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Fight lightGood Ideas ExpoSignature ManagementWorking with Battlegroup Intelligence
February 2018Edition 51
SOLDIERSmart
ContributorsCorporal James Pappas Sergeant D.J. Gormann Lieutenant Jack Davis Captain Daniel Hinton Captain Ana-Lise Rosendahl Major Marshall Lawrence Mr Mick Reilly Lieutenant Colonel Anthony Birch Major Gail Rowse Major Nikki Robson Sergeant Peter Geffert
DisclaimerArticles and opinions that appear are those of their respective authors and do not necessarily reflect the views of AKC, AL or the ADF. Links contained within this publication are correct at time of release; however, some links may change due to data management practices.
Copyright© Commonwealth of Australia (Department of Defence) 2018. 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 Commonwealth. Requests and inquiries concerning reproduction and rights should be addressed to Army Lessons, Army Knowledge Centre, Puckapunyal, VIC 3662.
Conditions of releaseThis publication has been cleared for release to the public by Australian Army Headquarters.
Contents1 Introduction
2 Signature Management
6 Lessons learnt - Training Op Pause
8 Tips for working with Battlegroup Intelligence
12 7th Brigade Good Ideas Expo
16 Fighting light, fighting smart
22 The Advanced Operational Conditioning Program (AOCP)
28 Managing your own admin
36 After Action Reviews (AAR)
38 QDE: Northwood standing patrol
IntroductionThis edition of Smart Soldier contains a variety of articles that will provide you with some great ideas for you and your team’s professional development. Some will improve your current practice, others will provide you with ideas to revisit how you do things, so that you work smarter and more effectively. This edition also contains a Quick Decision Exercise to challenge your tactical acumen.
Our first article, Signature Management, examines ways to decrease your visibility on the battlefield. This article will provide you with some tips on how to achieve this.
Our second article, Lessons learnt- Training Op Pause provides three key safety themes to consider at all levels, when conducting training.
Our third article, Tips for Working with Battlegroup Intelligence provides you with information on the intelligence process. This article will let you know how you can contribute to the intelligence gathering process.
Subsequent articles demonstrate the ingenuity of our soldiers in developing ways of working smarter. Two articles, Fight Light and the Army Operational Conditioning Program prove that you can be more effective through better planning and a revised approach to routine activities.
The last two articles provide you with handy hints for managing your own admin and important tips for the conduct of the After Action Review (AAR). The article Manage your own Admin provides tips and hints that will take the frustration out of this process.
Finally, the QDE is for you to complete as an individual or a group. There are book prizes for the best responses to the QDEs, so remember to submit yours when you’re done via the links provided.
Want to learn more? Check out Army Knowledge Online (AKO). You can find it at http://ako.drn.mil.au/. It allows you to access a database containing tens of thousands of Army experiences. Just click on ‘Lessons’ and search ‘ALIAS’ in the top right of the screen. You can also contribute to our lessons data base by submitting feedback or even observations. Just follow the prompts on the screen.
Get all the latest information as it is published. Follow @ArmyLessons on Twitter so that you can access information as it is released. Remember Army Lessons products are also available at https://ww.thecove.org.au which you can access outside of the DPN.
Introduction
1
Essential to surviving and winning on the battlefield
Don’t be seen. If seen, don’t be recognised. If recognised, don’t be targeted. If targeted, survive the ‘hit ’.
Every individual, piece of equipment, vehicle and action has a signature. An adversary has access to a vast array of sensor capability that will enable them to formulate and analyse information collected from our signatures. The constantly altering battlespace and unpredictable threat from surface and air means a layered approach is required incorporating equipment, individual field craft, battle discipline and TTPs to ensure effective signature management. While there is never a single measure that will terminate signature in the visual, near infra-red (NIR) and thermal spectrums, understanding and management of one’s signature will shape the survivability of forces.
GeneralTip: Start with the basics. We survive targeting, or the ‘hit’, via superior field/battlecraft, use of terrain, tactics techniques and procedures, personal protective equipment (armour), defensive works and armoured vehicles. General considerations include:
• Ensure that your fieldcraft skills and battle discipline are of a superior standard.
• Move, often, and at the right time (e.g. by night).
• Know when you are a High Value Target to the adversary; tell your team and act accordingly.
Signature Management
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Essential to surviving and winning on the battlefield
Don’t be seen. If seen, don’t be recognised. If recognised, don’t be targeted. If targeted, survive the ‘hit ’.
Specific measuresTip: Lower your or your team’s detectable characteristics by employing specific methodologies. Signature management will not make you/your team invisible. We need to assume that an adversary will at the very least be as well-equipped as we are, and will have access to NFE, thermal imagers, UAV and radars. Empowered by this readily available, state-of-the-art technology, they will be able to see, identify and target our signatures faster than ever before.
Accordingly, we need to do our utmost to avoid being seen. If seen, we need to ensure we are neither recognised, nor targeted. By applying the signature management methodology diligently, it will reduce the adversary’s ability to see, recognise and target you/your team.
The following vulnerabilities are addressed by specific measures:
Physiology
A signature can be created by skin, skin particles (tracked by canines), high sweat areas and distinctive body features, such as head, shoulders and anything that produces shape, shine, or silhouette.
