138th Signals Squadron
This year, the 138th Signal Squadron has worked around the clock to revamp the unit boozer(138 Club) bringing a long-needed new life and vibrancy to the building. The 138 Club is a proud and long standing institution of the unit having been established in 1994. Renovation works conducted this year include the installation of new carpet, roofing, kitchen counters, a new entry stair way and a few fresh coats of paint to cover the old drab brown walls. Final touches to the interior design include mounted camouflage nets, complimented by a mural of the new unit mascot ‘Sam the Ram’ which was designed and painted by members of the unit.
This year, the 138th Signal Squadron received a community grant from the Returned Services League Greensborough Sub-Branch for the purchase and installation of a children’s playground at the club. Always keen to assist, unit members happily donned their polished entrenching tools to hand dig the cement footing holes required for installation. The playground was completed just in time for our annual Family Day, which was a real hit with the kids.
Due to the unit’s role providing 24/7 services to wider Defence, it can be a challenge to organise social events with the collective unit as shifts are scattered across ongoing shift cycles. To remedy this, the 138 Club frequently runs LAN parties and board gaming events to maintain professional and social connections between shifts. One such event was a Battlefield 1 tournament and pizza night, followed by an equally successful Age of Empires II tournament. These events were a huge success in bringing the unit together and building team camaraderie.
Another initiative at the club this year has been the hosting of a post-PT barbeque breakfast on Monday mornings. This day has been very successful in raising funds to sponsor club events, tapping into the wallets of the shift members who are all heavily addicted to coffee. This year, the 138 Club has continued to play an important role in enabling socialisation and teambuilding at the 138th Signal Squadron, and maintaining unit esprit-de-corps in a shift-cycle environment. We look forward to continuing the proud traditions of the 138 Club into 2018 and beyond.
1st Combat Signal Regiment
By LTCOL Daven Petterson, CSC
2017 has been a successful year both at the individual and collective levels for the 1st Combat Signal Regiment. Following on from a demanding 2016 which saw 1 CSR spend much of the road to Ready away in Cultana and then preparing forces for TCG 3 and 4 later in the year, 1 CSR began the year by farewelling TCG 4 to the Middle East Region (MER) in January. The remaining unit members focussed on the 1st Brigade’s efforts particularly as a peer adversary during Exercise Talisman Saber 17. In the margins, the unit grasped the opportunity to re-invest in the individual after a busy collective training regime, with the intent to provide benefit to the unit and wider Army as the Career Management Cycle revolves.
As 1st Brigade is well and truly into the Reset phase of the Force Generation Cycle, our external support commitments have not necessarily slowed the tempo down, supporting both Army wide Non-Platform Support Requests and operational call for nominations, but I remain focussed on upskilling our individuals to provide a strong capability baseline to deliver a collective effect. This focus will be carried into 2018.
Another key unit focus is not to be tempted to increase tempo for the sake of it, enabling greater opportunity to spend valuable time with family and friends as well as enjoy the unique opportunities living in Darwin offers. As someone who is experiencing Darwin for the first time I have been impressed with the workplace attitude towards purposeful and realistic soldiering, the relaxed yet social lifestyle of the NT, but most of all the general embrace and support that the Darwin Community extends towards Army – it is like nowhere I have seen before. That is not to say that life in Darwin does not offer some unique challenges, but like a lot of things in life, perspective is important.
I have often thought that an individual’s true character, or unit’s for that matter, is not tested in prosperous times, but in times of austerity and adversity. With a large number of the unit deployed, a growing exercise requirement and a shrinking training budget, Exercise Talisman Saber 17 demonstrated the true character of our Corps and the strength of our individual training from the DFSS to the Collective training regime at unit level but most importantly it highlighted that we also have a very remarkable workforce, particularly in the junior members of the Corps of Signals. With a considerable portion of the unit deployed or recuperating from recently returning from deployment, the remainder of the Regiment propelled forward to provide a realistic near peer adversary construct to test the 3rd Brigades Ready efforts. With a dearth of middle management due to operational commitments, particularly CPLs andSGTs, many Signallers were appointed into positions beyond their rank and experience. In all areas where I had soldier detachment commanders they performed brilliantly.
Their efforts did the Corps proud embodying a ‘Fight for comms’ ethos that impressed every supported unit prior to, during and post exercise. In this regard, we demonstrated that as a Corps we are doing something right, but we should not be complacent in trying to continually improve.
Our lead as the mounting unit for TCG 4 saw yet another iteration head into the MER in 2017, aptly lead by RAAF 1 CCS OC WGCDR Mike ‘Muppet’ Mammana. I am proud to say our contribution into the more joint of the rotations went extremely well with a number of 1 CSR personnel deservedly receiving Operational Commendations. MAJ Ben Pye, in his capacity as a TCG 4 OC, will expand on the TCG 4 deployment from his perspective in his article. The Welcome Home Drum Head Parade followed by the unit Ball that evening was a fitting recognition of TCG 4’s (and the unit’s) efforts over what has been a busy couple of years.
The recent delivery of the L121 vehicles, the Combat Brigade restructure, Plan Keogh and the CSS Conops, coupled with RASigs centric eDLAN developments, DLAN continuation, introduction into service and sustainment training for Joint Projects 2008, 2072, 2221 and L200 to name a few, makes for exciting yet challenging times in the Corps. Modernisation efforts of this significance have arguably not been seen since the introduction of the Parakeet and Raven suites of equipment in the mid 90’s and we look forward to progressing the good work done by 7 CSR and 1 Sig Regt in a number of these projects. I caution, however, the need to conduct a thorough baseline analysis, to not be swayed by fads or short term gains and to consistently consult at the tactical level, particularly as we embark on the Employment Category Review process. With the complexity of Army’s integrated modernisation efforts, we as a Corps can ill afford to make assumptions which may create an unsustainable workforce training and employment model.
While tempo management will continue to be a key theme in 2018, 1 CSR is looking forward to transitioning to the Readying and what this will look like in 2019. To those posting to 1 CSR in 2018, welcome and I look forward to seeing you in January. To those departing, thank you for your commitment and dedication to duty. Through your efforts you leave a strong legacy to those who follow you. I wish you all the best in your future endeavours and Good Soldiering.
