status, control and priority of effort;

(4) IM requirements, information exchange, and communication and information systems related enabling services;

(5) IM related Australian joint essential task (ASJET) exercise objectives;

b. developing and promulgating the IM plan;

c. the staffing of the information management coordination cell;

d. the scheduling of IM working groups;

e. liaison with exercise control (EXCON) elements, blue forces (BLUEFOR), opposing forces (OPFOR), and external support agencies and management groups on IM matters relating to the exercise or impacting on operational activities;

f. ensuring that all EXCON staff receive IM training in accordance with the IM plan;

g. drafting IM input to exercise instructions and EXCON standard operating procedures;

h. representing exercise IM requirements to higher IM management authorities;

i. establishing the marking procedure for document sharing;

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j. liaison with coalition partners to ensure the smooth transfer of information between the EXCON and exercise participants and vice versa;

k. management of the IM hierarchy;

l. monitoring and modifying IM documentation as required;

m. monitoring adherence to IM plans, instructions and orders;

n. development of procedures for the management of the BLUEFOR, OPFOR and EXCON common operating pictures; and

o. in consultation with the chief evaluator, establishing benchmarks for the evaluation of IM procedures and processes using ASJET within the Australian Defence Force activity analysis database system.

Other exercise information management staff 9.2

2. Responsibilities of other IM staff include:

a. management of exercise web-based data;

b. training of exercise IM staff;

c. management of the process for sharing nation specific information;

d. providing support to common operating picture managers;

e. providing X6 with a list of exercise IM requirements;

f. management of web sites to ensure exercise information is displayed as required by the IM plan and in accordance with Defence standards; and

g. coordination of the replication of information at critical IM nodes.

9C–2 Edition 2


CHAPTER 10

INTELLIGENCE 10

General 10.1

10.1 Realistic intelligence processes and products enhance the credibility of a training activity. When planning and executing operations, commanders require information and assessments on the battlespace environment and the adversary. The exercise director is responsible for ensuring that similar information is available to the training audience during exercises, including during preliminary activities such as staff exercises. This information should be available to the training audience prior to the start of the exercise and released progressively during the exercise. Where possible, intelligence processes will be replicated by providing exercise intelligence products to players through normal DIS channels. Where this is not possible, simulated DIS channels may be used.

10.2 Intelligence processes may be exercised in part or in whole during an exercise, or they may be used to support the exercising of other Australian Defence Force capabilities. The aim of this chapter is to explain the role and tasks of intelligence in support of exercises.

Intelligence in support of exercises 10.3

10.3 The term ‘intelligence’ variously refers to the output derived from the intelligence process, the process itself, or those involved in the process. The generic intelligence analysis, staff, and operator functions are depicted in figure 10–1. These functions are performed at the strategic, operational and tactical levels. Where practical, all functions and levels should be exercised and evaluated simultaneously.

Executive summary

• The exercise director is responsible for providing intelligence and targeting products to the training audience. To enhance credibility, such exercise intelligence products should be as realistic as possible, and be released progressively during the exercise.

• Exercise planning staff need to know the capabilities, limitations and relationships between the various parts of the Defence Intelligence System (DIS).

• Intelligence planning activities are undertaken in the four exercise planning phases.

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10.4 Even when the intelligence process is not itself being exercised, intelligence processes can be used to significantly enhance the conduct of exercises. The participation of intelligence staffs and organisations, or the provision of intelligence products, allow operations and plans staff to be realistically exercised and evaluated. By using intelligence processes during exercises, commanders and their staff become familiar with the roles and tasks of intelligence organisations, and aware of the array of intelligence support that may be available during operations.

10.5 Planning staff. Exercise planners should have an understanding of the capabilities and limitations of intelligence organisations involved in, or simulated during, the exercise. For major exercises, the intelligence staff of the lead planning agency normally undertakes the intelligence planning function. Exercise planners should strive for realism in both the content and manner of disseminating exercise intelligence products. They should also anticipate the information players will require and make this available at the appropriate time. This involves the pre-production of background intelligence products used during operational planning. Staff should be aware of the requirement for continuous coordination between planning staffs to ensure that the intelligence input remains consistent with the exercise and scenario.

Figure 10–1: Intelligence functions and relationships1

1 Defence Intelligence Organisation; Director-General Intelligence; Headquarters Joint Operations Command (HQJOC); and Joint Task Force.

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Intelligence and the exercise planning phases 10.6

10.6 Chapter 3—‘Exercise planning process’ describes the exercise planning phases. Intelligence planners perform the following functions in each of the planning phases:

a. Concept development phase. The concept development phase includes agreement on fundamental exercise parameters. During this phase the following intelligence-related activities occur:

(1) Identification of exercise objectives. Overall exercise objectives determine whether a scenario-driven or scenario-supported exercise is best suited to achieve those objectives. Exercises should include intelligence objectives and activities designed to practise intelligence activities.

(2) Identification of players and participants. Once exercise players are identified, intelligence planners can identify the particular intelligence requirements of players and the capabilities of participants to collect, analyse and disseminate information.

(3) Selection of the scenario. Intelligence planners do not control the scenario or master events list (MEL), but are key stakeholders in ensuring that the scenario is realistic and that intelligence-related injects within the MEL and the schedule of events (SOE) are appropriate. Once the scenario is selected, intelligence planners can contribute towards the development of a MEL (see chapter 4—‘Planning considerations’). The scenario can be either reality-based or fictional. A reality-based scenario will facilitate the inclusion of the DIS as players and participants, but imposes significant security and releasability issues. A fictional scenario has fewer security and releasability issues but is unlikely to receive a significant level of DIS support, as preparing fictional intelligence products is a distraction from real-world intelligence activity.

(4) Development of the intelligence concept. The exercise intelligence concept should be designed to meet the aim and objectives of the exercise and should be developed in close consultation with the planning staff. The intelligence plan should also exercise the

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appropriate strategic, operational, tactical, joint and single-Service intelligence staffs, systems and processes in accordance with the exercise objectives.

(5) Development of the targeting concept. The exercise targeting concept should be developed in close consultation with HQJOC Joint Effects, Defence Imagery and Geospatial Organisation (DIGO) and 87SQN planning staff or allied equivalents. The targeting plan should exercise the appropriate strategic, operational, tactical, joint and single-Service targeting staffs, systems and processes in accordance with the exercise objectives.

b. Detailed planning phase. During the detailed planning phase, the following intelligence-related activities occur:

(1) Exercise instructions drafted. The intelligence and targeting chapter of the Exercise Instructions is drafted and endorsed.

(2) Liaison. Exercise intelligence planners will continue to liaise with ‘trusted agents’ in intelligence participant organisations.

(3) Master events list, schedule of events and script development. It may be necessary to convene workshops or seminars where representatives from intelligence stakeholders can contribute to the development of the MEL/SOE or specific intelligence products. The MEL and SOE should be rehearsed to ensure that issues concerning realism, continuity and inject release are identified prior to exercise execution.

(4) Development of intelligence injects. During the detailed planning phase intelligence ‘start packs’ are prepared. Alternatively, in certain types of exercises, intelligence injects may commence early to progressively develop player situational awareness. Chapter 4 contains guidance on the release of information. As a minimum, the following products should be provided to the intelligence staff being exercised:

(a) basic intelligence or reference material on the battlespace;

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(b) basic intelligence or reference material on the adversary order of battle, dispositions, capability and tactics;

(c) intelligence estimate (includes analysis of the operational environment);

(d) counterintelligence estimate from the next higher headquarters;

(e) joint intelligence preparation of the battlespace products, such as the centre of gravity analysis from the next higher headquarters; and

(f) products to support specialised processes including (as required) targeting, information operations, counterintelligence, operations security, anti-terrorism/counter terrorism and indications and warning.

(5) Exercise intelligence activities. Practising some intelligence activities, such as handling and exploiting prisoners of war, documents and equipment, may require a high degree of coordination. Neutral role players and opposing forces (OPFOR) require detailed guidance on the information they are to reveal or the role they are to perform.

(6) Development of targeting materials. Targeting materials should be prepared during the detailed planning phase. As a minimum, the following products should be provided to the intelligence staff being exercised:

(a) An OPFOR modernised integrated database of all real-world and constructive facilities and installations, created by exercise planning staff in consultation with DIGO or the equivalent allied agency.

(b) Core target material folders containing precision point mensuration, basic intelligence, reference material and collateral damage estimates on adversary installations, produced by DIGO and 87SQN or equivalent allied agency.

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(c) A targeting directive, developed by the higher headquarters prior to the exercise.

(d) A master list of targets (MTL), developed by exercise planners and participants prior to start of exercise. The MTL should be loaded and tested in the computer simulation model appropriate to the exercise.

(e) The concept and procedures for the production and distribution of battle damage assessment (BDA) material, identified by exercise planning staff and participants.

c. Implementation phase. During the exercise implementation phase, intelligence planners will usually transition to become the exercise control (EXCON) intelligence staff. For major exercises, an Intelligence control cell is usually formed within EXCON. Intelligence injects are released or intelligence-related activities are conducted in accordance with the MEL and the SOE. Specific intelligence evaluation should be conducted. Further considerations are:

(1) Siting of exercise control intelligence staff.Intelligence staff should be located so they can liaise closely with operations, OPFOR and simulation EXCON staff during the running of the exercise.

(2) Monitoring the master events list/opposing force play. During exercise play, the MEL and SOE should be reviewed frequently by EXCON to ensure that intelligence injects already released have prompted the desired participant activities and exercise outcomes, intelligence injects correlate to OPFOR activities, and future intelligence-related serials remain appropriate.

(3) Monitoring the master list of targets. During exercise play, the MTL should be reviewed daily by EXCON to ensure that effects against targets are generated and released to participants after consultation with senior control, umpires, OPFOR and intelligence staff. This ensures BDA production occurs at an attrition rate commensurate with exercise outcomes, OPFOR activities, and future intelligence-related MEL serials.

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d. Post-exercise phase. During the post-exercise phase analysis of the intelligence-related lessons identified is conducted. The conclusions and actioning of the lessons are included in the post activity report on the Australian Defence Force activity analysis database system (ADFAADS).2

2 ADFAADS is accredited for reports classified SECRET Australian Government access only and below. All intelligence evaluation reports or observations should also be sent to the Defence intelligence system staff at DIGO.

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CHAPTER 11

SECURITY 11

Introduction 11.1

11.1 General. Australian Defence Force (ADF) exercises are potentially attractive targets for a wide spectrum of threats including intelligence collection, terrorism, sabotage, disruption, and criminal activities. Security measures should therefore, be rigorously enforced during exercises. Exercises also provide opportunities for player elements to practise and evaluate operations security (OPSEC), force protection (FP), field security (FS) and counterintelligence (CI) capabilities. Security measures should also be taken by exercise control (EXCON) to prevent the unauthorised release of exercise information to players.

11.2 Security. Security is defined as those measures necessary to achieve the condition where designated information, materiel, personnel, activities and installations are protected against espionage, sabotage, subversion and terrorism, as well as against loss or unauthorised disclosure.

11.3 Security threats. Organisations or individuals who might threaten Defence resources and activities (such as exercises), include:

a. foreign intelligence services (FIS);

b. potential intelligence collectors (PIC);

c. international terrorist groups;

d. organisations conducting politically motivated violence;

e. issue motivated groups;

Executive summary

• As exercises can be attractive targets for a wide range of security- related threats, security measures should be rigorously enforced. Exercises also provide an opportunity for players to practise and evaluate security practices and processes.

• A range of organisations and individuals that might pose a security threat to an exercise are identified, key security terms are defined and responsibilities for exercise security are detailed.

• Security planning and a number of miscellaneous security planning considerations are addressed.

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f. criminal elements; and

g. internal threats.1

11.4 Threat assessment. The determination of the level of security threat is a judgement based upon analysis of the capability and intent of the above organisations/individuals to present a threat to an exercise or Defence resources. The Defence Security Authority (DSA) or single-Service security authorities (SSA) conduct security threat assessments (STA).

11.5 Security measures. Generally, exercise security will be achieved through a combination of:

a. enforcing extant protective security requirements including physical, information, movement and personnel security, and computer network defence (CND) arrangements;

b. implementing specific exercise security measures; and

c. coordinating arrangements to monitor and counter potential threats to the exercise.

11.6 Risk management. The exercise security plan should use the risk management process detailed in the Defence Security Manual (DSM). Integral to this process is the conduct of a security risk assessment (SRA). Security risk management guidelines are in annex A.

Responsibilities 11.7

11.7 Security is a command responsibility. Commanders have ultimate responsibility for the security of unit personnel, assets and information involved in an exercise. Individuals and organisations with particular responsibilities for exercise security include:

a. Exercise Director. The Exercise Director (EXDIR) has overall responsibility to the Officer Conducting the Exercise for exercise security. The EXDIR may appoint an Exercise Security Officer (ESO) to coordinate security planning and implementation.

b. Exercise Security Officer. The ESO is responsible to the EXDIR for the coordination of real-world and exercise-specific security, including the preparation and implementation of

1 For example, disaffected Defence personnel.

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security plans, pre-exercise briefings, the monitoring of exercise security measures and the facilitation of security investigations.

c. Defence Security Authority. DSA is responsible for providing security threat assessments for major exercises and for providing relevant security intelligence reporting.

d. Strategic intelligence agencies. Agencies such as the Defence Intelligence Organisation (DIO) and the Defence Imagery and Geospatial Organisation provide specialist advice and assessments on PIC capabilities. The Defence Signals Directorate provides communications security and CND advice.

e. Single-Service security authorities. Single-Service security authorities may be tasked to conduct a STA and a SRA for single-Service exercises.

f. Counterintelligence staffs. Counterintelligence staff at various levels of command should contribute to security planning.