Tip: Address physiological signatures by:
• Considering the 5 SM: shape, shine, silhouette, shadow, spacing, and movement
• Using natural foliage• Correctly applying camouflage paint• Breaking up the shape of the
head and shoulders
Signature Management
Signature Management
3
Clothing
Clothing can either exacerbate or reduce personnel signature in terms of shape and shine. It can also indicate unit, formation and friend or foe. Use the following tips to reduce signatures produced by clothing:
• Apply the 5SM• Ensure uniforms are serviceable
and not faded• Use hoods depending upon the
mission
VehiclesVehicles create distinctive signatures, such as dust, shape, shine, silhouette, spacing and tracks.
Tip: Use the following to reduce the signature from vehicles:
• Apply the 5SM• Ensure paint is serviceable• Employ layers of camouflage nets
(min of two)• Avoid sharp points (tent pole
ends); achieve natural lines• Use natural foliage• Slow, controlled movement
is critical to reducing the dust signature
• Use dummy positions• Integrate thermal tents• Camouflage appropriately
Equipment
Helmets, weaponry and soldier combat ensemble can intensify signatures, particularly with regards to shape, shine and silhouette. Remember that equipment, such as generators, can be readily heard.
Tip: Reduce the signature produced by equipment through:
• Applying the 5SM• Avoiding cold surfaces to reduce
thermal signature• Occupying hotter surfaces during
hot weather• Using Night Vision Goggle eye-cups• Controlling the employment of
active IR lights• Carefully managing the reflection
from image intensifiers and thermal weapon sights
• Ensuring laser discipline• Painting weapon(s), depending on
role• Concealing radio light(s)
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Other
Tip: Be aware of your spacing and movement when in formation. Ill-disciplined formations of personnel and vehicles can be readily seen, recognised and targeted. Remember to:
• Encourage decentralisation• Limit exposure of particular
formations
Tip: Reduce waste/refuse remains. A trained adversary can readily exploit poor field discipline to compromise friendly forces.
Tip: Apply EMCON procedures. Poor communications discipline can readily compromise friendly forces leading to targeting by adversary force elements, direct or joint fires. Assume every radio transmission is being detected. Even an encrypted net may give a signal that can be detected with direction finding equipment. The enemy may not know exactly what you are or what you’re doing, but they may be able to easily determine where you are and how fast you’re moving. It doesn’t take much to determine that a signal moving at 3kmh across country is likely to be a dismounted patrol. Therefore consider the following:
• Use of minimum power on radios• Using terrain to shield
transmissions• Use line in defensive positions• Use field signals (where possible)
during moves.• Use correct RATEL and encrypted
nets where possible.
Conclusion:It must be taken as a given that any potential adversary will seek to detect, recognise and target our personnel, equipment, vehicles and other assets on the battlefield. Accordingly, a disciplined and professional fighting force must apply thought and effort to minimising their signature across all spectrums if they are to succeed in gaining tactical advantage over an adversary.
Signature Management
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This article provides the key themes most relevant for immediate consideration at all levels following the recent training op pause. It is a consolidation of points provided to HQ FORCOMD from across the command and was disseminated in May 2017.
Safety within FORCOMD is enhanced by a decentralised mission command approach, with junior leaders and individuals being given authority to ensure safe outcomes and intervene to avoid unsafe practices. We do not need new rules or layers of control to be applied. A healthy culture that empowers junior commanders to stop or modify training within our Mission Command environment will best enable the decentralised model. From the Training Op Pause the following three themes are most relevant for immediate consideration at all levels:
Fatigue managementThrough all of the Command back-briefs it was acknowledged that risk management is a dynamic command activity that starts with training or activity design and continues through to the AAR. We have historically done this through designing training in a crawl-walk-run methodology. Understanding the condition of participants and staff (before, during and after training), the available time and the changing environment is critical to managing risk and modifying outcomes to maintain a safe coherent training environment.
Lessonslearnt
Training Op Pause
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Qualifications and experienceUnderstanding the entry point for training was a strong theme. The conduct of refresher training at the start of any activity, or when changing activities within an exercise, provides a strong indicator for the entry level and readiness of the participants for training. This also provides the ability to know if the training outcome(s) is going to be achievable. This basic confirmatory step has been, and remains, a corner stone of our training doctrine and the management of risk.
Reconnaissance and rehearsalsThe decentralised conduct of training enables junior commanders to plan, conduct and review training. The constant changing environment of people, terrain, weather and ageing or new equipment induce risk. The final safety measure in these situations is our people. The conduct of reconnaissance and rehearsals were acknowledged as the method by which all personnel in an activity understand the environment, adjust training and prepare for safe training.
Op Pause
Lessons learnt - Training Op Pause
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IntroductionThe primary focus of the Battlegroup S2 Cell is to provide the CO with accurate and timely intelligence to support decision making. The S2 Cell also supports the wider intelligence community by taking information collected by the sub-units and reporting it to inform the wider intelligence picture. This article highlights what the S2 Cell does for you, what you can do for the S2 Cell and tips for working with your S2 Cell.
WorkingwithBattlegroup Intelligence
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The Intelligence ProcessThe intelligence process begins with the Battlegroup Commander providing direction to the S2 Cell based on the mission, intent and concept of operations. The S2 Cell then begins its collection phase by searching databases for reports and information, as well as mapping and imagery to enable mission planning. Brigade HQ S2 Cells, 1st Intelligence Battalion and other intelligence units across the three services are consulted, as well as organisations in the wider Australian Intelligence community, such as the Defence Intelligence Organisation Australian Geospatial–Intelligence Organisation, and the Australian Signals Directorate. Once information gaps have been identified, the S2 Cell works with Operations staff to task organic collectors such as RSS1 Pl.