1 CSR Notable Mentioned in Dispatches
1 CSR LT of the Year – LT Andrew Rowlands
1 CSR JNCO of the Year – CPL Symington
1 CSR Soldier of the Year – SIG Onions
1st Brigade Soldier of the Year – SIG Parkhurst
1st and 2nd prize in the 1st Brigade Good Ideas Expo CFN Howship and SIG Ward
Corps week male Rugby 10s Champions
RASigs Rugby Player of the tournament – SIG Boland
CPL Hangan for resuscitating a neighbour’s Daughter after drowning
Representative Sports:
Invictus Games 400m Gold medallist and unlikely sleeping beauty to Prince Harry- (ex) SIG Lane
Rugby
MAJ Dreu (1 Bde), LT Rowlands (selected RASigs), CFN Bassett (1 Bde), CPL Dwyer (1 Bde),
CPL Symington (1 Bde, RASigs), SIG Boland (RASigs), CPL Ritchie, (RASigs), SIG Carnell (RASigs),
SIG Gibson (Army, 1 Bde, RASigs Captain), SIG Brooke (Army, 1 Bde, RASigs), PTE Neal (RASigs),
SIG Ward (1 Bde, selected RASigs)
AFL
SIG Russell (NEAFL NT Thunder contracted player, 1 Bde Captain), MAJ Holt (selected 1 Bde),
LT Futcher (Indigenous AFL, selected 1 Bde, SIG J. Hill (Indigenous AFL)
Army Hockey – LT Futcher
ADF Netball
WO1 Kiely (ADF, Army and NT Males Coach, NT player), CAPT Sullivan (ADF Army and NT, player), SIG Burrows (NT Player), SIG Smith (ADF, Army, NT Player) CPL Inion (NQ Player), PTE Armstrong (selected NT Mixed player)
Soccer – PTE Marks (ADF, Army player),
Golf – SGT DeLacy
Army Volleyball – PTE Simmons, SIG McIntosh
1st Signal Regiment
A YEAR IN THE LIFE OF 127 SIGNALS TROOP – By MAJ C. Leckie
127 Sig Tp is a unique capability within both Army and RA Sigs, providing the only dedicated communications rigging and installation capability within Army. 127 Sig Tp is part of the 1st Signal Regiment located at Gallipoli Barracks, Enoggera.
2017 was a particularly busy year for the Troop. It completed eight Base Radio Facilities (BRF) maintenance tasks across Australia from Karratha in the west to Thursday Island in the north and Stoney Head (Tasmania) in the south. The Troop has also conducted installation tasks at locations such as the School of Army Aviation at Oakey. If this busy schedule wasn’t enough the Troop also provided the first rotation of the FIT 31 installation team as part of the Middle East Region (MER) CIS Refresh Project (Op ACCORDION).
Nine members of 127 Sig Tp deployed on the first rotation predominately situated in AMAB, replacing the old CIS infrastructure to prepare for the highly anticipated roll-out of the EDLAN. FIT 31, which is scheduled for completion in late 2018, will systematically upgrade all ADF CIS infrastructure across the MER. Members of 127 Sig Tp work closely in small teams to complete their maintenance and installation tasks.
Rigger, SIG Walker, enjoys his role within 127 Sig Tp and believes that ‘the sense of achievement and knowing that you have been pivotal in maintaining defences communications capabilities both domestically and on deployment make being a communications rigger in defence second to none’. He states ‘working alongside great mates and being able to travel throughout Australia whilst being paid to do so, provides experiences and opportunities that only a lucky few receive’.
Rigging Team Leader, CPL Schmidt advises that ‘teamwork is the key to the functionality of 127 Sig Tp and it is most important that you can rely on your mate/team member to be able to conduct the job and themselves confidently. This is particularly important when it comes to rigging because in the event the worst should happen and someone needs to be rescued, everyone has to be confident in their skills and all the procedures in order to safely rescue that person’.
All personnel conducting BRF maintenance are Rigger qualified, a 10 week course conducted through the Defence Force School of Signals. CIS Installation Team Leader, CPL Ross completed a four month deployment to the Middle East during the year. Of his deployment, he remarked, “during my deployment on FIT 31 we were required to install new cabinets, backbone cabling, routers and horizontal cabling. This was a challenging experience because we had to fit into the customer’s restraints in regards to outage times and access to certain work areas while maintaining a high standard of work in a short time period.”
2018 looks to be an equally challenging yet rewarding year for the members of 127 Sig Tp.
7th Combat Signal Regiment
Introduction
2017 has been extremely busy for the 7th Combat Signal Regiment (7 CSR). This year 7 CSR has transitioned from the RESET to READYING phase, deploying on exercises throughout the year as part of 7 Cbt Bde. An Electronic Scheme of Manoeuvre continues to be developed and was tested on the Brigade CATA to understand and shape battlefield electronic signatures The signatures and the mobility of headquarters has also driven the design of scalable headquarters that can be employed across the spectrum of conflict. The soldiers of the unit continue to receipt in new equipment and training that is driving digitisation within our Brigade. A new RTx concept, the “FLIP” was designed and deployed on EX Diamond Run 2017 to introduce new capability. The unit also celebrated the 50th birthday of 139 SIG SQN.
Ex Combined Unit Training Activity 2017 – By CPL J. Otte
In early May, 7 CSR deployed on Exercise Combined Unit Activity (CUTA) 17 supporting units from the 7th Combat Brigade. This activity was a Squadron plus sized element commanded by 140 SIG SQN. CUTA was the Brigade’s first major exercise for the year and deployed communications systems such as the Provisional Battlefield Telecommunications Network (P-BTN), the new release and updated Mission Secret Network (MSN) delivered to 7 CSR in early March and various wide and narrow terrestrial bearer systems utilising legacy equipment e.g. the high capacity line of site Harris microwave radio (HCLOS) with the existing Radio Relay Antenna mate (RRA).
For many junior members of the Regiment it was a pleasant exposure to life in the field environment as a Signaller, participating in relentless and tedious radio piquet’s, helping the various units dig and establish 1st level defence (weapon pits and early warning devices), trialling near non-volatile communications and emitting methods such as HF messaging, Battlefield Management System (BMS) Beyond line of site wideband solutions or simply honing in on the core signaller skills.
During the weeks prior to our departure it was nothing but rainy in good ol’ Shoalwater Bay so it was safe to say many a japara was packed for the exercise and as such some members may have been effected by the odd vector borne viruses such as ross river fever. Despite this everyone battled through and used the great experiences and exposure from the exercise to better themselves or their respective troops for the large task that was to come being Talisman Sabre 17.
IBTN – By WO2 S. Moloney
September 2017 saw the commencement of the Introduction Into Service (IIS) training for LAND 2072 Phase 2B, also called Project Currawong. The new equipment is also referred to as the Integrated-BTN (I-BTN). I-BTN equipment will eventually see the total upgrade of the Battlefield Telecommunications Network (BTN). The original BTN, provided by JP65 in the late 1990’s, had been replaced by the Provisional-BTN procured as a gap-filler by AHQ. 7 CSR and other Gallipoli Barracks based RA Sigs personnel participated in the pilot courses during September 2017. The I-BTN training that was delivered only covered the initial materiel release equipment so future materiel releases will see further training within units.
The I-BTN represents a significant change for all RA Sigs trades. Much of the detailed configuration of hardware has been embedded within the operating hardware and software making the system more ‘plug-n-play’ than any previous equipment. The ‘plug-n-play’ capability will mean that providing communications will be reliant upon the distribution and implementation of a single network plan. This reliance on the network plan will result in changes to the roles of the various trades and procedures used within and between RA Sigs units.