Planning process 11.8

11.8 Security planning aligns with the exercise planning process described in chapter 3—‘Exercise planning process’:

a. Concept development phase. During the concept development phase a security concept is developed that analyses the exercise context, identifies threats and risks to security, and begins development of mitigation measures for specific security risks. Planning tasks include:

(1) Risk identification/threat assessment. DSA or SSA should be requested to provide STA of any real-world threat to the exercise. DIO or the appropriate intelligence/CI staff can provide additional advice on the technical capabilities of PIC. Exercise planners should conduct the risk management tasks listed in annex A.

(2) Information security. Defence Instruction (General) OPS 13–4—Release of Classified Defence Information to Other Countries, should be consulted to determine whether non-ADF participants can access classified information of Australian origin.

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(3) Protective security. Broad consideration should be given to the protective security measures required at exercise locations, staging areas and lines of communication.

b. Detailed planning phase. During the detailed planning phase an exercise security plan is developed for inclusion in exercise instructions.2 The plan should provide guidance on specific security measures, responsibilities, organisation, incident investigation, exercise-specific protective security works, and access control. Both real-world and exercise security issues should be addressed. Periodic updates of the STA should also be sought and countermeasures incorporated in the overall exercise plan.

c. Implementation phase. For a major field training exercise, it may be necessary to establish an exercise security/force protection coordination element within EXCON to monitor real-world threats and compliance with security instructions, and to investigate breaches of security. This element should also liaise with appropriate civilian authorities. Exercise players and participants should receive a security brief covering both the threat to the exercise and exercise security measures.

d. Post-exercise phase. Exercise security staff should provide input to the post-activity report. ADF activity analysis database system inputs should also be finalised.

Other considerations 11.9

11.9 Exercising security procedures. Exercises provide an ideal opportunity to practise OPSEC, FP, FS and CI procedures. Where possible, schedule of events (SOE) serials, and opposing force activity should be programmed to test player security procedures. OPSEC, FP, FS and CI planning and implementation for exercises remain the responsibility of player operations staff. Procedures need to be established to ensure that real-word and exercise security incidents are not confused. As necessary, exercise security play should be notified to police and security agencies.

2 For major exercises, the security/force protection plan may take the form of a separate chapter within the exercise instructions.

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11.10 Operations security. Commanders and their operations staff, drawing on the STA, are responsible for identifying those essential elements of friendly information (EEFI), including capabilities and processes, which if compromised to a FIS or PIC, may cause damage to Defence capabilities. Commanders are responsible for implementing measures to ensure that such EEFI are not compromised during an exercise. As far as practicable, information on exercise activities and locations is to be protected from those who do not have the requisite security clearances, a demonstrated ‘need to know’, or who would use the information for malicious purposes. The exercise Public Affairs plan must be cognisant of real-world OPSEC considerations. Exercise security planners should be prepared to provide advice on real-world OPSEC measures when required.

11.11 Protecting exercise information. To preserve realism, measures should be put in place to prevent players from accessing SOE, scenario and other exercise information. Where necessary to the exercise planning process, information may be released to trusted agents within player headquarters. Control staff should not give away, by either careless talk or inadvertent distribution of papers, information that would normally be unavailable to those being exercised. The provisions of the DSM equally apply to the handling of exercise papers.

11.12 Investigating security incidents. Upon the discovery of a security incident, the procedures specified in the DSM are to be initiated. Incidents include not only security breaches or compromise but also incidents that may suggest an increased threat (eg suspected surveillance). The lead planning agency/EXCON should be an addressee of any exercise-related security report.

11.13 Physical security measures. Facilities may require security enhancement such as security works (eg fencing and lighting), or additional security staff (eg guards). Such requirements should be included in the exercise project plan and funded according.

Annex:A. Security risk management guidelines

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SECURITY RISK MANAGEMENT GUIDELINES A

1. The following steps comprise the security risk management process illustrated in appendix 1:

a. Establishing the context. The security risk assessment will depend on the exercise location, nature of the activity (eg field training exercise or command post exercise), nature of information or equipment/material involved, and the nationality of exercise participants. Exercises involving allied participants may require higher levels of protection from foreign intelligence services, potential intelligence collectors, terrorists, organisations conducting politically motivated violence and issue motivated groups.

b. Risk identification. The early involvement of the Defence Security Authority (DSA) and/or single-Service security authorities (SSA) will allow an initial security threat assessment (STA) to identify who/what, how and why possible threats to security may arise. DSA and SSA may conduct the STA or conduct protective security survey/inspections of key facilities or organisations to be used in the exercise. Once existing security measures are identified, an assessment may be made of the likelihood and consequence of threats to security. Consequences may include:

(1) compromise of information;

(2) subversion or injury of personnel;

(3) damage to reputations, including embarrassment to Government or a loss of public confidence in Defence;

(4) loss of, or damage to resources, equipment or materiel; or

(5) compromise of Defence capabilities.

c. Security risk analysis. A security risk analysis allows the exercise director to establish priorities and provides guidance on security risk management.

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d. Security risk mitigation. The security risk may either be accepted, or measures taken to:

(1) avoid the risk,

(2) reduce the likelihood of the risk,

(3) reduce the consequence of the risk, or

(4) transfer the risk.

e. Monitor and review. The security plan should detail appropriate risk mitigation measures that must be monitored and reviewed throughout the exercise.

Appendix: 1. Security risk management process

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SECURITY RISK MANAGEMENT PROCESS 1

Figure 11A1–1: Security risk management process

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CHAPTER 12

ENVIRONMENT PROTECTION, HERITAGE PROTECTION AND DAMAGE CONTROL 12

INTRODUCTION 12.1

Environment and heritage protection 12.1

12.1 Protection of the environment (which includes cultural heritage, ecosystems, and natural and physical resources) is important to Defence for the reasons outlined below:

a. protection of the environment preserves the environmental integrity of training areas for future use. The continued availability of land, sea, and air training areas depends on the vigilant management of these areas to ensure they remain environmentally sustainable;

Executive summary

• Protection of the environment is important to Defence in order to conserve exercise areas for future use, maintain public confidence in the ability of the Australian Defence Force (ADF) to manage its landholdings, and to comply with statutory obligations. In planning for the environmental protection of exercise areas, it is important to engage civilian stakeholders at an early stage.

• The chapter sets out the responsibilities for the planning and implementation of environmental protection measures during exercising.

• The chapter also lists the environmental planning activities required during each of the four exercise phases described in chapter 3—‘Exercise planning process’.

• Damage control (DAMCON) are those measures taken to prevent an activity causing an environmental impact, to remediate damage likely to cause an environmental impact and to repair damage to infrastructure, significant vegetation and water courses.

• The chapter details responsibilities for DAMCON and lists measures to remediate damage. The chapter also describes an exercise DAMCON organisation, and provides advice on damage reporting and claims for compensation associated with damage caused by exercise activity.

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b. there is a need to maintain public confidence in the ability of Defence to manage its landholdings and activities, as well as heritage and cultural resource sustainability. It is Government policy for Defence to comply with relevant State legislation and local planning policies, particularly where relevant Commonwealth standards do not exist or are less stringent. In all cases, it is Defence policy to meet best practice standards, as well as complying with its legal obligations; and

c. Defence is obligated to comply with Commonwealth legislation as well as international treaties and agreements to which Australia is a signatory. In particular, Defence is required to comply with the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). Failure to comply with the EPBC Act may lead to prosecution. Further, individuals who are negligent in complying with their environmental obligations risk internal disciplinary proceedings and civil prosecution.

12.2 Policy. Defence environmental policies are set out in The Defence Environmental Policy 2005, Defence Environmental Instructions, Defence Instructions and range and unit standing orders. Regional Environmental Officers (REO)1 can provide further advice.

12.3 Engagement of civilian stakeholders. The engagement of civilian stakeholders early in the planning process is essential. This engagement not only makes the planning process transparent, but also facilitates timely environmental approvals. In engaging external stakeholders, care must be taken to preserve operational security.

Environmental protection and management responsibilities 12.4

12.4 All exercise participants have responsibilities for environmental protection and management. Organisations and individuals with particular environmental responsibilities are set out below:

a. Lead planning agency. The lead planning agency’s responsibilities are:

(1) to coordinate the development of the environmental management concept and plan;

(2) to seek the necessary environmental approvals;

1 REO are located in each State and Territory and are the first point of contact for obtaining environmental approvals.

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(3) to coordinate the environmental awareness campaign; and

(4) to report on compliance (during a field training exercise) with environmental obligations, approval conditions and guidelines.

b. Defence environmental officers. The responsibilities of Defence environmental officers are to:

(1) provide advice to exercise planners regarding approval requirements and processes; and

(2) issue environmental clearance certificates for the conduct of exercises in their region when referral to the Commonwealth Department of the Environment, Water, Heritage and the Arts is not required.

c. Directorate of Environmental Impact Management. The responsibilities of the Directorate of Environmental Impact Management (DEIM) for exercise planning are to:

(1) provide advice to the lead planning agency on environmental approval(s) in accordance with the EPBC Act for activities where there is a risk that a significant environmental impact might arise, such as a major field training exercise (FTX); and

(2) issue any environmental clearance certificate(s) that may be required for the conduct of a major exercise following approval from the Minister for the Environment, Heritage and the Arts.

d. Exercise control. The responsibility of exercise control (EXCON) is to:

(1) ensure compliance with exercise environmental instructions; and

(2) immediately report instances of non-compliance in accordance with legal obligations, approval conditions and Defence policies.

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e. Environmental Management Group. For major FTXs, it may be necessary to raise an environmental management group (EMG) within EXCON.2 The EMG usually comprises a number of field teams staffed by military and Defence civilian environmental officers. EMG tasks include:

(1) conducting pre- and post-exercise environmental inspections;

(2) monitoring compliance with environmental instructions;

(3) providing environmental advice and assistance to exercise controllers, planners and players;

(4) reporting environmental incidents and/or deviations from environmental approval conditions or range standing orders, and coordinating responses;

(5) documenting and investigating environmental incidents; and

(6) providing input to post-exercise environmental reports.

f. Players and participants. The responsibilities of players and participants include:

(1) compliance with environmental limitations and restrictions;

(2) reporting environmental incidents to range control or EXCON; and

(3) taking action to mitigate damage to the environment in the event of an incident (such as a fuel spill).

g. Damage control units. Units with specific DAMCON responsibilities (see paragraphs 12.11–12.15) are responsible for:

(1) remediation of damage likely to cause an environmental impact, including instances where cumulative impacts (eg repeated use) might arise; and

(2) repair of damage to infrastructure such as roads, drainage lines, significant vegetation and water supplies.

2 For smaller exercise REO would normally undertake the EMG tasks.

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Environmental approval 12.5

12.5 Delegations for the environmental approval of an exercise or activity depend on the nature and scope of that activity. DEIM advice should be sought to determine the approving authority for a particular exercise.

Environmental planning processes 12.6

12.6 Environmental planning generally aligns with the exercise planning process described in chapter 3. The Defence Training Area Management Manual (DTAMM) and Defence Instructions (General) ADMIN 59–1—Management of Defence Training Areas must be read in conjunction with this publication. Planners should be mindful of the time frame required for approval where significant risks of environmental impacts are identified.3

12.7 Concept development phase. The focus in the concept development phase is on developing the environmental concept and commencing the environmental approval process. Particular activities include:

a. appointment of an officer with responsibility for environmental planning;

b. review of environmental lessons identified from previous exercises;

c. conduct of an environmental risk assessment to identify activities that may have a significant environmental impact;4

d. obtaining an environmental clearance certificate from the REO or, if necessary, forwarding an environmental referral to DEIM; and

e. engagement with Commonwealth and State/Territory Government agencies and non-Government stakeholders.5

3 Such as a live firing against a floating hulk.

4 While environmental risk assessment is strictly only required for activities that have not previously been assessed or have changed substantially, due to the potential for changes to thresholds for the protection of the environment, it is recommended that all activities undergo an environmental risk assessment. Assessments may require the participation of external stakeholders including Government and non-Government agencies.

5 Consideration should be given to inviting environmental stakeholders to planning conferences.

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12.8 Detailed planning phase. The environmental plan is developed, and where required, final environmental approval is obtained during the detailed planning phase. Activities during the detailed planning phase include:

a. where applicable, monitoring the environmental referral and complying with any direction given by the Minister for the Environment, Heritage and the Arts;

b. preparation of an environmental management chapter for inclusion in the exercise instruction, including measures to mitigate impacts on the environment;

c. developing the environmental awareness of exercise players and participants by means such as videos, pamphlets, media products and briefings; and

d. before the start of an exercise, briefing commanders, Unit Environment Liaison Officers (UELO),6 players and participants on their environmental responsibilities during the exercise.

12.9 Implementation phase. The implementation phase involves monitoring compliance with the exercise instruction and where necessary coordinating measures to remediate environmental damage. Specific activities include:

a. deployment of an EMG or other environmental staff to monitor compliance with exercise environmental directives, and

b. coordinating responses to environmental incidents.