1 Reconnaissance Sniper and Surveillance
withBattlegroup Intelligence
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All the collected information is then collated, evaluated and analysed to produce intelligence assessments. These assessments are then disseminated in a variety of ways. This can be as written products or verbal briefs to Battlegroup HQ and Combat Teams as well as being distributed to the wider intelligence network. Assessments can also be sent as short updates or threat warnings via the Combat Net Radio.
Tip: Recognise your role in the intelligence process. One of the best collection assets are soldiers on the ground providing insights as to the nature of the battle space and the stakeholders in it. Collectors can be from any unit or platform that can collect information of intelligence value. Some examples of collectors are Human Intelligence, Infantry Recon and Snipers, Cavalry, Armed Reconnaissance Helicopter, UAV, Electronic Warfare, RAAF surveillance aircraft, and special forces as part of SOCOMD.
Tip: Know the commanders’ PIRs. Intelligence relies on having the most accurate and up to date information. For this reason, it is vital that all soldiers and commanders are familiar with the Battlegroup Commander’s Priority Intelligence Requirements (PIRs) and soldiers and commanders should use them to pass on information relevant to the wider understanding of the battlespace. Understand what information is required and pass it on as an INTREP. If you have information that you think is useful, it probably is.
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Tip: Be as accurate as possible when providing information. Reports and returns need to include as much accurate detail as possible. Reports used by the S2 Cell include:
• Patrol and post mission debriefs• Patrol reports• SITREP over CNR• CHATREP• Key Leader Engagement reports• Imagery from patrol cameras,
image capture and transfer (ICAT) or man-portable UAVs
• Specialist reporting:• Infantry recon and snipers
commentary, OP logs and recon reports
• Cavalry and engineer route and bridge classification reports
• Forward observer commentary over fires net
• Battlefield clearance, enhanced by Engineer search teams and Tactical Site Exploitation qualified personnel
• Captured Person back loading, enhanced by Tactical Questioning by qualified personnel
Tip: Use your S2 Cell. Get to know the team and be comfortable asking them questions. Find out what information and products they can provide you and involve them in your planning process from section level up.
Tip: Train with the S2 Cell. Request S2 support for your training activities and courses. This will not only enhance your activity but also give your S2 staff exposure to your capabilities. Seek continuation training for Tactical Exploitation and Support to Intelligence Course qualified personnel, and look for opportunities to get qualified in these skills.
Tip: Help train the S2 Cell. To better support you, Int staff need to understand your capabilities. Look for ways to familiarise Int staff with your TTPs and keep them up to date with the latest equipment and skills you bring to the battlespace.
Working with Battlegroup Intelligence
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7BrigadeThe 7th Brigade Good Ideas Expo is in its sixth year and provides an avenue for soldiers to pitch new concepts, equipment or innovative solutions to improve current capability. It also allows Army to take advantage of the in depth knowledge and expertise of those who have their hands on the tools day in day out. The 2017 Good Ideas Expo, held in November, attracted 28 individual and group entries from units across Gallipoli Barracks as well as civilian contractors.
The ideas ranged from new soldier equipment such as an individual fighting knife, metal mesh face shield and a rechargeable battery pack for NVGs, to a Command Post in a Box setup, new tripod systems for heavy weapons and a simple device to help strip magazines. Each entry was judged on effectiveness, usefulness, innovation, practicality and impact on preparedness. This year’s entries were of a very high standard and demonstrated the entrants’ depth of understanding of their roles and capabilities, and their innovative approach to developing existing capability or mitigating current gaps in capability.
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Brigade1st Place
Exercise Virtual Soldier Training Package
SGT Joshua Foster, 2 CER
First place was awarded to Sergeant Joshua Foster, from 2nd Combat Engineer Regiment who has developed a five-day virtual soldier training package aimed at practising non-combat corps soldiers in tactics. It allows the junior soldier to understand tactical tools not generally used in their daily jobs, such as the military appreciation process, military symbology and overlays as well as enabling them to work through tactical scenarios. The package starts with lessons before progressing to simulation activities at the section and platoon level. Soldiers can then readily utilise this information in their jobs when receiving orders for deploying on exercise and other activities or when attending Junior Leader Course or Subject One for Sergeant. The training package is in use and junior soldiers who have completed the above training packages have performed exceptionally well in the work place when placed into command roles and whilst attending their promotion courses.
Some of the entries were very simple cost effective solutions to common problems whilst others addressed more challenging issues with complex and far sighted engineering-based solutions. Representatives from the Army’s Modernisation Branch (MOD-A) were at the expo and will prioritise the ideas and allocate appropriate funding where applicable.
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2nd Place
Command Post in a Box
SIG Russell Finch, 6 RAR
Second place was awarded to SIG Russell Finch from 6 RAR who has created a portable CP for application in PMV-CP and CPM vehicles. SIG Russell identified that the current tabletop CP could only be used in the field environment. He noted that operations in the urban environment required remoting from vehicles or man pack tabletop systems. These solutions were problematic as there were numerous issues with power distribution within the communications module and the weight of the module created difficulties in its transportation. SIG Russell devised a tabletop solution or ‘Command Post in a Box’ that can be carried in a six handled trunk and a stationery trunk and can be utilised in both field and urban environments. It can be run off a 2.5/ 16 KVA generator or mains power and fits easily into a trailer. Additionally, the Command Post in a Box can be established more quickly than previous versions because comms equipment is programmed and ready to go prior to deploying into the field.