EX TALISMAN SABRE 2017 (TS17) – By LT C. Goebel
7 CSR participated in EX TS17 by providing CIS to HQ elements conducting the role of EXCON or WHITEFOR in vicinity of the SWBTA and conducting the Divisional Command Post Exercise as a component of the Coalition Task Force. 7 CSR deployed elements to support HQ elements at EXCON Main at SWBTA Range Control, EXCON Rear at DSG Rockhampton, EXCON Amphib at Stanage Bay, RTX detachments to support CTC activities and Gallipoli Barracks supporting the Coalition CPX as a Divisional Headquarters. This was a unique experience for the members of the REGT due to the urban static environment, the requirement to utilise both military and civilian CIS solutions and partner with civilian organisations.
The Troop in support of EXCON Main had to work closely with Unisys and Range Control to install the temporary deployable and strategic DRN and DSN services in both hard standing buildings and transportable huts. It was not uncommon to see Techs crawling out of the floating floor after completing cabling in the massive JOR or Geeks constantly seeking authority signatures for foreign national user accounts. A significant requirement was the constant negotiations with Unisys staff to move equipment or install Secret services within the security guidelines of temporary field installations.
The Unit Node (UN) located at EXCON Amphib in vicinity of Stanage Bay enabled the safety communications for the amphibious operations. The signallers located at EXCON Amphib were lucky enough to have the stunning backdrop of Stanage Bay while working out of the Coast Guard buildings a few metres from the shore. This element was critical in maintaining a clear line of command and control with the exercise being conducted in SWBTA. The UN was faced with issues involving maintaining LOS communications with amphibious elements and local Force Protection in unfavourable terrain while relying upon the local mains power that proved intermittent.
Whilst a significant element was also providing communications support to the Brigade Headquarters conducting the Divisional CPX role at Gallipoli Barracks. This element implemented targeting systems and Common Operating Pictures between a diverse Australian set of stakeholders including the RAAF and RAN, as well as a host of Coalition elements led by the US Army and US Marine Corps.
EX DIAMOND RUN 2017
7 CSR deployed in support of 7 Cbt Bde Combined Unit Training Activity (CUTA) Exercise DIAMOND RUN during the period 12 Oct – 10 Nov 2017. The exercise was the first major activity conducted in the 7 Cbt Bde’s Road to Ready campaign and incorporated a Combat Training Centre led Battlegroup War Fighter activity for 8/9 RAR and a series of live fire activities conducted by 2/14 LHR QMI. These activities enabled 7 Cbt Bde to meet significant milestones in its campaign, including finalisation of PLAN BEERSHEBA. The communications support provisioned by 7 CSR elements participating in the activity ensured the crucial command and control of the activity by the Headquarters was achieved, enabling all training outcomes to be achieved to the highest standards effectively, efficiently and safely.
The activity also provided 7 CSR the opportunity to conduct a proof of concept regarding the development of an innovative retransmission solution. The proof of concept was based around a 7 CSR designed; G-Wagon mounted Retransmission solution that provided the capacity to conduct retransmission of an increased quantity of VHF networks as well as multiple EPLRS points of presence. The Field Line of Sight Integration Platform, FLIP, exceeded all expectations and provided an essential element in the network architecture provided by 7 CSR (discussed later).
The second activity was a deliberate and scripted Electronic Scheme of Manoeuvre testing activity supported by Army (7 Signal Regiment (EW)) and RAAF force Elements. It has been identified that EMS is a critical warfighting (manoeuvre) domain and this needs to be demonstrated and tested during combined activities. 7 CSR, as part of the 7 Cbt Bde SoM demonstrated this by developing resilient C2, understanding the adversary detection to targeting cycle, and using a combined effort of physical and electronic effects. This included the use of EMCON and focusing on the shielding, protection and shaping the electronic key terrain. 7 Cbt Bde tested this through smaller, agile headquarter options across the spectrum of communications assets within the Brigade, including HF voice, HF data, VHF fixed and hopping, TACSAT, and wideband satellite bearers. This opportunity provides the opportunity for Signals to move into the warfighting domain where we bas a Corps can exploit, shape, deceive and target the enemy within this critical warfighting domain. This activity provided key information about the communications equipment and systems in use in the Army and how they may be better employed into the future. The Electronic SoM when combined with providing scalable Brigade Headquarter options drives the employment of Signals as a warfighting element on the modern battlefield.
“FLIP – Field LOS Integration Platform” – By WO1 G. Herdson
C3 within the Combat Brigade (CBT Bde) is driven by VULOS communications supported by a series of retransmission sites to link these networks. 7 CSR identified a capability gap whereas there is no mounted high powered (50W) retrans platform designed to replace the legacy Land Rover FFR-110. Any replacement for the FFR-110 had to enable the CBT Bde digitisation with the use of frequency agile waveforms, most notably SINCGARS, therefore filling this significant capability gap. The current tranche of Combat Radio System (CRS) vehicles (PMV and CPM) do not support the provision of a single platform capable of providing the required four VHF and two UHF EPLRS Nets employed within a CBT Bde. This meant that the employment of either two CPM or PMV platforms were required at each site to support the CBT Bde retransmission needs.
With no solution identified in the near future and a large retrans capability shortfall in our comms plan, this problem invigorated some innovative ideals within the regiment that resulted in the creation of a retrans module affectionately known as the Field LOS Integration Platform (the FLIP). The principle idea behind the FLIP was to have a cost effective platform similar to that of an FFR-110 that employs the in-service fleet of CRS radios, CES and power options capable of supporting the ever demanding digital needs of the CBT Bde.
The original design consisted of a prototype wooden frame to scope airflow and equipment fit which then evolved into the aluminium frame (cost $2695 each) employed for the trial. Each frame was to be fitted with eight AN/PRC-152 (including Trimline Vehicle Amplifiers (TVA)and cradles), two RT-1915 EPLRS radios, eight computer fans for cooling and six 12v/120ah ASLAV batteries powered by a PPF-302 charger. Total cost with parts of approximately $3000 per module.Throughout the ensuing weeks of construction, a team of eight 662s diligently fussed and tinkered with power tools, spanners and screwdrivers like kids building a gocart prior to the big race. The group where buzzing with purpose with morale hitting heights usually only seen with the planning of a bucks party. Once construction was completed, all involved
were notably excited to test the performance of the FLIP on an active exercise. Ex Diamond Run 17 saw the opportunity to employ two of the three modules constructed with the resultsbeing an unprecedented success having operated for the month with unrestricted operations ISO Bde operations. In the end amongst excellent feedback from the trial, only minor enhancements to the FLIP are required. Although only employed in a static role for the duration of the exercise, this was enough to display the potential of these modules and highlight what can be achieved with a little bit of innovative thinking and a whole lot of teamwork.