12.10 Post-exercise phase. The post-exercise phase involves the coordination of post-exercise remediation works and drafting the environmental input to the post-activity report. There may also be a requirement to report to the Minister for the Environment, Heritage and the Arts on the extent of compliance with environmental directions given by the Minister as part of the approval process.

6 Exercise UELO must be nominated and briefed on their role and responsibility by unit commanders.

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DAMAGE CONTROL 12.11

12.11 Introduction. When exercising, a balance needs to be struck between the achievement of objectives and minimising damage to infrastructure and the environment. DAMCON is the term used to describe those measures taken before, during and after an exercise to:

a. prevent an activity causing an environmental impact by, for example, constructing a dam around a fuelling point;

b. remediate damage likely to cause an environmental impact; and

c. repair damage to infrastructure such as roads, drainage lines, significant vegetation and water supplies.

12.12 Responsibilities. Unit commanders have initial responsibility for DAMCON and must take every opportunity to rectify, or reduce the impact of, damage resulting from their unit activities. Units should attempt to remediate the damage they cause. Damage remediation beyond unit capabilities may be coordinated by either EXCON or range control staff.

12.13 Remediation. Damage remediation is achieved through a progression of the following measures:

a. immediate remediation by player units,7

b. remediation conducted by player units as directed by EXCON,

c. remediation conducted by player units on completion of their involvement in an exercise,

d. remediation conducted by assigned DAMCON units during or after an exercise, and

e. remediation undertaken by civil contractors during or after an exercise.

7 Where possible, this should be done tactically rather than administratively.

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Damage control organisation 12.14

12.14 For major FTXs, a DAMCON organisation may be established as part of EXCON, and is tasked with the coordination of repairs to infrastructure and the environment. DAMCON elements might include:

a. liaison officers within EXCON from assigned DAMCON units (DAMCON Liaison Officers);

b. a unit(s) assigned to EXCON for DAMCON tasking (typically engineer units);

c. player engineer units assigned with DAMCON functions as a secondary task; and

d. civil contractors.

12.15 Responsibilities of the DAMCON organisation include:

a. the coordination of damage reporting and remediation;

b. close liaison with EXCON environment staff;

c. the maintenance of a DAMCON register to record each Damage Report (DAMREP) and subsequent action;

d. the coordination of damage repair to non-Defence land and/or facilities; and

e. the initial processing of compensation claims for damage to non-Defence land or property arising from exercise activity.8

Reporting and compensation 12.16

12.16 Damage reporting. The aim of damage reporting is not to attribute responsibility but to facilitate repair and accurately record incidents in a timely manner. Environmental or property/infrastructure damage caused or discovered by exercise participants must be immediately reported to EXCON. Damage that is repaired immediately should still be reported. DAMREPs should be submitted in accordance with exercise instructions or range standing orders. A DAMREP template is in annex A.

8 The responsibility for processing compensation claims reverts to the lead planning agency once EXCON has been disbanded.

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12.17 Reportable incidents. Incidents that must be reported include:

a. petrol, oil and lubricant spills;

b. chemical or hazardous material spills;

c. contamination of watercourses;

d. fires;

e. damage to Defence land or infrastructure (including environmental damage);

f. damage to public or private land or infrastructure;

g. death of or injury to native animals;

h. clearance of vegetation; and

i. close interactions or unusual observations involving marine mammals (whales, dolphins or dugongs).

12.18 Compensation procedures. Before an exercise, non-Defence landowners should be informed of the procedures for making claims for compensation as described in Chief Executive’s Instructions. Prompt and efficient repair of damage to non-Defence land and infrastructure will assist in minimising compensation claims made against the Commonwealth. Exercise participants should not admit liability, or agree to compensation, for any damage to non-Defence land and infrastructure. EXCON/the lead planning agency should investigate all claims for compensation and make recommendations regarding further action.9

Annex:A. Damage report template

9 The ADF Investigative Service may be able to assist in investigating claims regarding damage to non-Defence land and infrastructure.

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DAMAGE REPORT TEMPLATE A

Purpose: used by units/damage control (DAMCON) liaison officers (LO) to report damage to the environment and/or infrastructure.

Format: plain text.

A damage report (DAMREP) is to be forwarded, on occurrence, by:

a. unit/element that caused or discovered the damage, and

b. engineer or DAMCON LO providing further assessment.

The DAMREP should be submitted via the chain of command to exercise control (EXCON) for processing by the DAMCON cell (in consultation with environment management staff). A generic DAMREP format is shown below. (DAMREP formats may also be found in unit standard operating procedures or training area standing orders.)

Damage report 1

1. Reporting unit and DAMREP serial number.1

2. Date/time group of incident (local time).

3. Nature of damage (state which of the following):

a. chemical and hazardous material spill;

b. petrol, oil and lubricant spill;

c. road/culvert/bridge/cattle grid/guide post;

d. airfield;

e. bogging and soil damage;

f. fence/gate/slip rails;

g. water pipe/power line/telephone line;

h. building/windmill/tower;

i. livestock (farm animals);

j. stock watering facility;

1 DAMREP serial number is (unit name/report number/month). For example: 2nd Cavalry Regiment’s fourteenth DAMREP for March is written as ‘2 Cav Regt/14/3’.

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k. field defences;

l. fire;

m. contamination of watercourses;

n. native flora or fauna; or

o. other.

4. Location (map sheet number, name, scale and six-figure grid reference).

5. Description and location of identifying marker.

6. Extent of damage.

7. Repair response (state which):

a. remediation conducted immediately by player unit;

b. assessment by engineer/DAMCON LO required to determine external support requirement;

c. remediation required by player unit as an administrative task;

d. remediation required immediately by civil contractor(s); or

e. remediation required by civil contractor(s) on completion of the exercise.

8. For DAMCON LO assessment, state the materials, manpower and equipment needed.

9. Remarks.

This report is to be forwarded through the chain of command to EXCON on occurrence or as soon as possible thereafter.

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CHAPTER 13

SAFETY 13

General 13.1

13.1 The wellbeing and safety of all exercise participants is central to the successful conduct of any exercise. Most field training exercises involve an element of danger. A balance must be struck between the demand for realistic training and maintaining a sense of challenge, and the need to avoid risk of death or serious injury. The best means of avoiding incidents and injury is strict adherence to safety procedures and mitigation of risk.

13.2 To minimise the risk of accident and serious injury, exercise instructions must include details of safety measures. The main causes of accidents are:

a. failure to adhere to correct drills and procedures,

b. fatigue, and

c. natural hazards such as environmental conditions and fauna.

13.3 Legal obligations. The Occupational Health and Safety Act 1991(OHS (CE) Act), the Regulations under the Act, and associated codes of practice apply to Australian Defence Force (ADF) members participating in an exercise. Foreign forces exercising in Australia are similarly bound by the OHS (CE) Act, its Regulations and codes of practice. OHS matters must be considered in the exercise planning process and reasonably practicable measures implemented to meet the associated legal obligations.

Risk management 13.4

13.4 Risk is an ‘effect of uncertainty on objectives’1 where an effect is a deviation from the expected: positive or negative. Risk is often characterised by reference to potential events and consequences, or a combination of

Executive summary

• Safety is a command responsibility. While exercises by their nature involve elements of risk, a balance must be struck between the demand for realistic training and the need to avoid death or serious injury.

1 AS/NZS 31000:2009—Risk Management—Principles and Guidelines. This instruction can be found on the DRN.

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these. It may be expressed in terms of a combination of the consequences of an event and the associated likelihood of the occurrence. Management of risk in the ADF is based on Australian/New Zealand Standard (AS/NZS) 31000:2009—Risk Management—Principles and Guidelines.

13.5 Risk Management (RM) involves managing to achieve an appropriate balance between realising opportunities for success while minimising losses. It is an integral part of good management practice and an essential element of planning. It is an iterative process consisting of steps that when undertaken in sequence, enable continuous improvement in decision-making and facilitate continuous improvement in performance.

13.6 Exercises are hazardous and will rarely be free of risk. The implementation of a risk management plan is fundamental to hazard reduction. Single-Service safety agencies can provide advice on risk management procedures relevant to their own Service. Safety risk management allows commanders to plan and control risks without compromising realism. Key risk management principles are:

a. anticipate and manage risk through planning,

b. consider the short and long term implications of risk,

c. accept no unreasonably high risk,

d. make appropriate safety risk management decisions at all levels of command,

e. accept reasonable risk when the benefits outweigh the risk involved,

f. develop contingency plans in case of control measure failure,

g. assess control measures to ensure they do not create additional hazards, and

h. continue to monitor and review control measures.


13.7 Safety is a command responsibility. The Chief of the Defence Force has made commanders at all levels accountable for the safety of their personnel. Commanders and staff involved in the planning and conduct of exercises are responsible for:

a. appointing and consulting appropriately qualified and experienced health and safety staff (safety appointments should be in writing and are described in annex A);

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b. developing safety concepts, plans and procedures;

c. conducting risk assessments and implementing appropriate risk reduction/risk management measures;

d. liaising with civilian emergency services, and health and safety authorities;

e. briefing exercise participants on health and safety requirements and procedures;

f. ensuring all personnel under command are adequately trained and capable of safely participating in the exercise;

g. ensuring all personnel and activities comply with combined, joint, single-Service and exercise safety instructions; and

h. ensuring compliance with Defence accident and incident reporting procedures.

13.8 In addition, for major exercises, the lead planning agency is responsible for establishing, as part of exercise control, an overarching and independent safety organisation.

Exercise safety planning process 13.9

13.9 Safety planning generally aligns with the exercise planning process described in chapter 3—‘Exercise planning process’:

a. Concept development phase. During the concept development phase a safety concept is developed that outlines key appointments, the safety organisation, risk management requirements and key safety issues.

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b. Detailed planning phase. A safety plan is developed during the detailed planning phase. This plan is included in exercise instructions. Annex B provides guidelines for the development of the safety plan. Player and exercise control risk management plans developed during this stage are reviewed prior to undertaking associated activity during the implementation phase.

c. Implementation phase. During the implementation phase the safety plan is executed and activities are monitored to ensure compliance with safety instructions. Where activities do not comply with safety instructions, or an unacceptable safety risk is identified, activities are halted or suspended as appropriate. Risk management plans are reassessed as the nature of activities change. Safety incidents are investigated and reported on during the implementation phase.2

d. Post-exercise phase. During the post-exercise phase safety statistics are compiled and outstanding safety investigations are completed. Reports of these investigations inform input to the ADF activity analysis database system and to the safety post-activity report that is completed during this phase.

Annexes:A. Exercise safety staffB. Exercise safety instruction guide

2 In addition to Defence reporting requirements, notifiable incidents must be reported to Comcare. Further advice should be sought from the Defence Safety Management Agency.

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EXERCISE SAFETY STAFF A

Exercise control 1

1. Chief Safety Officer. The Chief Safety Officer (CSO) is responsible to the Exercise Director (EXDIR) for the safe conduct of the exercise. This entails the development and implementation of risk management assessments, the promulgation of safety measures, and the close monitoring of high-risk activities including live firing. The CSO has the authority to suspend an exercise activity and recommend to the EXDIR that an exercise activity be cancelled where a significant safety concern or breach is apparent.

2. Director of Practice. The Director of Practice (DPRAC) is responsible to the CSO for the planning, coordination and control of all aspects of live firing safety or weapons release within designated exercise firing templates. DPRAC may appoint a Deputy Director of Practice for specific activities or live firing area management.

3. Range Safety Officer. A Range Safety Officer (RSO) may be appointed for such activities as naval surface fire support (NSFS), abbreviated to RSO–NSFS, or live firing air-to-air and air-to-surface. Range safety officers are responsible to DPRAC for the safe conduct of specific activities within designated firing templates.

4. Safety officers. Safety officers should be appointed for discrete or specialist activities that, by their nature, entail a higher level of risk.

Unit 13.5

5. Unit safety officer. A unit safety officer is appointed by a unit commander to ensure safety is integrated into unit activities. Unit safety officers are responsible for reporting all safety matters to the CSO through their chain of command.

6. Officers-in-Charge of Practice. Officers-in-Charge (OIC) of Practice are appointed by their respective units and are responsible, through their unit chain of command, to DPRAC for the safe conduct and coordination of their unit live firing activities.

7. Safety supervisors. Safety supervisors are appointed by their respective OIC practice to assist with the conduct of a specific activity. A safety supervisor must be suitably qualified and experienced for such activities.

8. Laser safety officer. Laser safety officers should be appointed for all operations requiring the use of lasers.

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9. Sentries. Units are to provide sentries for live firing exercises when required.

Others 13.10

10. Explosive ordnance disposal team. An appointed explosive ordnance disposal team commander is to be responsible to the CSO for the clearance of surface unexploded ordnance (UXO) that cannot be cleared by units, and for the clearance of sub-surface UXO.

11. Umpires. As an additional task, umpires may be employed to monitor safety, and where necessary, to act to prevent safety breaches.

12. External safety personnel. Personnel from organisations such as Defence Safety Management Agency may be employed for specified tasks to enhance exercise safety.

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EXERCISE SAFETY INSTRUCTION GUIDE B

1. This exercise safety instruction guide is designed to help the Chief Safety Officer (CSO) effectively meet assigned responsibilities and has been written as a checklist.

References 13.2

2. List relevant safety documents, including:

a. SAFETYMAN (April 2002);

b. Service safety manuals and instructions;

c. local range and area standing orders, and maps;

d. unit standing orders/standing operating procedures;

e. other relevant Australian Defence Force and civil publications; and

f. Commonwealth, State or Territory regulations that might impact on exercise conduct.