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3rd Place
Magazine JigArmoury Team, JLU-SQ
Personnel within the maintenance facility at JLU-SQ Amberley are required to inspect and repair thousands of magazines at a time. They investigated how to inspect the magazines more efficiently whilst maintaining safety considerations. A simple jig was created which made the inspection process easier whilst ensuring that while the tension is being released from the spring that control and safety are maintained. This jig reduces the chance of injury from flying parts and reduces the risk of damage to components during the strip and reassembly process. It also reduces the time required for stripping and assembly.
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No logistical system is sound unless its first principle is
enlightened conservation of the power of the individual
fighter. S.L.A. MarshallDismounted close combatants consistently carry more than 30% of their bodyweight, despite overwhelming evidence of the negative effect this has on their lethality, mobility, survivability, sustainability and situational awareness1. The proliferation of armour, CIS, radios, weapon ancillaries and a myriad of other items mean the close combatant has too much equipment to attempt to carry it all. Rarely if ever do they require all equipment all at the same time. The historical paradigm of ‘DP1’, ‘patrol order’ and ‘marching order’ fails to recognise this fact and does not provide an adequate framework for a system of load carriage and logistics that supports those who must move and fight dismounted.
1 Drain, J. et al., 2012, ‘Load Carriage Capacity of the Dismounted Combatant - A Commander’s Guide’, Human Protection and Performance Division, Defence Science and Technology Organisation
Fighting light, fighting smart:
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Plan Keogh and Land 400 Phase 3 will return integral mobility to the Infantry Corps. Despite the mobility and firepower afforded to commanders by vehicles, the Infantry must retain the ability to move and fight dismounted. For the past two years, 1 RAR has led the Corps’ adoption of a ‘Fight light’ ethos and TTP. This proved highly successful during the Joint Land Series 2017 – the ability to manoeuvre through very restricted terrain, to ‘disappear’ an entire dismounted battlegroup to create uncertainty and dilemma for the enemy, to deliver 500 war-fighters into the enemy’s flank and rear with just the right equipment and sustainment to keep them refreshed, agile, ‘head up, eyes on target, hands on weapon’ to close and finish in the last 300m. Regardless of the integral mobility delivered to infantry battalions, this capability and these skills remain essential and enduring in the future operating environment.
What is ‘Fight light’?‘Fight light’ is about ‘getting weight off the soldier’s back’ which is achieved by being better at planning, preparing and supporting dismounted forces. Research tells us that the functions of lethality, mobility, survivability, sustainability and situational awareness degrade rapidly if load carriage is not considered carefully in terms of weight, distance, speed, terrain and individual characteristics and the complex interaction between these variables2.
2 Orr, R., 2012, ‘Soldier Load Carriage: A Risk Management Approach’, University of Queensland
applying a ‘fight light’ methodology to load carriage
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‘Fight light’ rejects an ‘all kit, all the time, just in case’ approach. With its logistics concept and load carriage SOP, 1 RAR rarely carries large assault packs in the field. In fact, in the 150 km covered dismounted and the six battlegroup attacks conducted by the 1 RAR Battlegroup during the Joint Land Series 2017, few personnel walked more than 2km with their pack on their back. The result: Combat Teams and Platoons able to cover vast distances, appear in unexpected locations, mobile and agile enough to close with the enemy whilst remaining ready to fight and win.
ApplicationWhen applying a ‘Fight light’ methodology, consider the following:
Tip: Optimise balance between soldier lethality, mobility, survivability, sustainability and situational awareness. Scientific studies show battlefield survivability is more closely aligned to higher levels of mobility than protection. For example, in the advance 1 RAR will carry ballistic plates, water and support weapons by vehicle to a distribution point 6km from expected contact with the enemy, reducing weight and fatigue and increasing mobility and
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lethality. This has the added benefit of drastically reducing the signature of the Battlegroup, through the use of only small numbers of vehicles.
Tip: Increase soldier acceptance of discomfort and austerity; that is, resilience. When closing with the enemy, soldiers are expected to do without access to cooking and sleeping equipment for periods up to 36 hours. This is achieved by detailed analysis and orders on what equipment is and is not required, a common understanding of load carriage SOP across all force elements, and the acceptance of risk. This must be practiced regularly.
Tip: Reduce potential for long term injury through appropriate conditioning. 1 RAR conducts a centralised physical conditioning program (Advanced Operational Conditioning Program). This program includes progressive weight load marches, incorporating elements of close combat such as live fire shooting, which are conducted every week.
Tip: Increase tactical commanders’ agility and flexibility when conducting mission planning. Adopt load carriage SOPs that are scalable, use well defined Operational Viability Periods (OVP) for standard mission sets, encourage commanders to manage risk effectively and train commanders and planners to apply the principles of logistics (Foresight, Agility, Cooperation, Efficiency and Simplicity). For example, 1 RAR has reduced the baseline number of
EF88 magazines carried to four, and throughout six battlegroup attacks and numerous smaller actions during the Joint Land Series 2017, no force element exhausted its ammunition. Units must apply rigorous analysis to what is actually required and when. See inset detailing 1 RAR’s scalable load SOP.
Tip: Increase tactical commanders’ understanding and application of the scientific considerations of load carriage. Tactical commanders need to be aware of load sizes and distribution, body composition, speed, terrain, climate, distance, duration, gender, intensity, and physical training. For example, understanding how marginal increases in weight or speed affect energy use. There is a wealth of material available on the science of combat load carriage.