Jackie III – Phoenix Rooster – By 7CSR RSM
The tradition of RA Sigs maintaining a Rooster dates back to 1916 during WWI when the first ‘Jackie Rooster’ was adopted as a chick in Egypt by the 2nd Divisional Signals Company. Since this time, 139 Signal Squadron (and earlier reiterations) have maintained a Rooster as a unit mascot. In 1997, at the same time that 140 Signal Squadron amalgamated with 139 Signal Squadron to form 7 Command Support Unit, the last Rooster died and the unit has not maintained a mascot since. In 2012 7 Combat Signal Regiment was formed and the redevelopment of the lines commenced. As the unit has now fully relocated to where it stands now in Buin Road Lines, it was time to return to our traditional ways and gain a unit mascot. In 2014 the request to reinstate a Mascot was submitted and recommended by the RA SIGS HOC, the then MAJGEN Milford and approved by Ceremonial Cell – Army Headquarters. On 15 Aug 2014, the 7th Combat Signal Regiment adopted Jacki III – the Golden Phoenix Rooster. Recently Jackie fathered five healthy chickens which are maintained in the chicken pen, (commonly referred to as the Roost), including ‘Back-up Jack’. The Regiment is proud to announce that on 30 November 2017 – Jackie III is being promoted to the rank of lance corporal.
139 Signals Squadron
On 18 March 1967, 139th Signal Squadron was formed as a training and reinforcement Squadron to deploy members with 104 Signal Squadron in Vietnam. 2017 marks the Squadron’s 50th year and to celebrate this milestone and reminisce on its history 7 CSR conducted a Ceremonial Parade, incorporating the Corps Princess Ann Banner.
Royal Australian Corps of Signal Head of Corps, BRIG Susan Coyle, CSC, DSM reviewed the Parade, briefing on the significance of its proud history. Over 130 former Officers and Soldiers of 7 CSR, 7 CSU and 139 SIG SQN also attended the parade; include some of its original founding members. The activities conducted to celebrate the 50th anniversary of the Squadron enabled both current and former Squadron members the opportunity to reflect on significant achievements of the Squadron through the years, including both in support of training and on Operations that the Squadron support through a number of deployments
Defence Force School of Signals
CORPS WEEK 2017, THE STUFF OF LEGENDS. – By CAPT T. Malkki, WO2 D. Cross and CPL G. Karamanos
DFSS represented strongly at the 2017 Corps Week with over 75 participants making the trip from Melbourne to Toowoomba. The sheer quantity of DFSS representatives in attendance may have had an effect on the overall results, however it could be argued that a superior esprit de corps and a will to win spurred the School to victory in the majority of Corps Week events.
RUNNING EVENTS
DFSS’ preparation to defend the previous year’s title began back in July 2017, with the Simpson Barracks Cross Country event. The 7.2km Cross Country course consisted of two 3.6km laps. Obviously the main focus for the event is to boost morale and encourage competitive spirit amongst the staff and trainees on Simpson Barracks. The secondary effort was to scout for potential members to be part of the elite DFSS Cad Cup Running Team.
The top 50 runners were carefully selected and persuaded to participate in a 14 week conditioning program led by SGT Todd Scott and the two PTIs – WO2 Dan Cross and CPL Rob Nicholas. The following week the Cad Cup conditioning program began. Training was tough, with three sessions per week including a Friday afternoon run around Melbourne’s iconic ‘Tan Track’, a 3.8km track around Kings Domain and the Botanic Gardens. Progressively the 1 x 3.8km became 3 x 3.8km runs with a 10 min recovery in between.
A month out from the event, DFSS had our four teams pretty much set. Two teams would represent DFSS in the Caduceus Cup along with a Grecian (Over 35yr olds) and Athena (Female) team.On the Sunday morning before the Wednesday race, DFSS left Simpson Barracks in two coaches for 21 hours of driving over two days to Borneo Barracks, Cabarlah. We stopped overnight at an Army Reserve Depot in Dubbo NSW and stretched out the legs with a 5km run along the river. The next evening we arrived at 7 Sig Regt with a warm welcoming of stretchers on the gym floor.
Race day came, and DFSS were focused from start to finish. The goal was to not only win, but to quote SGT Todd Scott “Be ruthless until the end”. You could smell the fear from the other units and there was small talk that most units had conceded defeat before the start and would stack their Grecian teams to try and sneak a win in another category. Little did those units know our Grecian team had credible runners within it.
DFSS ‘A’ Team had the race well and truly won by our fourth runner but we kept pushing on trying to lap as many teams as we could. Eventually we won by roughly 35 minutes to 1 Sig Regt ‘A’ team. The DFSS ‘B’ Team had an impressive run and finished in third. DFSS ended up taking two of the three podium finishes. The DFSS Grecian team, led by the fearless and always confident WO2 Gav Driver, took on overwhelming odds and defeated 1 Sig Regt by a less than 100m. It came down to a sprint finish with SIG Glenn Taylor taking home the win. The DFSS Athena team put up an incredible effort with a few late scratchings and additions. Led by CPL Elizabeth Tanner the DFSS Athena Team were beaten only by 7 Sig Regt and took home a very respectable second place. Well done girls!
Celebrations took place soon after the race. Both SIG Julian Badari – fastest runner on the day 11:09 for 3.6km, and SGT Todd Scott 12:13 felt the full force of the ‘bubbly’ being sprayed in their faces during the presentations. Celebrations carried on until the early hours of Friday morning. We loaded up the two coaches with all our silverware and any other bits and pieces we could get our hands on and started the epic 21 hour / two day drive back to Melbourne.
RUGBY
DFSS has always endeavoured to present a strong team when competing in the Corps week rugby tournament. As rugby union is a game that relies heavily upon having a strong team dynamic, and every member working hard to achieve a common goal, it was imperative that this is the main focus of the limited team training sessions available. Due to the DFSS team consisting of mainly trainees, and some instructional staff, training as a complete team can be difficult due to course curriculums and staggered PT timings.
Due to the restrictions we faced, DFSS was still able to put its best foot forward in the competition. DFSS was unable to submit a female Sevens side, although we had a male 10 side. Our first game was against 7 SIG, it was a hard fought game we came away with the win, 26 to 5. Our second game was against 1 CSR whom we lost against 26 to 5, it was a quick paced game. 1 CSR went on to win the competition. The rugby competition had come to a close and trainees who were involved had gained a better respect of teamwork and mateship that will help them develop their individual careers. Trainees, who had never played the sport before, to experienced players everyone thoroughly enjoyed the event and hope to participate in the years to come.
CYBER CHALLENGE
The first Cyber Skills Challenge was held during the RA Sigs Corps Week over 07-09 Nov 17. The initiative, raised by 1 SIG REGT in conjunction with AHQ , was led by LT Ash Carter and CPL Aaron Williams – both from 1 SIG REGT – involved a skills training workshop, a demonstration to COMD 1st Division the main event which was a two day, team-based Capture the Flag competition. The competing teams represented the 1st Signal Regiment, 7th Signal Regiment, 7th Combat Signal Regiment, and the Defence School of Signals. The intent of the challenge was to provide a proof of concept to Army and the wider ADF of a competitive cyber sports model to attract and develop the latent cyber workforce for the developing capability. The composition of the teams themselves were varied; the teams comprised of both men and women, Army and RAAF, and ranging from the IET rank through JNCOs and SNCOs to junior officers. DFSS contributed two teams, with one taking out the title for the event.