Exercise control concept of safety operations 13.3

3. Outline the concept of safety operations for the conduct of exercise activity, including the structure and operation of the safety network.


4. Confirm the responsibility of all commanders for personnel safety, their ‘duty of care’ responsibilities, and identify any division of responsibility for exercise safety (eg sea, ground or air).

Safety personnel 13.5

5. List all safety personnel by name and appointment, as well as the details of their authority and duties.

Safety communications 13.6

6. As well as telephone requirements for safety staff, identify safety radio nets including:

a. primary safety net;

b. director of practice net;

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c. unit safety nets;

d. naval surface fire support (NSFS)/air safety nets;

e. alternate safety nets (eg range control, umpire nets and other available communication means); and

f. nets for communication with civil authorities such as air ambulance(s).

7. List additional information required for effective safety communications, including primary and alternate operating modes and frequencies, net diagrams, call signs, procedures and emergency contact details.

Live firing 13.8

8. Describe the method of managing live firing safety. State the type and extent of firing and weapons permitted in the exercise area. Describe the NSFS/air impact and danger areas, opening and clearance of ranges and relevant firing templates.

Specific considerations 13.9

9. Air resupply. Consider the dangers to personnel on the ground. In particular consider safety procedures, marking of and communications on drop zones.

10. Aircraft. Consider the carriage of dangerous goods (including ammunition), weapons safety in aircraft and aircraft emergencies, as well as general safety briefing.

11. Ammunition. Consider the types of ammunition to be used, safety distances and procedures for unexploded ordnance, and explosive ordnance disposal.

12. Amphibious/maritime operations. Specify particular amphibious safety requirements.

13. Casualty evacuation. Identify medical support available in-theatre, holding policy and the means of casualty evacuation. Describe command and control of aeromedical evacuation (AME) assets and the means of requesting AME support. List the availability of fixed and rotary wing aircraft.

14. Electrical hazards. Consider earthing of equipment, correct methods of connection, restrictions, precautions and first aid.

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15. Environmental dangers. Consider precautions for river crossings, movement at night and in hazardous weather conditions, as well as dangerous fauna and flora.

16. Fire hazards. Review smoking restrictions, fuel and refuelling precautions, cooking equipment, heaters, fire fighting equipment and action to be taken in the event of fire.

17. First aid. Confirm procedures and equipment for the delivery of first aid.

18. Hazardous materials. Review transportation, storage and handling of hazardous material.

19. Health and hygiene. Review personal hygiene, inoculations, personal protection (foot, clothing, sunburn, hearing, etc), field ablutions, drinking water, hypothermia and rubbish disposal.

20. Lost or missing personnel. Review search and rescue procedures and notifications for lost and missing persons.

21. Physical contact between troops. Review safe interaction between opposing forces. Review treatment of exercise prisoners, displaced personnel and civilians.

22. Radiation hazards. Review dangers associated with lasers, radars, power lines, high-powered radio transmitters, and microwaves.

23. Vehicles. Review restrictions on refuelling, carriage of personnel and stores, fording and swimming procedures, speed limits, night driving, seat belts, weapons safety in vehicles, use of guides, breakdown and accident procedures.

24. Weapons. Review carriage, storage and transportation of weapons, degrees of weapon readiness and restricted areas for weapons.

Incident management 13.25

25. Detail incident management procedures, including the criteria and procedures for the suspension of exercise activity following a safety incident. Advise incident/accident reporting requirements, both for immediate action and post incident.

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General guidance 13.26

26. Care must be taken in the preparation of safety orders and instructions to ensure they:

a. adequately cover the requirements of the situation that they are intended for;

b. do not impose unreal or unwarranted restrictions;

c. align with logistic and operational planning (eg AME support and lines of communication);

d. are prepared in consultation with all relevant authorities; and

e. are not ambiguous.

27. As part of the preparation for an exercise, the CSO and evaluation teams should validate the preparedness of all exercise participants to respond to a safety incident or personnel emergency by running a preparatory exercise (eg AME rehearsal, etc).

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CHAPTER 14

UMPIRING 14

GENERAL 14.1

Introduction 14.1

14.1 Combined and joint exercises are designed to practise headquarters, force elements and units in the operational art, tactics, techniques and procedures, and to validate doctrine. Battlespace conditions with attendant casualties and effects must be simulated as realistically as possible. Umpires, as agents of EXCON, have a major role to play in portraying a realistic battlespace environment.1 The creation of such an environment must be tempered by the need to ensure that the exercise aim and objectives are not prejudiced (for example, by adjudicating high value assets ‘out of exercise’ for

Executive summary

• As agents of exercise control (EXCON), umpires have a major role to play in portraying a realistic battlespace environment. The creation of this environment must be tempered with the need to ensure that exercise objectives are met.

• This chapter details the role and tasks of umpires and describes the ways in which umpires can be used. The staffing and training requirements of an umpire organisation are also explained.

• Listed is the support required to run an effective umpire organisation, and advice relevant to the umpiring of particular activities is provided.

A good umpire should combine the qualities of a good actor, sports commentator, war correspondent and thought reader. He should display energy, imagination, inquisitiveness, foresight, tact, and common sense; he must have a sound tactical knowledge; he should be physically and mentally fit and remain alert despite lack of sleep; he must be more experienced, competent, energetic and, better trained than the troops with whom he has to umpire.

Training for War, UK Doctrine, 1944

1 Umpires are employed in field training exercises (FTX) or integrated live, virtual and constructive exercises (FTX integrated with a command post-exercise).

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extended periods). The employment of umpires is also necessary to control the interaction between forces and to impose casualties and/or penalties that reflect the likely outcome of engagements.

14.2 Detailed guidance on how to umpire battlespace engagements is contained in the generic ‘Umpire Handbook’ available from the Directorate of Exercise Plans (DEPS), Headquarters Joint Operations Command (HQJOC).

Role and tasks of umpires 14.3

14.3 The role of the umpire organisation is to describe and simulate battle conditions for participants and adjudicate combat engagements while ensuring compliance with safety procedures.

14.4 Primary tasks. Umpire tasks include:

a. influencing commanders and troops to take appropriate action by describing or simulating the sights, sounds and the effects of battle as appropriate;

b. assessment of the effectiveness of an engagement and of defensive measures, leading to an adjudication of the results of the engagement including the imposition of casualties:2 and

c. coordinating battle simulation aids such as pyrotechnics and automated training systems (see paragraphs 14.41–14.46).

14.5 Secondary tasks. In addition to the primary umpiring tasks, umpires often undertake control tasks on behalf of EXCON including:

a. providing EXCON with players’ dispositions and current and intended actions so that EXCON can shape activity designed to achieve training outcomes;

b. assisting commanders in the maintenance of safety and environmental standards:3 and

c. evaluating exercise activities as directed.

2 Such as placing personnel and equipment out-of-action for specified periods, limiting resupply and denying use of access routes. Where EXCON modifies umpire determinations, such modifications must be portrayed as credible outcomes after the event, otherwise the impartiality of EXCON may be brought into question.

3 While umpires have a safety and environmental function, their role should be limited to timely intervention to prevent injury, or damage to equipment, property and the environment.

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The adjudication process 14.6

14.6 The generic umpiring adjudication process4 comprises a number of steps including:

a. monitoring player activity to identify units and weapon systems that are likely to be involved in an engagement;

b. ensuring umpires are best located to monitor the engagement;

c. establishing communications and exchanging information with opposing forces (OPFOR) umpires before an engagement;

d. determining the outcomes of the engagement, taking into account the defensive measures adopted, and the identity of targets where attack reports cannot be specific, eg from over-the-horizon weapons platforms;

e. passing engagement outcomes, including the award of casualties/penalties, to the players, other umpires and EXCON; and

f. ensuring that players comply with the casualties and penalties awarded.5

14.7 Umpire adjudication must be tempered by the need to ensure that high value assets being placed ‘out-of-exercise’ for extended periods do not prejudice the exercise aim and objectives. Exercise players should accept the spirit of umpire involvement. Where total interplay of firepower and manoeuvre cannot adequately be umpired, areas of disagreement will sometimes occur. In the interests of achieving exercise objectives, umpire decisions should generally be accepted. If a dispute persists, it should be referred to EXCON for resolution.

UMPIRING METHODS OF OPERATION 14.8

Umpiring systems 14.8

14.8 There are two broad ways to organise umpires: the unit and the pool umpiring systems. These systems can be applied individually or in combination.

4 The process described is generic and may be tailored to maritime, air and specialist umpiring.

5 For example, ensuring that a unit remains ‘out-of-exercise’ for the period determined by the umpire.

Edition 2 14–3


14.9 Unit umpire system. The embedding of one or more umpires into units is the basis of the unit umpire system. The unit being umpired is generally responsible for providing support to embedded umpires. This arrangement has the advantages of continuity, simplicity and ease of administration. It also builds confidence between the umpire and the unit and allows the umpire continuous observation of the unit. A disadvantage of this system is that familiarity between the umpire and the unit may introduce an element of bias or favouritism. The unit umpire system generally requires a larger umpire establishment than the alternative pool system (described below). Maritime unit umpires may be assigned to either a ship or a group of small ships scheduled to remain in company. Land unit umpires may be required at unit or sub-unit level. Air Force unit umpires may be assigned to particular air bases or control agencies, such as a sector air defence operations centre.

14.10 Pool umpire system. Pool umpires comprise a reserve for reinforcing unit umpire strength before a major activity, or for unexpected tasks. They remain at the disposal of the chief umpire, or a senior umpire, who allots them to perform specific umpire tasks. Occasionally, the entire umpire organisation may be based on the pool system. This is useful when exercise activities do not require continuous umpiring. Although economical in manpower, this system does not provide a continuous flow of information to EXCON, as umpires are not always deployed with units in the field. Pool umpires should be deployed to likely contact areas to increase the fidelity of the combat simulation and improve adjudicated outcomes, although such deployments alert players to locations and times of planned activity.

Umpire organisation 14.11

14.11 An umpire organisation consists of a headquarters, a number of umpiring teams and administrative support. When umpire numbers are limited, the priority of allocation should go to the unit and sub-unit level to maximise the benefit available to the training audience. A lesser number of umpires in OPFOR may be acceptable in a one-sided exercise.6 Depending on the umpiring system to be adopted, the following umpire positions may be established:

a. Chief Umpire. The Chief Umpire exercises command of the umpire organisation. The Chief Umpire may also be required to resolve umpiring decisions that are contested by the training audience. In smaller exercises, the Chief Controller may also perform the function of Chief Umpire.

6 An exercise where the OPFOR is controlled by EXCON—see paragraph 1.8b(1)(a).

14–4 Edition 2


b. Single-Service Senior Umpires. Single-Service Senior Umpires may be established to command single-Service umpire elements assigned to both the training audience and the OPFOR (eg Senior Maritime Umpire).

c. Formation/force element group umpires. Umpires may be assigned to training audience and OPFOR formations or force element group headquarters to coordinate the activities of unit umpires (eg Brigade Umpire, Task Group Umpire).

d. Unit umpires. Units and sub-units may be allotted umpires who usually remain with the unit for the entire exercise. These umpires may be either manoeuvre umpires or technical umpires (eg tank squadron umpire, electronic warfare (EW) umpire or logistics umpires).

e. Pool umpires. A reserve of manoeuvre and technical umpires may be formed to umpire specified activities or to augment or replace unit umpires.

Selection and training of umpires 14.12

14.12 Selection. The value obtained from an exercise depends to a significant extent on the quality of umpires involved. An umpire must be energetic, tactful and have appropriate skills and current expertise. The most competent personnel in a unit should be selected as umpires, rather than those who can most easily be spared. Ideally, a senior umpire should be of equivalent rank and experience to the commander of the unit or sub-unit they are umpiring. Umpires should be selected from units not taking part in the exercise. Umpires must also possess a security clearance commensurate with the unit or function they will be required to umpire.

14.13 Training. The training of umpires is best done during an umpire concentration period when umpires collectively undertake pre-exercise administration, briefing and training.7 This also provides an opportunity for umpires to meet and confirm how umpiring activities will be coordinated during the exercise. Umpire training should culminate with a short practical exercise to confirm that all procedures have been understood. Umpire training is usually based upon reviewing the contents of the exercise umpire handbook(s).

7 Distance learning options for dispersed umpires such as maritime and air umpires should also be considered.

Edition 2 14–5


Umpire handbooks 14.14

14.14 For major exercises, umpire handbooks will normally be produced providing guidance on all aspects of umpiring specific to that exercise. A repository of umpire handbooks from past major exercises together with an umpire training package is maintained by DEPS, HQJOC. Guidelines for production of an umpire handbook are in annex A.

Umpire support 14.15

14.15 An umpire support capability should be incorporated into the umpire organisation. Ideally, this will be based on an extant unit or sub-unit to capitalise on organic stores and equipment holdings. Where possible, unit umpires should be supported by the element they are assigned to umpire. Umpire support arrangements must be confirmed with exercise participants well before the exercise. When planning umpire support, the following must be considered:

a. umpire mobility should be commensurate with the element being umpired;

b. umpires can either be rationed by the hosting unit or rationed directly from the umpire support element;

c. ideally, the umpire support element should bid for and hold sufficient stores of pyrotechnics and other simulation devices for use by deployed umpires, thus minimising reliance on host units;

d. adequate and robust umpire communications are paramount (see paragraph 14.16);

e. the umpire support element needs to bid for and hold a sufficient quantity of specialist stores including personal protection stores (such as helmets), navigation aids and communications headsets; and

f. umpires and their vehicles must be clearly identified using white armbands, pennants and diagonal crosses.