Tip: Optimise scarce organic/supporting logistic support. Focus on enabling the A1 echelons at sub-unit (Combat Team) level to be able to carry additional weapons, ammunition and equipment (including all large assault packs) and be able to place it rapidly into the hands of the close combatant when required. For example, 1 RAR employs All Terrain Vehicles (ATV) at Combat Team level and below to carry water and ammunition for the fighting (F) echelon. These can also carry support weapons like 84mm MDFSW and deliver them where and when they are needed. Further investment by Army in ATV capability will allow vehicle load carrying capacity to be brought closer to the F-echelon in more units and roles. This
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is being pursued through the Dismounted Support Vehicle concept – the future ATV requirement that was the subject of an ACND3 raised by 3 Brigade in 2014 and is currently an Army Minors project.
Tip: Build trust between F-echelon and logistic echelons. 1 RAR has achieved this through rigorous training of logistic resupply and distribution points by day and night. Practising and rehearsing is the means by which this trust is built and must include both internal and external logistics support elements.
3 Army Capability Needs Document
ConclusionIt is uncontroversial to say the dismounted combatant carries too much. The solution however requires a comprehensive and sustainable approach that starts in the design of a logistics system and a load carriage SOP as the means to guide planning and execution in a manner that prioritises the enlightened conservation of individual fighting power. It is not a simple matter and the task remains incomplete, but as an Army significant progress has been made in this area of the last three years. The tips presented here provide a starting point for any unit or organisation that is required to operate dismounted.
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The soldier cannot be a fighter and a pack animal at once and the same time, any more than a field piece can be a gun and a supply vehicle combined. The idea is wrong at the start. Yet is always being repeated.
JC Fuller
Further reading
The 1 RAR load carriage ‘Fight light’ SOP is available on the 1 RAR SharePoint page or by emailing the author at [email protected].
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The Advanced
Operational Conditioning
Program (AOCP)
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The physical demands of the contemporary battle space, combined with the requirement to successfully complete ECN specific PESA IAW FORCEGEN cycles have identified that the war fighter lacks critical physical training knowledge, recovery discipline and physical goals outside annual testing requirements. To prevent physical injury and maximise capability, the modern soldier must physically adapt to become conditioned to the demands of mission specific external loads. This adaptation demands a revised approach to combat performance development and physical conditioning. Each training year should include a considered and graduated physical training regime targeted to achieve the physical fitness requirements of expected tactical tasks.
AOCPOne such new approach to military fitness is the Advanced Operational Conditioning Program (AOCP), developed in 1 RAR to reduce injury rates, improve performance in the field and adapt to a unit PT program, rather than having several different platoon or sub-unit training programs. It is a progressive, individualised, advanced enhancement to tactical fitness that exploits technology and abides by science. The program is focused on giving every soldier the opportunity to reach their full potential with an emphasis on injury prevention, performance and longevity. The AOCP is scheduled over a training week, broken into three week mesocycles (training cycles with clear outcomes), which are broken into training phases over the annual training year. This approach is what you would see at most high level sporting clubs such as AFL and NRL clubs.
The physical expectations of a soldier holistically outweigh the physical demands of a professional athlete. The way in which we plan, deliver and validate high performance programs within Army should not be dissimilar.
D. J Gormann
The Advanced Operational Conditioning
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The AOCP is a “plug and play” conditioning program that can be implemented within units as soon as essential resources become available. The hard work of developing the program and systems to train PTIs, CFLs and non qualified personnel to deliver the program safely and effectively in units has been completed. Depending on unit requirements and COMD intent the program can be easily modified to suit.
Applying the AOCP methodology
AOCP has been successfully employed by 1 RAR throughout 2016-17 as a means to address this conditioning requirement. As a result of this success, the AOCP concept is scheduled to be expanded into other parts of 3 BDE during 2018. The following tips have been developed as a result of the implementation of that program within 1 RAR.
Tip: Optimise the delivery of strength, endurance and mobility programs via
an individualised structured training approach. Doing so allows for greater tactical skill development by enhancing the organic components of tactical fitness. For example, a soldier who is regularly exposed to high intensity training will have a greater resistance to fatigue after firing and moving to an objective. When it is time to employ weapons systems marksmanship should improve due to:
• a lower heart rate under fatigue,• superior strength to build the
optimal firing position and• mobility to move quickly to the next
firing position.Tip: Increase soldier acceptance of accountability and training focus via the use of technology and monitoring systems. The use of athlete data management software allows soldiers to progressively see their progress over a training week, month and year. This capability allows commanders and individuals to observe previously unmeasurable efforts during physical conditioning sessions. Ownership, accountability and the motivation for continual improvement allows
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individuals to set intrinsic and extrinsic goals and reach their full potential. The Vasey Resilience Centre at Lavarack Barracks is currently trialling the use of SMARTBASE to achieve this, a tracking program used by numerous professional sporting clubs and coaches.
Tip: Reduce the potential for long term injury by preparing soldiers to be more physically resilient in their specific roles. Prehabilitation routines are key fundamental components of the AOCP. These components are scheduled throughout the training week to compliment specific session main body activities and have been designed to strengthen common areas susceptible to injury such as the knee, ankle, shoulder, and lower back joints. Conducting these drills regularly, enhances stability and strengthens the targeted joints IOT prevent common military service injuries.