The winning team consisted of CPL Brendan Yaun, TPR Alex Fairfield-Wright and SIG Jacob Greenberg, while CAPT Tam Malkki, SGT Marion Hamilton, CPL Michael Dooley and CPL Keith Eade formed the second DFSS team. Undoubtedly, the Cyber Skills Challenge is representative of the Corps’ current focus on developing cyber capabilities and the future cyber workforce and many of the lessons learnt during the Challenge will be able to be incorporated into the continued development of the recently established DFSS Cyber Cell.Overall, a great time was had by all DFSS participants, all of whom should be proud of their individual and collective achievements during Corps Week. As always, Corps Week remains a great opportunity for the RA Sigs community to come together and 7 Sig Regt should be congratulated on coordinating a well organised and highly enjoyable event. Certa Cito!
THE OVER TRAINING OF TRAINEES – By WO2 Jeff Mohrwinkel – DFSS
To what extent we should train our workforce is an ever present question. This is a particularly divisive topic when new technology is introduced and the workforce scrambles to figure out how to employ it and what training is required. This is particularly true for the ECN 662 trade since the introduction of BMS/BGC-3 and the introduction of FPECM training into their trade continuum. The ever present risk of overtraining is one that needs to be addressed within the RASIGs community to decide exactly what our workforce needs.
Historically within the ECN 662 trade the longest course you will complete at the Defence Force School of Signals (DFSS) is your Initial Employment Training (IET) course which is currently 112 days duration. This course has 15 modules within the Learning Management Package (LMP) and covers a whole range of training from RF Theory, IT Essentials, Typing, Radio training (both VHF/UHF and HF), Force Protection and Electronic Counter Measures (FPECM) and Battle Management System (BMS)/BGC3.
Currently the FPECM qualification requires the student to be trained on two pieces of equipment (Mounted and dismounted), however there is a push to extend this training out to include all pieces of equipment within the FPECM suite. It could be argued that equipment specific training should be just in time training due to the specific and critical nature for which it serves. It is highly unlikely that ECN 662’s will use the specific equipment except while serving on deployment. It is at this time that the equipment specific skills become critical and current training that is still fresh in their minds is required, not stale information and skill garnered from a promotion course conducted years before. It is therefore proposed that FPECM training received on promotion courses should be purely theoretical in nature. This will ensure our ECN 662 workforce have the requisite knowledge on the theory of FPECM without overtraining them on equipment they will not use. This will also address the issue of the sunset clause for FPECM training. Currently, staff with FPECM qualifications must re-qualify every three years, which poses a problem for the majority of the ECN 662 workforce that do not regularly, if ever, touch FPECM equipment within their normal course of duties. Just in time training for FPECM equipment specific training alleviates the concerns with the sunset clause, ensuring personnel who need these qualifications for operational requirements have the most up to date training possible before putting their skills into action in a live environment.
The second suite of training that needs to be addressed is the BMS/BGC-3 training continuum, specifically the most advanced course, the BGC-3 System Planners course. The skillset trained during this course is limited in use by the majority of ECN 662 staff. These skills will primarily, if not exclusively, be used within the Network Support Sections (NSS). Currently all ECN 662 staff receive this training during their SUBJ 4 SGT, which has historically seen a high failure rate for this module due to the highly technical and specific nature of the course. This places a significant burden on DFSS in the training of all ECN 662 SGTs to this level when in reality, only a very small percentage of them will work within a NSS. Much like FPECM equipment specific training, kit is proposed that this course would be better suited as just in time training for those members who are posting into a NSS IOT ensure we are not expending resources in a resource constrained environment on training that is not required by the majority of those who receive it.
The continual improvement of our workforce is a task that is not the sole province of DFSS, it is the responsibility of the entire RASIGS community regardless of position. Robust discussion on the level of training for our workforce is needed to further refine the ECN 662 training continuum to ensure our members receive world class and leading edge training throughout their careers.
COMSEC AND SPECTRUM OPERATIONS TRAINING
The Defence Force School of Signals (DFSS) has been conducting the COMSEC and Spectrum Operations Course since 2015. This course program is aimed to provide the Communications System Operator (ECN 662) with the skills, knowledge and attributes necessary to work as a COMSEC manager or spectrum appointment in an ADF position. The program covers Defence COMSEC Accounting Course, Spectrum Management Foundation and the Communications Planning Software Course. Two of the programs that are taught during this program are the Systems Planning, Engineering and Evaluation Device (SPEED) and Spectrum XXI (SXXI).
SPEED is a fully integrated system for generating, storing and disseminating communication information. SPEED provides rapid communication planning and support for maneuver warfare in rapidly changing tactical environments. The Communications Planning Software Course (SPEED) has been running successfully at DFSS since its pilot course in May 2015. The aim of this course is to train selected ADF personnel in the use of current in-service communication planning software applications as an aid in the communications planning process. This course has been designed to be conducted at unit level as formal off-the-job training to assist in planning of Radiofrequency Spectrum operations at differing levels. A consolidated Spectrum Management planning activity, utilizing SPEED, has been employed at DFSS as part of the planning process for the bi-annual DFSS Combined Field Exercise held at Puckapunyal Military Area. The SPEED training package has recently developed in order for it to be delivered via an exported training model. This training method is successfully being conducted at the School of Armour. Modernisation plans for SPEED include refining the quality of the exported training package and the progression of the communications planning software course to its current operating version and its subsequent integration to Defence Force School of Signals Spectrum Management Training.
SXXI has been conducted successfully at the DFSS since the pilot in Aug 2015. The purpose of this course is to provide ADF communicators employed in spectrum management roles, with theoretical and practical skills and knowledge to operate the spectrum management software planning tool in the joint environment. SXXI is an automated spectrum management tool that supports spectrum planning as well as near real-time management of electromagnetic spectrum with emphasis on assigning compatible frequencies and performing spectrum engineering tasks. SXXI is a frequency de-confliction tool that grants the assigner the ability to successfully operate in the EMS and will be able to provide commanders a robust spectrum allocation for the required activity. It is hoped that In the near future SXXI will be introduced at the Brigade/FEG formation at the CSR/CCS level. This will grant access to units and sub units more spectrum that is currently issued by single service frequency management cells.
SXXI is a client/server, Window-based software system that provides frequency managers with a single information system to address spectrum management automation requirements. SXXI supports operational planning and management of the radio frequency spectrum with an emphasis on assigning compatible frequencies and performing spectrum engineering tasks.
With the introduction of these two programs, communication planners will be able to predict, profile and assign the desired spectrum without the need to contact outside agencies. The current culture change for Defence spectrum management requires collective modernisation in line with Tri-Service consolidation that enhances Defences capability within an ever changing threat centric global environment.
Leuitenant & Signaller of the year – 2017
LT Ashley Carter
LT Carter has performed to an excellent standard throughout 2017, both in his primary role as the Unit Welfare Officer (UWO) and as the Regt’s lead on cybersecurity. His performance, particularly with regards to cybersecurity activities has been noted by several senior officers include HLC and COMD 1 Div.