14–6 Edition 2


14.16 Communications support. Reliable, discrete and dedicated communications are essential for umpiring.8 Such communications should be listed as ‘taboo’.9 In order to minimise disclosure of sensitive exercise information to training audience participants, low-level communication security procedures such as the use of code names for units, routes and grid positions should be employed and practised in training. Umpire communications must be supported by a well-coordinated net control system.

14.17 The guidance above generally applies to all types of umpiring. The following sections detail other considerations relevant to umpiring particular types of activities.

MARITIME UMPIRING 14.18

14.18 Maritime umpiring covers ship-to-ship, ship-to-submarine and ship-to-air engagements, as well as ship-to-mine contacts. Due to manning and accommodation constraints, maritime umpires will normally only be embarked in Blue force (BLUEFOR) units while ‘trusted agents’ will act as umpires in OPFOR units in which they are embarked. However, a senior umpire should be embarked with both BLUEFOR and OPFOR task group commanders.

14.19 Where possible, maritime umpires are assigned a dedicated communications net to provide immediate and discrete control links with EXCON and between opposing units. Duties particular to umpires afloat include:

a. as an EXCON control function, apply the appropriate intercept rule and inform the targeted ship of damage sustained;10 and

b. following the report of damage, monitor that the damaged unit takes appropriate action.11

8 There will be occasions when umpires must use unit communications to relay the results of engagements, such as when communicating with armoured vehicles not carrying an umpire.

9 See chapter 8, annex B.

10 As promulgated in the exercise specific umpire handbook or formation/unit standard operating procedures.

11 Maritime umpires should be aware of the contents of Australian Fleet Tactical Publication 4(H)—Australian Fleet Training Instructions, and Australian Book of Reference 1043, volume 2—Conduct and Analysis of Above Water Weapons Practiceswhich contain commonly used maritime umpiring messages.

Edition 2 14–7

http://intranet.defence.gov.au/home/documents/navy/AFTP4H.htm

http://intranet.defence.gov.au/home/documents/navy/AFTP4H.htm

http://intranet.defence.gov.au/home/documents/navy/abr1043vol2.htm

http://intranet.defence.gov.au/home/documents/navy/abr1043vol2.htm


14.20 Umpire adjudication of maritime engagements should be reported to the Senior Maritime Umpire either directly, in the case of an unaccompanied ship, or through the task group umpire where ships are operating in company. The Senior Maritime Umpire may overrule or modify subordinate umpires’ adjudications.

14.21 Out-of-action restrictions. On occasion ships may be placed out-of-action either following a simulated attack, or to test the response of higher headquarters to the loss of a unit. Ships declared out-of-action are to follow the procedures set out in the exercise umpire handbook.

LAND UMPIRING 14.22

14.22 Land umpiring generally employs a combination of the unit and pool umpiring systems, with umpires deployed to friendly (BLUEFOR) and OPFOR units. Land umpires simulate and describe OPFOR weapon effects, adjudicate tactical engagements, and award casualties based on the likely theoretical outcome of the commander’s plan and the effectiveness of actions taken by troops. Land umpires are also responsible for adjudicating certain land-air engagements within the battlefield. Land umpires have secondary responsibilities for monitoring the application of exercise safety and environmental protection measures.

14.23 Broadly, land umpires are either manoeuvre umpires or technical umpires. Manoeuvre umpires normally operate as a team allotted to a unit or sub-unit. They describe and simulate battle conditions, and adjudicate actual engagements between OPFOR. Technical umpires may operate as part of a manoeuvre umpire team (an artillery umpire with an infantry company), or they may be separate (a logistic umpire allotted to a transport squadron). Since all units, however, may be subject to hostile engagement, all land umpires must understand the fundamentals of manoeuvre umpiring. Technical umpires generally adjudicate specialist capabilities such as artillery, aviation, communications, intelligence collection, EW and combat engineering.

14.24 Umpires working with forward-deployed units in close contact should be occupied creating the atmosphere of battle, adjudicating engagements and awarding casualties. Those with rearward units will be occupied primarily with monitoring the possible effect that support activities, planned and actual, will have on the battle. All umpires may be required to assess the results of indirect fire engagements. Since it is very difficult to appreciate the effects of indirect fire during exercises, fire marker parties may be deployed to detonate ground burst and smoke simulators.

14–8 Edition 2


14.25 Adjudication procedures differ depending on the capability or weapon effect employed. To ensure a degree of objectivity, these procedures usually entail outcome calculations derived from tabulated data and effect probabilities. Land umpiring procedures are detailed in exercise umpiring handbooks and the Manual of Land Warfare part 3, volume 1, pamphlet 5—Exercise Control and Umpiring.

14.26 The key to successful land umpiring is the need to pre-plan, as much as possible, the likely outcomes of major and complex events. In addition, the mobility, communications, administrative support, and command and control network available to umpires must be commensurate with that of the unit being umpired, and include reliable communications for umpires embedded in units on the move. Where possible, umpires should be assisted by umpire support detachments including battle simulation teams, fire marker parties and obstacle police for minefields and demolitions.

14.27 Special operations umpiring. While special operations is often a joint activity, special operations umpiring is normally conducted in the land environment and employs the same techniques as those used by manoeuvre umpires. Special operations umpiring, however, is challenging due to the need to maintain concealment and security. As a general rule, only special forces-qualified personnel should be selected to umpire special operations activities. The key to success is the need to minimise compromise. Where an umpire has the potential to compromise an activity, they should not be deployed.

AIR UMPIRING 14.28

14.28 Umpiring in the air environment covers air-to-air engagements, air-to-surface engagements and air-to-ground interdiction beyond the battlefield area. It is conducted mainly by the analysis of information after an aerial engagement or a land/maritime strike has taken place. Assessments are made by the application of weapon kill probability factors to the intercept results. Strike results are based on a study of weapon effort planning, sight solutions and likely bomb damage assessments. Results of an engagement are decided by the umpire/EXCON located at the Air Operations Centre.

14.29 As the nature of air combat precludes real-time air umpiring, the air umpiring function is accomplished by the analysis of post-mission reports from EXCON liaison officers positioned at a number of locations, including Air Operations Centres, the air defence operations centres, and task unit headquarters. The air umpiring cell (in headquarters EXCON) will decide the outcome of engagements, strikes and actions, based on reports received and will advise relevant EXCON liaison officers of those decisions.

Edition 2 14–9

http://adel.defence.gov.au:8087/mlw.html




INTELLIGENCE UMPIRING1214.30

14.30 Generally the intelligence analyst and staff functions are evaluated and do not require umpiring. The two components of intelligence operations, intelligence collection and defensive disciplines, should be umpired during exercises. Intelligence collection umpiring involves determining the intelligence/data that might have been gained had exercise limitations not prevented the use of standard intelligence gathering capabilities, and providing such intelligence/data to the players. For the defensive aspects of intelligence the umpire considers the risk of loss or compromise of friendly information and awards penalties where appropriate. The outcome of intelligence umpiring will affect a range of activities such as targeting, information operations, manoeuvre operations and fire support.

14.31 Intelligence collection. The following intelligence collection activities may be umpired:

a. human intelligence activities, for example, adjudicating outcomes of a prisoner of war interrogation;

b. signals intelligence, for example, adjudicating the level of success at intercepting OPFOR emissions;

c. imagery intelligence and geospatial activities, for example, simulating imagery and geospatial products where national assets are not deployed; and

d. intelligence, surveillance, targeting and reconnaissance activities such as determining the data/intelligence that might have been gained by a unit had the full range of intelligence activities and equipment been available.

14.32 Defensive disciplines. The following defence aspects of intelligence may be umpired:

a. protective and field security—umpires assess the effectiveness of protective and field security measures and award appropriate penalties where there are breaches;

b. operational security—umpires assess13 whether there has been any compromise of essential elements of friendly information and award appropriate penalties; and

12 This section should be read in conjunction with chapter 10—‘Intelligence’.

13 Communication security monitoring can be employed to inform such adjudication.

14–10 Edition 2


c. counterintelligence—umpires assess the effectiveness of multidisciplinary counterintelligence measures and if required award penalties.

ELECTRONIC WARFARE UMPIRING 14.33

14.33 EW is an activity encompassing electronic attack (EA), electronic protection and electronic support.14 EW umpiring should address the whole range of EW activity and encompass the activities of EW specialist units as well as general umpiring where EW is employed against manoeuvre elements. EW umpiring of non-specialist units generally follows the adjudication procedures described in paragraph 14.6, with some added emphasis on safety noted below.

Electronic warfare umpire tasks 14.34

14.34 Because of the specialist nature of EW, the EW umpire will normally umpire across the whole spectrum of EW. The tasks of an EW umpire include:

a. monitoring EA activities to ensure safety procedures are followed;

b. advising targeted unit umpires of the intention to conduct EA;

c. observing actions of units targeted by EA;

d. conducting EA simulation when war load EW15 is not deployed, or exercise restrictions prevent the use of live EA;

e. advising units when they are the subject of simulated EA, observing the response to such attack, and awarding penalties where correct procedures are not followed;16

f. monitoring the conduct of electronic surveillance by units and awarding penalties where correct procedures are not followed; and

g. monitoring compliance with rules for taboo frequencies (seechapter 8, annex B).

14 See Australian Defence Doctrine Publication 3.5—Electronic Warfare for explanations of these terms.

15 War load refers to frequencies and/or techniques used in the event of conflict, but normally quarantined against use in peacetime.

16 Such as denying the use of a battlefield radar for a fixed period.

Edition 2 14–11


LOGISTICS UMPIRING 14.35

14.35 The challenge for the logistics umpire is the limitation on the extent to which exercises test logistics functions. For example:

a. exercises are generally not long enough to test sustainability;

b. ‘scripted’ serials generally allow a greater degree of forward planning than is available on operations;

c. short lines of communication and the ready availability of sources of support which may be unavailable in an area of operations; and

d. the provision of the required logistic support may be assumed away in the interests of conducting exercise serials.

14.36 ‘Freeplay’ serials provide the greatest potential for demonstrating the impact on combat units of logistic limitations. Nevertheless, the effect on operational capability of umpire-directed dislocation of logistic support elements is a significant factor in simulating the uncertainty and friction of war and should be exercised to the greatest practicable extent.

14.37 Tasks of logistics umpires. The tasks of logistics umpires differ from those of the combat adjudication umpires in that they do not determine the direct outcome of an engagement, the degree of damage or number of casualties. However, logistics umpires must translate the outcome of engagements into the impact on logistics units. Furthermore, decisions of other umpires will generate demands for replenishment or repair. Logistics umpires must monitor the response to such demands. Particular tasks of logistics umpires include:

a. informing tactical umpires if operations are logistically feasible;

b. umpiring technical aspects of logistics functions;

c. designating personnel and materiel casualties (as determined by combat adjudication umpires);

d. advising the senior umpire of the logistics implications of exercise actions;

e. observing the handling of exercise casualties, equipment repair and recovery and movement of real or simulated stores; and

f. increasing the realism of logistics tasks through the use of simulation, eg simulated ammunition (‘simmo’).

14–12 Edition 2


14.38 Secondary tasks. Logistics umpires have a significant role in post-exercise evaluation of logistic activities. Issues to be evaluated may include:

a. technical aspects of logistics procedures,

b. the feasibility of proposed logistic solutions,

c. resource efficiency including the size of the logistics footprint, and

d. the effectiveness of logistics processes.

Neutral organisations1714.39

14.39 Logistics units will sometimes be neutral organisations processing exercise and actual casualties and dealing with actual stores requisitions for all exercise participants. Ideally, a separate neutral logistics organisation should provide support for units other than those being exercised. However, this is frequently not possible and a logistics element may be ‘in exercise’ for certain purposes and ‘out of exercise’ for other support purposes simultaneously. To prevent confusion, the logistics umpire must ensure that participants are kept informed of their status.

14.40 Further guidance on the umpiring of particular logistic activities is contained in annex B.

AUTOMATED UMPIRE SYSTEMS 14.41

Background 14.41

14.41 Automated umpiring systems allow high fidelity umpiring of combat engagements to be conducted during high tempo operations. This is achieved by a remotely located computer simulation model generating realistic engagement outcomes in real-time and feeding casualties back to the targeted/targeting platforms. The casualties generated are consistent with the engagement outcome. In order not to prejudice the achievement of exercise objectives, an umpire may modify computer-generated outcomes before awarding casualties.

17 See further chapter 5—‘Exercise control’.

Edition 2 14–13


14.42 The components of an automated umpiring system are:

a. a platform (or individual soldier) fitted with a transponder that detects when the platform has been fired upon and transmits that information to a relay station;

b. a field station that relays information from the targeted platform to a computer;

c. a computer database, situated in EXCON, that analyses the information from the targeted platform and transmits the generated engagement outcome to the engaging and targeted platforms;18 and

d. a remotely located umpire with the power to override computer generated outcomes and interpret results for elements being umpired.

14.43 These components are illustrated in figure 14–1.

Figure 14–1: Components of an automated umpire system

18 The field station(s) and EXCON computer may be in fixed locations or deployable.

14–14 Edition 2


14.44 To produce accurate results, automated umpiring systems require access to extensive weapons effects databases. Using these databases, computer images can be used for real-time display of exercise play, while recordings of exercise play can be used for after action reviews and/or future analysis.