Tip: Enhance productivity of PTIs and CFLs through technology. Within the SMARTBASE device application, AOCP specific platforms have been developed so soldiers and commanders can track
daily health and wellness measurements, daily/weekly training loads, individual strength training programs (once they perform the required baseline testing) and injury reports. This capability allows instant feedback of fatigue levels IOT allow the modification to either increase or decrease individual training loads or tasks as required. It also reduces significant work hours for PTIs and CFLs by automatically calculating strength training algorithms for up to 700 RAInf soldiers.
Tip: Optimise feeding systems IOT deliver performance enhancing nutrition strategies. The acquisition of trial supplements from AHQ via the Vasey Resilience Centre has allowed 1 RAR to set up pre and post workout supplement stations. This capability has enabled soldiers to optimise hydration and recovery nutrition timing for the demands of the AOCP and selected physically demanding tasks within the garrison or field environment. A soldier can consume a recovery protein drink immediately after the session, rather than waiting up to an hour to attend the mess.
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ConclusionThe AOCP represents a revised approach to military fitness delivery. Whilst the science of training is well established (though myths remain prevalent), it is the means by which the science is translated into a conditioning program suitable and feasible for an entire unit to take part in that sets the AOCP apart. Using the work done in 1 RAR, units are able to apply the principles and specific training programs to their own circumstances in order to reduce injury and enhance battlefield fitness.
Did you know? A recent investigation (DSTO-CR-2013-0056, Linnane, et al. unpublished) suggests a requirement for increasing the development of whole-body muscular strength capacity. This was quantified by 465 physically demanding Army tasks being analysed and characterised by the predominant physical capacity required to complete the task. Interestingly, 221/465 tasks (47.5%) were categorised as requiring
muscular strength to effectively complete the task. The traditional approach to tactical fitness, primarily involves long steady state running and circuits performed with torsion bars. Whilst this approach improves muscular endurance and aerobic capacity it fails to address the other 47.5% of tasks that are high risk to injury if physically under-prepared.
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A formula for muscular strength. The formula to increase muscular strength and work capacity is simple:
Overload the muscle group or movement pattern
+ adequate nutrients and recovery
= increased muscular strength capacity.
All the components within the formula require the individual tactical athlete to be motivated, disciplined, goal focused and educated to achieve the outcome. Those individual qualities must be combined with resources, supervision and technology IOT foster a sustainable, goal orientated longevity approach to tactical fitness.
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Tip 1: Save all your frequently used pages into your Favourites.
Saving all your frequently used pages into your Favourites will give you fast and easy access to the pages you need. It is also very handy to save those hard to find or hard to remember pages. To save into Favourites from the intranet page, look in the menu bar on the top right of your screen, you will see a Home icon, a Star and a settings icon. The Home icon will take you back to the DPN Homepage, the Star icon will take you into the Favourites menu. In the Favourites menu you will see a button [Add to Favourites] click on this and it will open another menu where you can rename the website you are saving to whatever folder you like.
Personal AdministrationTip 2: Use the Electronic Manual of Personnel Administration (eMPA) A-Z index as your first reference point for any personal admin enquiries. The eMPA should be your first stop. It is an excellent A-Z guide for almost all of your admin enquiries. Once you go into the manual and find the relevant topic, you will also find links to any related forms or documents as well as the admin and approval process which provide a step-by-step guide to completing the
Many people will have experienced frustration with admin at some stage in their career. Should this ring true for you, remember that you can take actions to help yourself. Being well informed should help eliminate hold-ups in your paperwork due to errors or misinformation on entitlements and processes.
Quite simply, knowing where to go to find the information you need is key. Your first stop will be the DPN home page or Army home page as they provide direct links to most documents and pages you will need. Here are a few tips that will hopefully make your admin easier.
Manage your own admin
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application and details who is responsible for each step. Note that the admin and approval process can be found under the header of ‘Administration and Approval’; however, some processes such as ‘separation allowance’ will not have this information as this is a process completed by your pay cell. This information is found under the header of ‘processing’. You can find the eMPA A-Z index at :
http://drnet.defence.gov.au/Army/EMPA/Pages/A-Z%20Index.aspx
Once you are in the eMPA and have selected the topic or enquiry term, be sure to have a look at the ‘References’ and ‘Policy Updates’ on the right hand side. This will provide direct links to the relevant policy and documents relating to your enquiry. Prior to making any applications, it helps to know the policy so that you can be sure that it applies to you in your circumstances.
Tip 3: Use Web Forms to get the right form and the current version of the form. People tend to have the following issues with Web Forms; use of old outdated forms, inability to locate the correct form and providing incomplete forms. You can access Web Forms from the DPN home page under the Essentials quick links on the left hand side. Firstly, do not be tempted to use old forms you have saved
as they are regularly updated. An outdated or incorrect form will result in delay to processing and a resubmission by you. If you are unsure of which exact form number you need, remember that the eMPA will list it. However, you can do a search in the form number or name search fields in Web Forms.
Tip 4: If in doubt, do a wildcard search in Web Forms. A wild card search can be used if you don’t know what the form is called. For example, you want to apply to Live Out but are unsure of the form number. In the Web Forms search type ‘Live*’ and click ‘Go’. It will then display the list of forms with ‘Live’ in the title. Web Forms can be temperamental, so if your search returns no results it may mean you need to refresh the page and try again, or try rephrasing your search.
Remember, filling in these forms correctly will avoid any unnecessary delays in processing or resubmissions. Be sure to read the form in full and double check it before submission. Also, save a copy for your own record.