Despite being volunteered as the UWO, LT Carter has displayed admirable enthusiasm for the role. He rapidly established processes within the Regt to support soldiers welfare and improve the efficiency of Welfare Boards and reduce the burden on the Squadrons. He has established effective relationships with a range of stakeholders, both internal and external to the Regt and rapidly built his knowledge of Defence policy relating to welfare and the medical system. Of note LT Carter has been involved in managing a number of sensitive and difficult personnel matters, some with CA level attention, where his support has proven invaluable to a successful outcome.
Whilst LT Carter’s performance as the UWO has been commendable it is his work as the Regt’s lead on cybersecurity where he has particularly excelled. LT Carter has a fierce determination to develop the ADFs fledgling cybersecurity capabilities as demonstrated by his significant commitment of time after hours spent developing the cyber-skills of members of 1 Sig Regt and other units on garrison. LT Carter has led by example, developing and helping deliver a cyber-skills training package to interested 1 Sig Regt personnel that has been delivered on a weekly basis. LT Carter has also been instrumental in developing a concept and seeking support for an Army Capture The Flag cyber event. This has clearly demonstrated his persistence, ability to influence key stakeholders and conceptual thinking. LT Carter continues to develop his own considerable level of skill and knowledge through studying a Masters of Cyber Security.
LT Carter represented the ADF as a Defensive Cyber Operations Team (DCOT)Team Leader, as part of an 80 person ADF contingent, during the recent US CyberFlag/Cyber Guard exercise. This activity was a critical enabler for FVEY integration and thepreparation for ADF DCO certification in the future. As noted by SO1 Cyber, LT Carter was instrumental in developing Army’s TTPs and SOPs for a DCO Team and resulted in thecertification and special mention of Army’s first DCO capability by US Cyber Command. LTCarter personally developed the lead up training for the Army DCO Team, he conceptualised and developed SOPs that set the conditions for a successful deployment of Army’s DCOTeam. LT Carter’s understanding of the technical role of DCO, coupled with his ability to lead a small, talented, and technical team ensured Army’s success at CF/CG.
On return from CF/CG, LT Carter deployed on Exercise TALISMAN SABRE 17where he led 1 Sig Regt’s defensive cyber detachment including assisting in developing the cyber training serials used during the exercise.
During the exercise he led a small team responsible for providing advice to the Commander on the cyber threats encountered as well as developing TPPs to assist with Army’s approach to network defence. He was required to brief the Commander and staff of HQ 1 Div on the cyber threat and procedures for minimising the cyber related risks.
LT Carter’s enthusiasm, dedication and vision, particularly with regards to developing Army and Defence’s fledgling Defensive cyber capabilities are what sets him apart from his peers. His impact from the regimental to strategic level and amongst allied nations indicate his suitability for recognition as the 2017 RA Sigs LT of the year.
SIG Richard Connell
SIG Connell has embraced the challenges of performing the role of BTN CPL in 7 CSR single-handedly throughout 2017. In his role he has been responsible for the coordination of unit level maintenance of bearer systems, as well as the streamlining of NSS SOPs. His work on developing the 7 CSR router training lab has been passionately executed and required him to cross-pollinate his subject matter expertise in the 665 trade with server building and network design usually conducted by 661s. SIG Connell has exceeded the expectations of a signaller in his trade and demonstrates a comprehension of sophisticated concepts that belies his rank and trade.
SIG Connell has shaped his personal interests to meet unit and corps lines of effort in his role within NSS. He has been instrumental in the development of the 7 CSR router training lab through both equipment acquisition and concept design. His drive and ambition to apply network security and monitoring concepts to 7 BDE BMS networks lead to the adoption of WireShark by 7 CSR NSS and its successful integration and use on Brigade Level exercises. He has embraced the possibilities presented by 3D printing and undertaken significant projects on behalf of the unit at his own expense, designing and printing bespoke equipment solutions to enable rapid development of unit training without the burden of acquisition lead times. He has demonstrated an admirable commitment to professional development with a view to improving the focus cyber and network security in a tactical environment.
For the duration of 2017 SIG Connell has been the only ECN 665 in 7 CSR NSS and managed to match and exceed the expected output of a fully manned NSS BTN detachment. When required to perform rear details or during periods of time when other members of NSS have been on extended leave or away on course SIG Connell has embraced the burden of additional trade responsibilities and demonstrated
immense capacity to achieve commanders intent. SIG Connell’s ability to meet day to day responsibilities and tasks, whilst also continuing to achieve additional demands of his time, is indicative of a highly organised and focused individual with an appreciation of the bigger picture as would be expected of an NCO.
SIG Connell consistently exceeds the expectations of a soldier within the Australian Army. In his role he frequently represents the unit, the corps, the Army and the Australian Defence Force with his regular interaction with other units, Defence Contractors and members of the Australian public. His respectful and professional manner has been noted by others to his chain of command on multiple occasions. The passion he shows for continued professional development is indicative of a soldier who is committed to developing the profession of arms as a highly skilled soldier and individual.
SIG Connell works extremely well in a very small team of dedicated soldiers. He is fully aware of the role he and his peers play within the Brigade as a member of NSS. He has consistently shown an acute understanding of the need to a signaller to be a subject matter expert within his own trade, as well as developing an absolutely infallible understanding of the other trades within Signals and how they must work together to meet commanders intent. SIG Connell knows the value of continued professional development, and arguably more importantly understands the value of developing the team as a whole. He is consistently engaging in knowledge sharing to enable the unit and corps to grow.
SIG Connell is consistently well groomed and applies the same level of care to his presentation as he does to the maintenance of his equipment. His adaptable communication style allows him to engage with all levels of rank and technical abilities to ensure the corps is represented well in any situation.
SIG Connell is an exceptional ECN 665 and candidate for RASigs Soldier of the year. His work throughout 2017 in NSS has belied the fact that his team has been consistently undermanned. He has embraced the challenges of being the only ECN 665 in NSS and taken on the responsibility of managing unit level maintenance of bearer systems with aplomb. His commitment to continued professional development of both himself and his peers is indicative of an individual who enjoys the challenge of learning and will not allow the corps to rest on its laurels. He is a positive soldier and exceptional example of how an intelligent and driven soldier can influence a unit in the pursuit of a common goal.
THEATRE COMMUNICATION GROUP 4
By Maj B. Pye, OC Expeditionary Squadron, TCG-4
Introduction
The latest evolution of form body communications support to operations in the Middle East is the Theatre Communications Group (TCG). This Task Group (TG) is responsible for the provision, maintenance, coordination and interoperability of strategic C4I services to Australian and supported Coalition forces within the Middle East Region (MER). This tri-service TG consists of a headquarters/Deployed Communications Management Group (DCMG), two squadrons/Communications Control Groups (CCG) – the Joint (but primarily Army) Expeditionary Squadron, and the RAAF (including one Navy member) Gulf Squadron – and subordinate nodes, which support HQJTF633 and TGs geographically dispersed across eight locations in six different countries.