14.45 The Australian Defence Force (ADF) has a number of automated systems19 that provide adjudication of field training combat engagements for:

a. infantry direct fire systems;

b. indirect fires;

c. missiles;

d. mines;

e. anti-armour systems;

f. nuclear, biological and chemical systems; and

g. other area effects systems.

14.46 Infantry-based systems in ADF use include the Infantry Weapons Effects Simulation System, and the Tactical Engagement Simulation System. Vehicle-based systems include the Combat Vehicle Tactical Engagement Simulation System and the Anti-Armour Weapon Simulation System. The Multiple Integrated Laser Engagement Simulation 2000 can be infantry or vehicle-based.

Support requirements 14.47

14.47 As well as the hardware, software and communications equipment required to run automated umpiring systems, consideration should be given to:

a. provision of maps in a geo-referenced bitmap format for after action review purposes; and

b. the significant manpower needed to operate such systems.

Annexes:A. Umpire Handbook guidelinesB. Logistics umpiring processes

19 Where an automated umpiring system does not cover the weapon system in use, there is still a requirement for umpires to apply traditional kill probability tables to assess engagement results.

Edition 2 14–15


UMPIRE HANDBOOK GUIDELINES A

1. Noting that umpiring involves procedures and calculations designed to minimise subjectivity in the adjudication process, deployed umpires usually need to consult an umpire handbook. Ideally, the umpire handbook will be pocket-sized and adapted to the particular nature of each exercise. An umpire handbook should include detail on:

a. the exercise concept and key objectives;

b. friendly and opposing forces orders of battle;

c. umpire role and tasks;

d. the umpire organisation, including command and control;

e. umpiring methods;

f. marking and identification arrangements;

g. tables of weapon characteristics applicable to the exercise;

h. methods of portraying the effects of weapons systems;

i. method of marking minefields and other obstacles;

j. method of marking personnel and equipment casualties;

k. umpire safety, damage control, and environmental responsibilities;

l. umpire reporting requirements;

m. adjudicating procedures, including effect probability tables;

n. casualty evacuation and safety procedures;

o. prisoner of war handling procedures;

p. exercise rules of engagement/intercept rules;

q. exercise restricted (‘NO GO’) areas;

r. umpire communications and administration procedures, including an umpire net diagram; and

s. details of neutral organisations including the circumstances under which they are to be regarded as in or out of action.

Edition 2 14A–1


LOGISTICS UMPIRING PROCESSES B

Supply support 1

1. In short exercises, there may be insufficient demand to exercise logistics elements. However, notably in the land environment, combat elements can begin the exercise with less than full holdings in order to create requirements for resupply. Other means of exercising supply support by umpire intervention include:

a. inhibiting the release of selected stores to simulate shortages thus requiring more intensive supply management;

b. inhibiting the flow of stores to simulate breakdowns in lines of communication or delays in diplomatic clearance;

c. preventing the use of logistic information systems, as the result of simulated action; and

d. inflicting casualties on supply personnel and stores.

2. Logistic umpires should monitor requisitions to ensure appropriate demand priorities are applied and observe cold chain1 management to determine if supplies (particularly medical items) arrive in a useable state. The feasibility of supply support arrangements should be observed to ensure that no unsupportable exercise play occurs, such as excessive ammunition use. Where supply support deficiencies are detected, penalties may be awarded, such as reducing the amount of ammunition available for use or, in the case of spares, increasing the out-of-exercise time for equipment.

Movements and transport 14.3

3. Transport requirements, particularly those for Classes 1 (rations and water) and 3 (petroleum, oils and lubricants) are those needed to support the exercise forces. Therefore, any inadequacy in transport arrangements will be readily apparent and appropriate penalties can be imposed. However, Class 5 (ammunition) usage rates may be considerably less than those encountered on operations. In the land environment, the ammunition movement and storage requirement can be represented by ‘simmo’ containers similar in weight, size and packaging to the items they represent. In other circumstances, stores may be represented by chits representing a

1 Cold chain refers to temperature-controlled shipping, where products must be kept at a stable temperature at each stage of processing, storage and transport of the product. Each stage is linked, and accurate documentation should accompany the product throughout its delivery to its final destination.

Edition 2 14B–1

ADFP 7.0.3

given weight and volume of stores. Simulated loads can be used to demonstrate whether sufficient lift assets are available for the task. Where deficiencies in transport are detected, penalties may be imposed.

Repair and recovery 14.4

4. During an exercise, a number of real equipment casualties may occur, providing a means of exercising repair and maintenance personnel. Repair and recovery capabilities can also be exercised through the use of equipment damage tags. Any actual or simulated materiel casualties should be reported through the umpiring chain. Such reports should include the effect of these casualties on the support of combat operations. Repair and maintenance requirements or simulations also provide a means of determining whether:

a. required spares can be identified (codification);

b. the required personnel skills, spares and support equipment are available; and

c. claimed turn around times for equipment repairs are feasible.

5. Where shortcomings in repair and recovery are found, penalties may be awarded, such as increasing the out-of-exercise period for a given equipment.

Health services 14.6

6. Health services umpires may simulate casualties using moulage.2 In assessing health support, umpires should consider:

a. quality of care, for example whether first aid personnel possess the necessary knowledge and equipment;

b. medical stores availability; and

c. whether evacuation arrangements and claimed treatment rates are feasible.

7. Where health support arrangements are inadequate, penalties may be imposed, such as increasing the out-of-exercise period for personnel. Exercise instructions must detail a method of differentiating real from simulated casualties. Logistics umpires must ensure that real casualties are evacuated by the fastest possible means.

2 Moulage is the art of applying mock injuries for the purpose of training emergency response and other medical personnel.

14B–2 Edition 2

ADFP 7.0.3

Miscellaneous logistics activities 14.8

8. Other activities that can be umpired include:

a. mortuary affairs;

b. refugee handling;

c. reception, staging and onward movement; and

d. preparations for redeployment, for example meeting quarantine requirements.

Edition 2 14B–3


CHAPTER 15

PUBLIC INFORMATION AND PUBLIC RELATIONS15

Definitions 15.1

15.1 Public information (PI) and public relations (PR) are closely related and their definitions are shown below. They are often collectively or generically referred to as PA:

a. Public information. PI is information released or published from official government sources for the primary purpose of keeping the public informed and gaining their understanding and support, particularly through the national and international media. PI has a strategic, operational and tactical application. It includes film, video, photographic, print and audio information.

b. Public relations. PR is the direction of community relations activities to attain public support and acceptance of Australian Defence Force (ADF) activities.

c. Media operations. Media operations is the line of activity developed to ensure timely, accurate and effective provision of PI and implementation of PR within the operational environment, whilst maintaining operational security.

Executive summary

• Defence activities, including exercises, attract wide public and Government interest. It is therefore important that the Minister for Defence is briefed on any public affairs (PA) campaign in support of an exercise.

• The chapter defines media operations and PA, and outlines responsibilities for exercise PA. Media operations simulation is explained, together with the PA activities required during each of the four exercise planning phases discussed in chapter 3—‘Exercise planning process’.

• The chapter also details arrangements for media visits to exercises.

Edition 2 15–1


Policy guidelines 15.2

15.2 The maintenance of Defence reputation is paramount. Defence PA issues attract wide public and high level Government interest. Indeed, ministerial accountability means that primary responsibility for public comment lies with the Minister for Defence, supported by the Chief of the Defence Force and the Secretary. Primary Defence staff responsibility lies with the Ministerial Support and Public Affairs Division. Exercises, especially major ones, usually involve a wide range of activities that may be of significant interest or concern to parliamentarians and the Australian public. Therefore, it is important that the Minister be briefed on key aspects of any PA campaign in support of a major or notable exercise.

15.3 Central direction of PA activities is essential for their success. Policy should be formulated at the highest possible level but its implementation should be delegated to the lowest appropriate command level. Prior to an exercise, planners should advise the Director-General Public Affairs (DGPA) of significant exercise events or incidents that are likely to attract ministerial or public attention. The exercise director (EXDIR) assumes responsibility for keeping DGPA advised once the exercise has started.


15.4 The lead planning agency, and when stood up, exercise control (EXCON), is responsible for:

a. incorporating PA objectives into the exercise;

b. planning and conducting PA aspects of the exercise such that the objectives are met and outcomes are evaluated;

c. establishing and supporting appropriate exercise control measures for intra exercise PA activities;

d. supporting the Officer Scheduling the Exercise’s and the Officer Conducting the Exercise’s (OCE) broader PA themes and objectives; and

e. for a major exercise, preparing a ministerial submission outlining PA plans for the exercise.

15–2 Edition 2


15.5 DGPA is responsible for:

a. preparation of strategic PI plans and provision of subsequent guidance on the formulation of operational PI plans;

b. provision of trained military public affairs (MPA) staff to support the exercise, in particular the manning of EXCON PA staff cells, such as a combined/joint information bureau;1

c. coordination of support to media visiting the exercise area;

d. in consultation with the EXDIR, direction of PA activities before and during exercises.

15.6 Senior headquarters being exercised are responsible for contributing to the strategic PA plan and implementing the operational PA plan.

15.7 Subordinate headquarters are responsible for:

a. the preparation and execution of operational and tactical level PA plans, and

b. support to and administration of visiting media operating within their area of operations where the MPA Branch is unable to provide such support.

Media operations simulation 15.8

15.8 PA impacts on exercises in two ways. The first way is the requirement to deal with ‘real time’ media interest in an exercise. This involves promoting the exercise to the target audiences and managing media interest that an exercise may generate, including incident management.

15.9 When exercised, the second impact is ‘in scenario’ media training, or media operations simulation (MOS). This training is designed to exercise commanders and staff in dealing with the media during military operations within the context of the exercise scenario and in accordance with Australian Defence Force Publication (ADFP) 01.1.1—Defence Public Information (to be issued).2 This is achieved by including media serials in the master events list and schedule of events, the use of media role players, and the production of simulated media products.

1 The 1st Joint Public Affairs Unit normally provides trained PA staff for exercises.

2 In the interim, DGPA has issued a Handbook on Military Public Affairs for Commanders and Specialist Public Affairs Advisors.

Edition 2 15–3


15.10 During conflict PA is used to support ADF operations and is embodied in supporting plans at the strategic, operational and tactical levels. Consequently, MOS should be regularly exercised throughout the ADF. MOS requirements should be incorporated into force element preparations, and carried forward into exercise objectives/Australian joint essential tasks.

15.11 The inclusion of MOS in exercises can contribute significantly to exercise realism. MOS play may be exercised either in specific MOS exercises, or in other suitable exercises.

15.12 MOS play in exercises can stimulate a wide range of PA related activities by exercise players. These activities include:

a. the provision of PA staff advice to commanders,

b. the incorporation of PA into operational plans,

c. the production of PA related staff outputs, and

d. commanders and staff interacting with representatives from all types of media.

Public affairs planning for exercises 15.13

15.13 ADF exercises, particularly major combined field training exercises, represent an ideal opportunity to showcase the ADF to the community and provide a valuable opportunity for the ADF to pursue specific PA themes in support of any overarching ADF PA strategy. In line with the exercise phases described in chapter 3 the following PA activities may occur during exercise planning and conduct:

a. Concept development phase. During the concept development phase an exercise PA concept should be developed, and a lead agency nominated to provide exercise PA support.3 If MOS is to be conducted, MOS objectives should be articulated.

b. Detailed planning phase. During the detailed planing phase a PA plan should be developed and briefed to DGPA and the Minister, if required. For major exercises, as part of a community awareness program, the EXDIR and/or planning staffs may give presentations to interested community leaders and groups and engage with the local media. If exercising MOS, injects for the schedule of events should be prepared.

3 This agency provides advice to the OCE and EXDIR on all PA matters throughout the planning, conduct and evaluation of the exercise.

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Exercise instructions and standing operating procedures for PA activities should also be prepared during this phase and personnel identified to execute the PA plan.

c. Implementation phase. Execution of the PA plan (which began during the detailed planning phase) will continue during the implementation phase while complying with the requirements of Defence Instruction (General) ADMIN 08–1—Public comment and dissemination of official information by Defence personnel, and ADFP 01.1.1—Defence Public Information (to be issued). Implementation of the PA plan will start well ahead of the start of actual exercise activity, and continue through it. Implementation of the PA plan might include the following types of activities:

(1) press and other media releases;4

(2) referral to the exercise by the Minister, commanders and/or senior Departmental officers during programmed media opportunities;

(3) production and release of material, purpose generated and collected during the conduct of the exercise;

(4) hosting media groups and dealing with press inquiries as they arise; and

(5) conducting MOS operations.

d. Post-exercise phase. During the post-exercise phase post-activity reports are completed and entries to the ADF activity analysis database system are finalised.

Media visits 15.14

15.14 For ADF operations and major exercises, media visits will normally be coordinated at the strategic level by DGPA and implemented by the deployed military public affairs unit. The PA cell within EXCON assumes responsibility for the coordination of visits by media personnel once within the exercise area. An appropriate system of administration of these visits will be developed on a case-by-case basis. Only authorised media are to be provided assistance. Non-authorised media are to be referred back to MPA Branch. The level of support for authorised media will depend on the environmental, operational and MPA Branch priorities for each activity.