Manage your own admin
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Career InformationKnowing the steps in your career progression, including courses required, time in rank, duties and pay progression, helps you to manage your expectations and could be used to help prepare for what’s coming. The following information could also be relevant for anyone considering a trade or Corps transfer.
Tip 5: For enquiries regarding your trade and career progression, refer to the Manual of Army Employment (MAE). This is your go-to guide across all ranks. It is sorted by Corps and also has an All Corps section. It can be found at:
http://drnet.defence.gov.au/Army/DWMA/Employement_Management/Manual_of_Army_Employments/Pages/Manual-of-Army-Employment.aspx
The manual is divided into Corps and then ECNs. It describes functions, tasks, rank and pay, course requirements, proficiencies and how those proficiencies impact on your pay and skill grade. Once you are in your respective Corps, select the relevant ECN and scroll through and you will find the annexes which include a list of tasks, career profile, career flow chart, proficiency statements, employments conditions and any other relevant documents for your trade.
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Pay and EntitlementsTip 6: The Pay and Conditions Manual is your go-to guide for pay and entitlements. It can be found on the DPN home page on the left hand side under the Essentials quick links. Alternatively, you could also try this link: http://www.defence.gov.au/PayAndConditions/ADF/
Once you are on the home page you will see a number of quick links and a quick guide. These are useful if you have a common enquiry. You can also go into the Manual by selecting ‘Pay and Conditions Manual’ which can be found on this website under the heading ‘ADF Pay and Conditions Policy’.
The manual is divided into chapters. It helps to interpret this manual if you first have a look at Chapter 1, Part 3 which contains ‘Definitions’ that apply to the manual, For example, ‘Dependant’ will describe the conditions which must be met for someone to be classified as your dependant.
Once you have determined the relevant chapter (e.g. Chapter 5: Leave), you will then need to find the part which applies to you (e.g. Part 11: Short Absence). Your next step is to select the relevant division (e.g. Division 2: Short Absence for removal purposes). Once in the relevant division it is important that you read from the start as it steps through the purpose and who
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it applies to and/or conditions for eligibility. Once you have established that you are in the right area be sure to read through it entirely, including the exceptions which may unfortunately rule out your eligibility. Always seek the advice of your Command Support Clerk prior to making your application. Going in prepared with knowledge will help you. From there it is important to remember that the appropriate delegate will make any final determination on entitlements.
Policy and DocumentsTip 7: Refer to the Military Personnel Policy Manual (MILPERSMAN) for your non-financial policy and documents. It is the source of information for policy and procedures that govern the administration and management of Defence members. Currently this is detailed in legislation (Acts and Regulations), Defence Instructions, manuals and many other documents. Defence is currently in the process of progressively reviewing all policies and placing them into the MILPERSMAN. It can be found in the eMPA in the alphabetic index under ‘M’.
The MILPERSMAN is divided into parts which provide ease of navigation. Look at the table of contents to determine which part and chapter it is that you require prior to going into the document itself as there are no headers in the index on the document once you are there.
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Tip 8: You can search any document you are looking at by pressing [CTRL] F. This tip is useful for any document within which you are looking for specific information. After you press [CTRL] + F, the software will provide a box within which you can type a term for the search.
Tip 9: The Army Documents Home page is a great place for policy and documents. If you need to look up specific policy and documents, knowing where to start can be very helpful. Most of what you need can be found in the eMPA; however, anything outside of this can be located at
http://intranet.defence.gov.au/home/documents/armycoll.htm
The previous link will also enable you to find Army Training Instructions. They provide instructions on things such as training admin, initial and induction training and Army policy on sport.
Some general common enquiries or areas of interest that you may want to look into or familiarise yourself with are as follows –
The Army Individual Readiness Notice (AIRN) policy can be found in the MILPERSMAN, Part 3, Chapter 1. Alternatively, go to the Army documents home page, then Defence Instructions (Army), Operational, and finally scroll down to find DI(A) OPS 80-1 Army Individual Readiness Notice. This document is divided into the components and requirements as well as the guidelines for exemptions and waivers. If you look at the right hand side bookmark index, it is easier to navigate directly to the section that applies to your enquiry.
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TravelTip 10: For all your Defence travel needs, refer to the Defence Travel page for quick access and a reference guide.
http://drnet.defence.gov.au/DSRG/DefenceTravel/Pages/Home.aspx
If you are travelling using a DTC you will need to complete a Defence Travel Budget Calculator. You can find this under the ‘Tools’ menu and selecting Travel Budget Calculators, assuming you are not in the Senior Leadership Group you then Select the NON-SLG Domestic Budget Calculator that is the version which applies to your travel dates.
Once the form is opened you will see a number of tabs across the bottom of the screen. Your first task is to complete your details and reason for travel. Then work your way through the tabs completing all sections that you can. It would generally be recommended that you save this form and send an electronic copy to your admin staff to finalise. This is subject to your Units individual processes.
Tip 11: Remember to complete all post travel processing in a timely fashion. One area that most people have difficulty with, or forget to complete is the After Travel Certification section on the budget calculator and the acquittal. You must ensure you complete the After Travel Certification on your budget calculator and also log into the Card Management System (CMS) to acquit your travel. Your unit SOPs will detail how to complete this and where to store completed documentation.