The latest rotation to return from the MER was Theatre Communications Group-4 (TCG-4), on which I was fortunate enough to be selected to command the Expeditionary Squadron. We were the first Air Force-led TCG, commanded by WGCDR M.R. ‘Muppet’ Mammana, who was dual-hatted as the CO TCG-4 and as the HQJTF633 J6. TCG-4’s manning was drawn from 22 Army, RAN, RAAF and NAG units, with the majority coming from the 1st Combat Signal Regiment (1 CSR) and the RAAF’s No. 1 Combat Communications Squadron (1CCS). The 1st Brigade and 1 CSR were tasked as the mounting headquarters and unit respectively.
1 CSR’s road to TCG commenced shortly after the entire regiment had participated in the Road to HAMEL 16 exercises, and had been certified as Ready. We then spent the next four months conducting deep Missions Specific Training (MST) on all of the equipment and systems currently deployed which are not used in the Raise, Train, Sustain (RTS) environment. Luckily, having spent the first half of the year learning about and getting trained on all of the new systems being rolled out in the RTS environment, our soldiers were primed and ready for that task.
Shortly before the Agreed Mounting Point (AMP), 1 CSR restructured so that all deploying personnel came under 105 Sig Sqn, which went on to form the SHQ, Operations group, and the majority of the Expeditionary Squadron and the Theatre Line Detachment (TLD). This was 105 Sig Sqn’s second deployment as a squadron, the first being as the Afghan Signals Squadron as a part of Force Communications Unit – 4.
TCG-4 gathered in Darwin for the AMP in November 2016, in preparation for our Mission Rehearsal Activity (MRA) and Certification Exercise (CERTEX). We received and built the Pre-Deployment Training Fleet (PDTF), then undertook the very short work up and CERTEX, before spearing back off to our respective home locations for the Christmas break. Due to our staggered deployment into Theatre in late January and early February 2017, and dispersal of the nodes across the full breadth of the MER, the CERTEX was the last time TCG-4 were in one location until regrouping in Camp Baird at the end of our deployment.
TCG-4’s rotation occurred during a period of significant CIS activity in the MER. This included, among other things, the commencement of the MER CIS Refresh Program and deployment of Field Installation Team 31 (FIT31), the eDLAN recon, and the introduction and transition to the Defence Cryptographic Accounting Management Manual (DEFCAMMAN), replacing the ADFP 6.0.3.1. In the various Areas of Operation, we were affected by an increase in Taliban action in Afghanistan (including the May 2017 truck bomb attack in the Kabul Green Zone), and the liberation of Mosul in Iraq.
The environments into which the various nodes were deploying were also varied. While the (relatively) cooler February weather was nice for the various Gulf State and Iraq nodes, the feet of snow which greeted the Kabul and Qargha nodes (some members of which had never even seen snow before) was something no training in Darwin could ever prepare them for! But they got their revenge; as the rest of us sweltered through the Middle East summer, their showers still had cold water. Each of the nodes was praised by the respective TGs and HQs they supported for their hard work, dedication, and integration with the local elements. Many of these efforts and initiatives were duly acknowledged by the larger than usual number of commendations to the members of TCG-4 by CJTF. Highlights for each location included:
AMAB Node successfully conducted the move of the Node and DCMG to enable continued support to HQ JTF633 during the security upgrades, and the installation of the Containerised Data Centre. They were also responsible for the trial and future implementation of enhanced network monitoring capabilities; the development and implementation of an enhanced situational awareness capability for Commander JTF633; in addition to (like many of the nodes) the resolution of a number of long standing server, application and web-based access systems deficiencies.
Taji Node was responsible for the implementation of a full TRANSEC network across the base (despite rats in the routers), upgrading of wiring and cabling in key facilities, and the reclamation and remediation of bearers. They were also responsible for the extension of services to the Physio (a critical task for the Commander TG TAJI IV), and integration of the Singaporean medical team.
Gulf States region: The RAAF squadron’s nodes were responsible for the accreditation and certification of the largest number of their numerous stand-alone and mission specific systems to date. Their manning enabled them to also develop a number of capabilities and processes which enhanced security across the TCG.
The one member of the Expeditionary Squadron in the region, SIG Parkhurst, was responsible for the move and re-cabling of Australia House, as well as outstanding support, above and beyond both rank and trade, to the elements in support of HQ Combined Joint Task Force – Operation Inherent Resolve. This performance was recognised not only by a CJTF Commendation, but by him being selected as the 1st Brigade Soldier of the Year.
The TLD, under the experienced direction of SGT Dave Evans, worked throughout the various TCG locations. In addition to their extensive work in assistance of FIT31, the TLD installed and remediated more than 45 km of fibre, CAT5 and legacy copper cabling across the MER.
Early in TCG-4’s deployment, the differences between the System Configuration Documents for the CIS systems within the MER that the strategic agencies were working with, and the reality of the systems on the ground, led to significant outages. The documents were outdated, and in some instances had not been updated since 2009. All nodes undertook a major body of work to update the documents and their hard work should ensure these outages do not occur in the future.
TCG-4’s deployment was a challenging and rewarding experience for the majority of those who deployed. Highlights for many members included: the Joint nature of the deployment providing members with the opportunity to leverage and learn from the strengths of the other services; and the opportunity to work and socialise with Coalition partners.
THE WAY AHEAD
Notwithstanding the success and outstanding work of all the soldiers, sailors and airmen and women of TCG-4, there remains areas where we, as a Corps, could improve in order to best prepare our signallers for deploying on contemporary operations, and to provide the best structure and manning for the Force Element (FE). These and other areas for improvement are discussed in greater detail, and at the appropriate security level, in the TCG-4 PORs, which I recommend to any future deployed staff. While appreciate there is no single panacea and in reality our support to operations is complex, I believe we should strive for continual improvement. The topics that I wish to focus on, in an effort to fuel discussion across the Corps, are: the PDTF, the rotation cycle, and the manning of the TG.
TRAIN AS WE FIGHT
While the MRA is professionally executed by the J6 cell from HQ 1 Div, the format of the MRA is, upon reflection, ineffective for adequately certifying the preparedness of personnel for the contemporary deployed environment. This is due to the brevity of the activity and the lack of simulation of a high threat cyber risk environment, but most importantly: the PDTF does not replicate the deployed environment, a point which warrants closer examination.
There is no DLAN system available in Australia that replicates the systems utilised in the MER. The complexity and extensive use of terrestrial trunks (with their associates tunnels and architecture) is neither replicated on RTS exercises, nor, more importantly, in the MRA. The PDTF is made up of regular DLAN suites, whereas all of the suites in the MER are Hybrid DLAN suites. To complicate matters, these Hybrid DLANs have grown and evolved in capability and complexity over nine plus years of deployment. Additionally, these systems have been tinkered with and moved further and further from the baseline by each rotation; unlike the PDTF, which is built, baselined and configured by the very group being certified on its operation. The delta between the Hybrid DLAN and the PDTF is considerable.