4 The plan may have a program with foci at different levels, for example, Service newspapers, local media and national media.

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http://intranet.defence.gov.au/home/documents/data/ADFPUBS/DIG/ga08_01.pdf




CHAPTER 16

COMPUTER–ASSISTED SIMULATION 16

Introduction 16.1

16.1 Computer-assisted simulation can accurately replicate, given adequate testing, the battlespace and systems that commanders and staff employ to conduct military operations. Simulation can provide commanders, trainers and exercise planners with resource effective means to achieve specified training objectives. Simulation is a powerful training tool that supports a range of exercise options to meet collective training needs.1 Annex A describes two joint simulation models used by the Australian Defence Force.

16.2 Advantages. Simulation can effectively:

a. enhance realism,

b. stimulate command and control systems,

c. manipulate operational tempo,

d. rapidly process and disseminate data,

e. compress and manipulate time frames,

f. provide a high degree of fidelity to adjudication, and

Executive summary

• Simulation is a powerful and cost-effective tool that supports a range of exercise formats. The chapter details the advantages and disadvantages of using simulation as an exercise tool.

• The various ways that simulation can be applied to support exercising are discussed, as are various simulation employment methodologies.

• Significant resources are required to run a large-scale simulation.

1 While simulation can be used in numerous applications such as operational analysis, mission planning, capability development, tactical training, doctrine development and resource planning, this chapter solely addresses simulation in support of exercising.

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g. minimise:

(1) the need for field training with the attendant risk of personal injury and equipment damage,

(2) the use of training areas and ranges with associated environmental damage,

(3) the use of equipment and related maintenance costs, and

(4) stores usage and resource consumption.

16.3 Disadvantages. When employing simulation, modelling simplifications and operator errors may detract from realism. The application of simulation is also manpower intensive and requires considerable preparation for database development, simulation validation, operator training and systems set up.

Simulation support to exercising 16.4

16.4 Computer-assisted simulation may be employed in exercises in several ways to meet the exercise design:

a. Decision support. Military planning, whether real-world or exercise, involves the Joint Military Appreciation Process (JMAP) to facilitate decision-making. Course of action (COA) analysis is fundamental to the JMAP process and involves wargaming each ‘friendly’ COA. COA wargaming may employ computer-assisted simulation, however, the use of simulation in this manner typically demands a high level of fidelity2 and an extended period of time to conduct wargaming activity. Computer-assisted simulations may facilitate player planning as part of a command post exercise (CPX), field training exercise or staff training.

b. Procedure testing. CPX are used to train and practise headquarters’ staff in the command and control of operations. Computer-assisted simulation can be used to drive wargames forming part of a CPX. Simulation for a CPX is managed by exercise control (EXCON); however, it is manpower intensive and requires considerable preparation.

2 High fidelity simulators are usually entity-based; ie they can simulate activities at a very low level such as those of a ship or an individual soldier. Such simulators model to a high degree of accuracy and often replicate the performance characteristics of equipments (eg the acceleration of an aircraft).

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c. Tactical training. Wargaming can be used to facilitate tactical training as part of a headquarters’ or training institution’s training programme. Computer-assisted simulation may be used to drive or inform such wargames.

Simulation employment methodologies 16.5

16.5 Computer-assisted simulation may be employed using several methodologies:

a. Open support. Open support involves players at simulation terminals entering and processing information, usually with specialist support. The model is ‘open’ to the players. This reduces personnel overheads but the players may become engrossed in the simulation system to the detriment of their focus on the training objectives and their decision-making responsibilities. Players can directly view the outcomes of their decisions. This method of simulation is effective for tactical training wargames.

b. Hidden support. Hidden support requires players to process orders through normal command support systems (CSS). These orders are routed to EXCON response cells for processing and input to the simulator. The model is ‘closed’ to the players but managed by response cells within EXCON. The task of the lower control response cells is to convert the player plans and orders into simulation system inputs. The players only see the simulator outcomes via their CSS. While this method is manpower intensive compared to open support, the response cells correct system errors and convert simulator outputs into appropriate responses for the players. This method is useful for procedure-testing CPX.

c. Distributed support. Simulation technology enables the conduct of CPX involving headquarters at multiple locations. EXCON (including the simulation system) may also be located remote from the training audience(s). A distributed support CPX may either use open or hidden support or a combination of both.

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Game time 16.6

16.6 Game time for a simulated wargame may run independent of real time. Computer-assisted exercises can be played in real time, at higher speed or in batch mode.3 Play periods may be advanced in time or repeated as required. The intervals for game play can be either at prescribed branch points or time intervals. The ability to manipulate time is often simulation dependent.

Resources 16.7

16.7 The exercise scope and the simulation methodology to be used determine the resources required to run a computer-assisted exercise. Resource considerations when conducting such an exercise are outlined below:

a. Staffing. A significant number of skilled staff is required to run a computer-assisted exercise. Simulator operators require both appropriate military and simulation operator expertise to accurately represent the organisations and capabilities being simulated.

b. Preparation. A computer-assisted exercise requires significant time for database development, system deployment, hardware set-up/pull-down and operator training. This training involves familiarising operators with the simulation model, the simulation model’s interface with the CSS, the exercise scenario, and any special procedures to be used. A key to successful preparation is ensuring the simulation has been validated by subject matter experts to ensure the training audience can have confidence in the simulation outputs. This confidence building can be the most resource intensive element of properly preparing a simulation for an activity.

Annex:A. Australian Defence Force joint simulation models

3 In batch mode, orders from all sides for the next period of play are entered into the simulator, which then generates the outcomes. Players are presented with these outcomes which inform their orders for the next play period.

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AUSTRALIAN DEFENCE FORCE JOINT SIMULATION MODELS A

Joint Theatre Level Simulation 1

1. The Joint Theatre Level Simulation (JTLS) is an aggregate1 level, interactive, computer-assisted simulation that models multi-sided naval, ground and air operations, with logistic, special operations and intelligence support. The focus is on conventional joint and combined operations at the operational level. The JTLS model is sourced from the United States (US) and has been in service with the Australian Defence Force (ADF) since 1995. The modelling software is regularly updated and enhanced by the US contractor. The Joint Warfare, Doctrine and Training Centre is the ADF authority for JTLS.

2. Multi-sided coalition naval, land, air and special operations forces can be represented using JTLS. The model also supports the representation of civilian and non-combatant forces as well as rules of engagement. A maximum of 10 sides can be represented, and each side can be divided further into an unlimited number of factions (eg ADF or opposing forces (OPFOR), Navy, Army, Air Force, civilian, and neutral/civil sides are modelled). A faction’s allegiance is changeable during game play. Side names, faction names and the colour used to display the forces belonging to a side are user-configurable. As JTLS operates at the operational level, the fidelity is reduced at the tactical level as some tactical functions are aggregated. Play boxes up to 2000 nautical miles square are achievable without terrain distortion, but can be tailored to suit the needs of each command post exercise (CPX).

3. The Australian Defence Organisation’s JTLS database models the majority of the ADF, and some US, New Zealand, Papua New Guinea and other defence force units/formations as friendly forces. OPFOR is the ADF training enemy known as the Kamarians. New units, formations and factions can be created on request, provided sufficient warning is given. The preference however, is to use the existing database which has been proven during numerous CPX.

1 Aggregate level models are controlled and adjudicated at an organisation level (eg at company or battalion level) as opposed to an entity level simulation where adjudication and sometimes control is managed at the individual system (or entity) level.

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4. To enable a headquarters to be exercised via normal ADF workstations, JTLS track information can be fed into the command support system. Similarly, signal traffic generated in JTLS can be routed into a headquarters’ normal messaging system. These abilities, combined with knowledgeable role players and accurate information feeds, provides a high degree of realism to exercises.

Joint semi-automated forces 16.5

5. The Joint Semi-Automated Forces (JSAF) is a simulation system that generates entity level platforms such as infantrymen, tanks, ships, aircraft, munitions, buildings, and sensors, which interact at the individual level in a robust synthetic environment. The individual entities are task organised into appropriate units for a given mission and can be controlled as units or single entities.

6. Using JSAF, all interactions within the battlespace are resolved at entity level, such as infantryman, a tank, a ship, or terrain modifications like tank ditches. Command and control behaviours and architectures are realistically simulated, as are sensors, logistics, weapon effects, and entity reaction to combat stimuli. Interfaces to real world command and control systems are being refined for JSAF. In addition, JSAF has a robust capability to stimulate command, control, computer and intelligence systems or requirements. The synthetic environment is a representation of real-world terrain, oceans, and weather conditions that affect the behaviours and capabilities of the simulated forces (eg interactions are affected by line of sight, time of day, weather conditions, cloud cover, currents, tides, water depth, slope, soil conditions, rubble, smoke, etc).

7. JSAF runs on personal computers using the Linux operating system and is easily ported to most versions of Unix. The Australian Defence Simulation Office should be contacted in the first instance for release of this simulation.

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CHAPTER 17

VISITORS 17

Introduction 17.1

17.1 Visits to exercises by parliamentarians, dignitaries, senior foreign military officers, senior Australian Defence Organisation officers, and media representatives are an opportunity for the ADF to demonstrate its capability and create goodwill between the ADF and the Australian people, and between Australia and its allies. Many visitors to exercises will be influential in shaping the image of the ADF and its future. A well planned and executed exercise visits program provides an opportunity to positively influence the Australian and regional defence communities, and enhance ADF reputation. Furthermore, the visits program can provide a positive interface, supported by appropriate Open Day activities, with local civilian communities.

17.2 In developing a visits program, a balance needs to be struck between the number of visitors that protocol suggests should be invited and the capacity and capability to logistically support the proposed visit program. The officer conducting the exercise or other higher authority may issue invitations to very important person (VIP) days. Dates, locations and activities suitable for such VIP visits should be identified early in the planning process, preferable at the Initial Planning Conference. Visits by other appropriate officers and dignitaries can usually be accommodated on other days by prior arrangement.

Executive summary

• Exercises provide an opportunity for the Australian Defence Force (ADF) to showcase its capability and create goodwill between the ADF and the Australian people, and between Australia and its allies.

• The chapter describes a typical visits organisation for a major exercise, and details the steps used in the formulation of a visit plan.

• The resources required to run a visits program are also detailed.

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Definitions 17.3

17.3 Visitors. Other than exercise players or participants, visitors are personnel within, and external to, the Defence organisation who wish to visit an exercise because of the responsibilities inherent in their appointment or those who have a legitimate interest in the exercise. Visitors may include Members of Parliament (both Federal and State), senior ADF and Departmental officers, defence attachés, and media representatives. Visitors may also be local dignitaries, community leaders and local Government representatives and other personnel who provide a service to the ADF and whose attendance would be of benefit to the ADF. Visitors can be subdivided into VIPs and observers.

a. Very important persons. VIPs are personnel who, because of their rank or status, are accorded special treatment. Individual or group itineraries are developed for VIPs and they are usually hosted by exercise control (EXCON) visits staff in the exercise location. VIPs are accompanied by an escort officer and their attendance is normally by invitation. Accommodation, and movement to and from the exercise location, is usually the responsibility of the VIP.

b. Observers. Observers are those personnel who have a more specific professional interest in an exercise that may require them to remain in the exercise area for longer periods to gather specific data, assess procedures or validate concepts and training. Observers must have a sponsor, or sponsoring unit, and do not normally form part of the official visits program. While overall coordination of observer activity rests with the visits staff within EXCON, sponsors are responsible for all aspects of administration including movement to, from and within the exercise area. Attendance of observers is usually initiated by nomination and approved, or otherwise, by the Exercise Director.

Exercise visits organisation 17.4

17.4 The scale of an exercise will determine the need for a dedicated visits staff. The lead planning agency will undertake initial visitor planning, while for major exercises, a dedicated EXCON visits cell is tasked with the planning and coordination of all visitor activity during the implementation phase of the exercise. For smaller exercises, staff of the formation or units being exercised will normally undertake this function. Where necessary, a liaison officer(s) may be assigned to headquarters/units being visited to assist unit personnel with the coordination of the visits program. As required, elements of the visits cell may be needed at various locations.

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17.5 The responsibilities of the lead planning agency/visits cell include:

a. staffing of VIP invitations and calls for observer nominations to visit the exercise;

b. raising and submitting an appropriate Ministerial Submission;

c. formulation and implementation of the VIP visits program;

d. liaison with the Defence public affairs organisation concerning VIP visits;

e. coordination of itineraries with the headquarters and units being visited;

f. coordination of VIP visitor transport in the exercise area;

g. reception and escorting of VIP visitors;

h. administration and conduct of any associated official hospitality; and

i. monitoring of observer movements within the exercise area.

Exercise visits plan 17.6

17.6 The key steps in formulating a visits plan are:

a. development of a visits concept taking into account the exercise activity, locations, transport assets and funds available;

b. approval of the outline visits program at the appropriate level, up to and including the appropriate submissions;

c. development of a detailed visits program in consultation with stakeholder organisations; and

d. execution of the visits program.

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17.7 Very important person days. To ensure minimum disruption to an exercise, the attendance of VIPs is best scheduled on one or more VIP days. If parliamentarians are to be invited, the VIP day should be scheduled on a non-Parliamentary sitting day. VIP days may consist of planned demonstrations1 or observation of normal exercise activity. The VIP day plan should allow for sufficient time to brief the VIPs on such matters as:

a. exercise background, concept and activities;

b. environmental management issues;

c. general safety considerations in the exercise area; and

d. aircraft and vehicle safety.