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The log in for CMS can be found from the DPN Homepage through the Online Tools page, go to Corporate Card Support, then once in that page you will see a log in link to CMS on the right hand side. Alternatively, use this web address: http://promaster.dcb.defence.gov.au/pm/base/logon.asp
Tip 12: Confirm the procedures and policy to which you are referring are still in use and have not been superseded. Admin, Policy and procedures are ever evolving, so be sure to check that the policy you are using is correct and the most up to date.
ConclusionThe tips provided within this article are based on current policy and practices. Be sure to update any of your links and forms you may have stored as they are updated regularly and don’t forget to access the eMPA and MILPERSMAN to ensure currency. Remember to seek further advice should you need it from the experts, the clerical admin staff.
Help services can be accessed by the Defence Service Centre or by phoning 1800 DEFENCE.
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Introduction
1 LWP-G 0-2-4 All Corps Junior Commanders Aide Memoire 2012
After Action Reviews (AAR) are critical to the group learning process. Group performance is built upon individual understanding, acknowledgement and learning. Doctrine1 describes the AAR as “a professional discussion of an event, focused on performance standards, which enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and fix weaknesses”.
At the Combat Training Centre (CTC), OTs specialise in facilitating the AAR process with the same objective but through different processes. It can often be difficult to follow the doctrinal AAR model when you are in the Chain of Command and for commanders using the AAR model it can be confusing. As the senior person you are ultimately responsible for all actions, good and bad. In this situation, attempting to get the others in the group to take responsibility is also often challenging for a variety of reasons that include their ability to accept responsibility for poor performance and failure as a learning tool rather than an end to their career!
Underpinned by doctrine, the following tips have been developed by CTC to enable you to conduct a Commander-led AAR in your own Troop, Company, Cell or team.
Tip 1: Identify the key learning points you wish to bring out before you start. A good AAR focuses in on learning and research shows that we better manage a small number of points rather than a long laundry list. Therefore, have three sustains and three improves ready and manage the AAR process to ensure these are addressed.
After Action reviews (AAr)
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Tip 2: Only have those there who can contribute. If you want robust discussion with your key leaders, having others there as a part of ‘professional development’ usually doesn’t work if you want your key team to open up.
Tip 3: Establish what happened using the three point model. To reduce disparities in situational awareness of the events, establish what you:
• Planned to happen.• ALL think happened.• ALL agreed really happened.
Tip 4: Ensure that everyone speaks. This is critical when establishing what you think happened and what really happened. The senior person is usually the best to talk about the plan, addressing what they thought about the enemy, with particular reference to locations and likely actions.
Tip 5: Finish with a summary reinforcement of positive learning. Include information on how all have benefited from identifying the things the team have done well and what the team needs to work on.
Conclusion
The AAR is an excellent way to improve both individual and group performance. Focusing on identifying a few key areas for improvement and then working through them will have immediate impacts.
After Action reviews (AAr)
After Action Reviews (AAR)
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Quick Decision ExerciseNorthwood standing patrol
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Part 1The main planning considerations relevant at platoon level include:
a. C2,b. enemy, c. depth, d. all-around defence, e. mutual support (internal
and external), f. establishing EA1 and planning
direct and indirect fires, g. terrain, h. timings for recon, occupation
and development,i. priority of work,j. priority of effort, k. security, l. control measures, m. counter-penetration plan, n. supporting assets, o. JF including direct fire, p. groupings, and q. liaison.
Part 2Lesson 1. Thorough planning and rehearsal of the withdrawal back to the MDP including routes, location of obstacle gaps and requirements/methods of closing, OS2 and SBF3 planning and combat ID/link up procedures is more likely to allow the achievement of a
1 Engagement Area2 Offensive Support3 Support by Fire
successful return to the MDP4 once contact is initiated (or indeed in contact).
Lesson 2. A good understanding of weapons range and effects allows a commander to decide what weapon systems will be required to achieve the effects necessary to achieve a tactical task. If your analysis of the en and task leads you to conclude that you do not have organically (or have not been assigned) the weapon systems required to achieve the task then ask for it at the back brief.
Lesson 3. All combat leaders require a sound understanding of the employment of OS (ammunition types/natures and types of missions that can be fired) and how these can be used to support the tactical plan.
Part 3Your brigade has been conducting operations in northern Victoria against a Musorian Force advancing south along the axis of the Hume Highway. The brigade been tasked to block the Musorian advance north of Seymour IOT deny them any further access to the high speed movement corridor south to the industrial, port, transport (airport) and urban infrastructure of Melbourne. A Musorian mechanised brigade equipped with BTRs and T72s has continued to move southwards along the axis advance towards Seymour.
4 Main Defensive Position
QDE | Northwood standing patrol
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Your platoon has been tasked to secure the north-west/left hand flank of a BG defensive position and deny penetration of enemy forces up to company strength. You section has been deployed forward of the pl position as a standing patrol to provide information of enemy activity, deny penetration by enemy forces up to platoon size and to provide warning of the approach of enemy formations of company or larger prior to your withdrawal into your platoon’s defensive position.
To support your task you have been allocated c/s 8 (battalion mortars) at priority of fire support for two fire missions with a total of 15rds HE and 10rds WP, one fire mission to disrupt enemy forces attempting to penetrate your position and one fire mission to support your withdrawal should that be necessary.
The time is now 1700 h, you are to be established NLT first light, 0615 h.
Plan and execute your mission.
Part 4Use the map to assist your planning.
ReferencesLWP-CA (DMTD CBT) 3-3-1 Dismounted Minor Tactics
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