Resources for exercise visit programs 17.8

17.8 Staffing. For minor exercises, the VIP program would normally be planned and executed by the lead planning agency staff. During a major exercise, an officer of at least O–5 rank would normally head the visits cell. An allied officer of at least O–4 level should be the second-in-command during a combined exercise. Other personnel in a visits cell might include a transport supervisor, an office manager, clerical staff, drivers and escort officers. A visits cell should be deployed at least one week before the arrival of the first visitor.

17.9 Funding. For major exercises a comprehensive visits budget estimate should be developed based on the exercise scenario, location and duration. The estimate should allow for appropriate funding for, but not limited to, ‘Open Day’ activities, transport support, civil accommodation and infrastructure, public relations activities, official hospitality and office support.

17.10 Transport. The availability of appropriate transport is a key factor in developing a VIP visits program. Key considerations are outlined below:

a. Air transport. Although the visits cell is part of EXCON, exercise participants should be advised that EXCON generally does not have air assets to transport visitors into and out of exercise areas. Consequently Blue Force and Opposing Force commanders should be requested to provide such assets;

1 Though such demonstrations are a significant distraction to exercise players, they may be the only means to demonstrate particular capabilities to a specific audience.

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b. Ground transport. For a major exercise, dedicated transport resources should be allocated to the visits cell. This should include an allocation of VIP sedans and support vehicles, supplemented with other exercise vehicles and hired assets to meet peak demand. Hiring of coaches and drivers should also be considered. Visits cell drivers should have the appropriate Defence licences prior to deploying to the exercise; and

c. Transport approvals. The lead planning agency must ensure that permission is obtained for the carriage of VIPs, allied personnel and civilians in ADF vehicles and aircraft. Where passengers are to be carried in allied aircraft or vehicles, similar permission should be obtained from the appropriate nation.

17.11 Communications and computer support. Suitable office communications and computer support is essential for the conduct of a successful VIP visits program. Information technology support should be sourced early in the planning cycle and allow for the visits cell to be independent of fixed ADF communications support.

17.12 Official entertainment. VIP programs often involve the entertainment of guests. Adequate funding and official hospitality approvals must be sought early in the planning process and approved by the appropriate delegate.

17.13 Overseas visitors and protocol considerations. If consideration is being given to inviting overseas visitors, reference should be made to the Defence International Engagement Manual for advice on the approval process for such visits. The Protocol and Visits Manual also provides advice on the approvals required for visits to Australia by foreign two-star officers (or civilian equivalents), and on general protocol matters. The Director Protocol and Visits can provide further advice and would normally coordinate such invites on behalf of the Exercise Director.

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ADFP 7.0.3

GLOSSARYThe source for approved Australian Defence Force (ADF) terms, definitions, abbreviations and acronyms is the Australian Defence Glossary (ADG), available on the Defence Restricted Network see http://adg.eas.defence.mil.au /adgms/.

The ADG is the source for the terms, definitions, abbreviations and acronyms used within this publication, unless stated otherwise. The following legend is used to identify new and allied terms:

AdministrationThe provision and implementation of regulations and procedures related to the management of an organisation in support of the accomplishment of its mission.

Australian joint essential tasks (ASJET)Tasks that can or should be conducted in a joint environment, and are essential to the preparation for, planning, and conduct of operations. (New term ADFP 7.0.3—Exercise Planning and Conduct.)

blue forces (BLUEFOR)Those forces used in a friendly role during exercises. (NATO)

chief safety officerAn officer appointed in writing by the officer conducting the exercise and has overall responsibility for all aspects of exercise safety.

collective trainingThe training of two or more crews or detachments, sub-units, units and formations in the conduct of tactical operations.

combined exerciseA combined exercise is an exercise/activity in which one or more Services of the Australian Defence Force combine with overseas forces for the planning and conduct of an exercise.

command post exercise (CPX)An exercise in which the forces are simulated, involving the commander, their staff, and communications within and between headquarters.

NATO Allied Administrative Publication—6, NATO Glossary of Terms and Definitions, (AAP–6)

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end of exercise (ENDEX)The end date for an exercise listed in the program of major service activities. Note: exercise related activities may occur after this date.

exerciseA military manoeuvre or simulated wartime operation involving planning, preparation and execution. It is carried out for the purpose of training and evaluation. It may be a combined, joint or single-Service exercise depending on participating organisations.

exercise control (EXCON)EXCON is the agency through which the EXDIR manages the exercise environment. The lead planning agency normally provides EXCON cadre staff with other positions being filled by supplementation.

exercise director (EXDIR)The officer commanding the exercise who exercises command and control of the exercise through the EXDIR. The EXDIR manages the exercise environment to facilitate the achievement of exercise objectives.

field training exercise (FTX)An exercise involving the performance of collective tasks by units in the field under simulated operational conditions.

informationData in context and includes documents and papers; electronic data; the software or systems and networks on which the information is stored, processed or communicated.

information environmentThe aggregate of individuals, organisations or systems that collect, process or disseminate information. It also includes the information itself.

information management (IM)The framework and set of processes by which an organisation captures, analyses, prioritises, stores and ensures the timely dissemination of relevant information for decision-making purposes.

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information management nodeA central point through which information is received, transmitted, relayed, and disseminated. Note: such nodes are located in areas of significant exercise activity where the communications architecture provides the necessary equipment to receive, transmit, relay and disseminate information.

joint exerciseAn exercise which is planned and conducted by elements of two or more Australian Services.

lead planning agencyCoordinates the development of and manages all aspects of exercise planning.

live firing exercise (LFX)A type of field training exercise that provides opportunities for manoeuvre and the application of firepower using live ammunition and explosive ordnance in a simulated combat environment.

logisticsThe science of planning and carrying out the movement and sustainment of forces. In its most comprehensive sense, logistics are those aspects of military operations which deal with:a. design and development, acquisition, storage, movement,

distribution, maintenance, evacuation, and disposition of materiel;

b. transport of personnel;c. acquisition or construction, maintenance, operation, and

disposition of facilities;d. acquisition or furnishing of services; ande. medical and health service support.

major joint exerciseAn exercise beyond the capacity of a single-Service operational headquarters to plan and conduct due to concept, complexity, resource requirements and scale.

master events list (MEL)A script of events that describes the anticipated progress of the exercise, and is a flexible document, responsive to change.

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military response option (MRO)A generic joint task that the ADF may conceivably perform to achieve an associated military strategic objective, which is a desired military outcome, and is, together with a military strategic objective, the basis for operational planning. Note: it is also a critical element of the deliberate planning process, at both the strategic and operational levels, and is used to inform the immediate planning process.

minor joint exerciseA minor joint exercise is an exercise that is planned, conducted, and evaluated by an operational headquarters with assistance, where necessary, the operational headquarters of the other participating Service.

officer conducting the exercise (OCE)The officer responsible for the conduct of an allocated part of the exercise from the Blue, Orange and Purple aspects. He will issue necessary supplementary instructions. In addition, he may be an exercise commander. (NATO)

officer scheduling the exercise (OSE)The officer who originates the exercise and the orders it to take place. He will issue basic instructions which will include the designation of exercise areas, the allocation of forces, and the necessary coordinating instructions. He will also designate the officers conducting the exercise. (NATO)

opposing forces (OPFOR)Those forces used in an adversarial role against blue forces during an exercise.

program of major service activities (PMSA)The tool used by the Chief of Joint Operations to coordinate, schedule and manage activities necessary to achieve and maintain required levels of ADF preparedness.

public informationPublic information is information that is released or published for the primary purpose of keeping the public fully informed, thereby gaining its understanding and support.

public relations (PR)Public relations is the direction of community relations activities to attain public support and acceptance of ADF activities.

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schedule of events (SOE)A time-line of activities to be carried out by Blue, White and opposing force to meet the requirements of the master events list, and is a situational awareness document that allows exercise control to track and coordinate changes to the activity to achieve exercise objectives.

single-Service exerciseAn exercise that is planned and conducted primarily by a single-Service to meet the aims and objectives of that Service. Note: the exercise may be supported by elements of other Services.

start of exercise (STARTEX)The start date for an exercise listed in the PMSA. Note: exercise related activities often occur before this date.

tabooFrequences that are of such importance to friendly operations that electronic attack may not be employed on them.

trusted agentA representative from player organisations in an exercise who are entrusted with specific information that would not normally be available to exercise players. Note: this information is used by the agent solely to assist exercise control in managing the exercise environment.

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ACRONYMS AND ABBREVIATIONSADDP Australian Defence Doctrine PublicationADEX air defence exerciseADF Australian Defence ForceADFAADS Australian Defence Force activity analysis

database systemADFAMS Australian Defence Force activity management

systemADFP Australian Defence Force publicationADHQ Australian Defence Force headquartersAFB air force baseAME aeromedical evacuationAMRO aggregated military response optionsAMS Australian military strategyAO area of operationsASJETS Australian joint essential tasks

C4I command, control, communications, computers and intelligence

CAOC combined air operations centreCDC concept development conferenceCDF Chief of the Defence ForceCENTRIXS combined enterprise regional information

exchange systemCESG combined exercise support groupCEI combined exercise instructionCEWG combined exercise working groupCFACC combined forces air component commanderCFE CENTRIXS Four EyesCI counterintelligenceCIS communications and information systemsCJOPS Chief of Joint OperationsCMG communications management groupCND computer network defenceCOA course of actionCOMEX communications exerciseCOMSEC communications securityCONOPS concept of operationsCOSC Chiefs of Service CommitteeCOTS commercial off the shelfCPD CDF preparedness directiveCPX command post exerciseCSG combat support groupCSO chief safety officerCSS command support system

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DAMCON damage controlDAMREP damage reportDCJOPS Deputy Chief of Joint OperationsDDPRAC deputy director of practiceDEIM Directorate of Environmental Impact

ManagementDELO DSTO engagement and liaison officerDGPA Director-General Public AffairsDIEP Defence International Engagement PlanDI(G) Defence Instruction (General)DIO Defence Intelligence OrganisationDIS Defence intelligence systemDMO Defence Materiel OrganisationDPRAC director of practiceDMOS Defence Munition Operations Support

(Directorate)DSA Defence Security AuthorityDSG Defence Support GroupDSN Defence Secret NetworkDSTO Defence Science and Technology OrganisationDVN Defence voice network

EA electronic attackECD exercise concept documentEEFI essential elements of friendly informationEXINST exercise instructionEIE electronic information exchangeEMG environmental management groupEMS electromagnetic spectrumEO explosive ordnanceEPBC Environmental Protection and Biodiversity

ConservationESD exercise scope documentESO exercise security officerETR Explosive Transport RegulationsEW electronic warfareEXCON exercise controlEXINST exercise instructionEXDIR exercise director

FIC fundamental inputs to capabilityFINIST financial accounting and costing instructionFIS foreign intelligence serviceFLANCON flank controlFP force protectionFPC final planning conference

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FS field securityFTX field training exercise

GWEO Guided Weapons and Explosives Ordnance Branch

HICON higher controlHQ headquartersHQAC Headquarters Air CommandHQJOC Headquarters Joint Operations Command

IEM information exchange matrixIM information managementIMCC information management coordination cellIMO information management officerIP International PolicyIPC initial planing conferenceIRM information requirements matrixIS information systemsISM information services matrix

JACG joint activity coordination groupJASS Joint Air Support ScheduleJ/CEI joint/combined exercise instructionJCTC joint combined training capabilityJLC Joint Logistics CommandJMAP joint military appreciation processJMCC joint movement coordination centreJMOVGP Joint Movements GroupJOC Joint Operations CommandJOC OPR Joint Operations Command operational

preparedness requirementJOSS joint operational support staffJTF joint task forceJTLS joint theatre level simulationJSAF joint semi-automated forces

LFX live fire exerciseLO liaison officerLOCON lower controlLOGEX logistics exerciseLSF Logistics Support ForceLVC live instrumented forces with virtual and

constructive simulationLX Legais

MAF Musorian Armed ForcesMEL master events list (equates to US Master

Scenario Events List—MSEL)

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MINSUB ministerial submissionMOE measure of effectivenessMOP measures of performanceMOS media operations simulationMPA military public affairsMPC mid-planning conferenceMRO military response optionsMRE mission rehearsal exercisesMTL master target list

NOD National Operations DivisionNSB national support baseNSFS naval surface fire support

OCE officer conducting the exerciseOHS (CE) Act Occupational Health and Safety

(Commonwealth Employment) Act 2006OIC officer in chargeOPFOR opposing forcesOPSEC operations securityORBAT order of battleOSE officer scheduling the exercise

PA public affairsPAR post activity reportPCG program of major service activities coordination

groupPI public informationPIC potential intelligence collectorPMSA program of major service activitiesPR public relationsPSTN public subscribed telephone network

QSR Quarterly Strategic Review

RAAF Royal Australian Air ForceREO regional environmental officerRSO range safety officer

SOACE schedule of overseas activities and combined exercises

SOE schedule of eventsSOP standard operating procedureSRA security risk assessmentSSA Service Security AuthoritySTA security threat assessmentSTARTEX start of exerciseSWBTA Shoalwater Bay training area

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TAPG Theatre Administrative Planning GroupTCM technical control meetingTEWTS tactical exercise without troops

UELO unit environmental liaison officerUS United States of AmericaUXO unexploded ordnance

VIP very importa nt personVTC video teleconference

WNGO warning order

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