By the PDTF not replicating Hybrid DLAN suites, it is only when members arrive in the MER that they have exposure to the reality of the systems. Once in situ, they are required to apply their knowledge of RTS systems in order to adapt to, learn about, and maintain a Hybrid system with different and complex architectures, with varying degrees of success.
I would pose to the reader: Would we FORGEN, OPGEN and certify a soldier on an F88, then issue them a different weapon system in Theatre and send them out on patrol?
To address this difference between the PDTF and Hybrid DLANS, and better prepare our soldiers for operations, I would recommend:
A Training Needs Analysis of the MRA be conducted to ensure that the activity is assessing deploying FE against the skills, knowledge, attributes and qualifications needed to manage, administer, sustain, audit, protect and employ enduring CIS systems within a high threat cyber environment.
The PDTF is changed to a Hybrid DLAN with SharePoint (now a key capability in the MER) and other applications resident on the MER systems to best simulate business processes and equipment management.
The PDTF is sent to the respective CSR and 1 CCS Flight as early as possible during the MST for them to build (as close as possible) to a snap shot of the MER suites at that time, and maintain as a network for the months leading up to their MRA. The mounting elements could use this suite to do all their pre-deployment planning and work, in order to replicate user requirements. This would allow the FE to practice the SOPs, auditing skills and change management, potentially with injects from 1 Div remotely to simulate the high threat cyber risk. Currently, the lack of knowledge around long-term maintenance creates a defensive-cyber risk. This would also have the added benefit of removing the responsibility of maintaining the PDTF suite from 1 Sig Regt, which has historically been notoriously difficult, due to their competing priorities.
ROTATIONAL ALIGNMENT
The alignment of the current rotation model with the Ready Phase of the Force Generation Cycle (FGC) creates timing conflicts which results in both the prevention of maximum participation in the major RTS/Certification exercises, and misalignment with the posting cycle.
HAMEL/TALISMAN SABRE (TS). Before commencing their MST, 1 CSR undertook all of the Road to Hamel 16 activities. TCG-4 AMP’ed in November 2016, conducted their MRA and CERTEX in early December, before deploying in late January/early February 2017. I assess the timing and duration for the MST was optimal to support our deployment schedule. It was the MRA/CERTEX occurring before several months away from work that caused disruptions in the maintenance of tempo, focus, and corporate knowledge once we deployed.
By comparison, TCG-5’s Expeditionary Squadron’s CSR FE were ‘ring fenced’ and were not able to participate in any of the Road to TS17 activities. However, the structure and requirements of HAMEL/TS meant that the RHQ element were unable to be ‘ring fenced’. Consequently the RHQ – which made up the majority of TCG-5’s RHQ and DCMG – were required to participate in TS17 and then to deploy very shortly thereafter in September 2017. These differences in priority and preparation highlight that there are inconsistencies with preparing forces for operations which warrants further analysis to determine a more optimal solution.
Posting cycle. The current deployment timing’s misalignment with the posting cycle means that the pool of people for each CSR’s second rotation is significantly reduced. TCG-4 was drawn from 22 ADF units. The current rotation model means that historically, every second rotation from a CSR is drawn from double that number of units, which will have never trained together.
To better appreciate the challenges of aligning the FGC and Posting cycle with operational preparation I recommend a holistic review of the current rotation dates. While it is unlikely that Army will significantly modify the FGC within the next two years, we should be able influence when our people deploy in order to align it more appropriately with the calendar year, upon which the posting cycle and everything else is based.
TG STAFFING
Even a cursory comparison of the new post-UER CSR establishment to the rank, trade and experience of the TCG Operations Staffing document (OSD) will identify that the current CSR is challenged to support two successive TCG rotations. This situation is exacerbated by the reality of the ongoing dearth of junior and senior NCOs in every CSR.
I recommend a root-to-branch review of the TCG manning, regardless of if we are to, or even can, persist with each CSR being tasked with two sequential rotations in order to fit the FGC, on top of CAPD tasks. Points for consideration as below:
Administration, Logistics and Command Support. The organic administrative, logistic and command support for the current TCG has not been appropriately resourced after the TG was established using the previous FCE force structure.
Balanced support across the MER. The current OSD does not reflect an equal distribution of trades, skills and ranks across the MER. This is most keenly felt in Afghanistan.
EQs and requirements. Key positions have very specific requirements, and those positions will need to be drawn from organisations outside of the online CSR. E.g. the chances of finding a PV ECN665 outside of 6 CS Brigade are slim to none. The chance that AGSVA will be able to get a PV upgrade complete with less than two years’ notice is even less likely.
Command TCG-4 observed that the maturity of systems and processes in place within TCG are far below that which could reasonably be expected of an organisation that has been deployed, in one guise or another, for well over a decade. While all the benefit of form body rotations are recognised (and those organisations within TCG-4 which had trained and worked together in RTS were by far the most cohesive and productive), TCG-4’s official recommendation to mitigate this lack of long-term focus was to implement a force flow built around a staggered/trickle feed rotations vs full form body rotation. While this should not be discounted for analysis, it is command that drives consistency. The ability for a CO to deploy for the CSR’s two rotations should be considered.
While I appreciate that these points may not be new, nor is there a single panacea, there remains the requirement to review particular aspects of our preparation, deployment cycle and manning to enhance our support to operations in order to further Australian interests in the MER. These points are also to ensure that our soldiers are appropriate equipped to perform the duties expected of them. It is also recognised that these points are not for the Corps of Signals to solve in isolation. A robust and balanced discourse with key stakeholders from the Defence communications community (RAAF, RAN, CIOG and HQJOCC) is required to further review and improve our collective support requirements. I consider a TEWT during a DFSS sponsored training activity presents as a suitable forum to provide dedicated staffwork to progress all or aspects of the points raised.
CONCLUSION
TCG-4 successfully achieved its mission in the provision of effective and timely CIS effects to enable national C4I and interoperability with Coalition partners in the MER. The hard work, initiative and adaptability of our soldiers, sailors and airmen and airwomen significantly enhanced CIS capabilities in the MER and improved CIS system integrity and availability, which enabled the war fighters to prepare for and undertake their missions. We as a collective communications community have a workforce enabled by very capable and competent individuals. All members should be very proud of their performance.
However, there is always room for improvement. Unlike other TGs, which are the responsibility of multiple Arms or Logistics Corps, RA Sigs has the ability, and responsibility, to shape our support to contemporary operations with the TCG, although this should not be done in isolation. The MRA and PDTF are the easiest to change, and should be the priority for analysis and reform, focusing on cyber security and long-term maintenance of a system that reflects the suites used in the MER, not replicating the RTS exercises. The rotation, manning, and command of the TCG should be examined if we are to persist with post-UER CSRs manning multiple sequential rotations and CONFE; and adequately administering, and logistically supporting and command supporting these rotations.
These problems are not new, but they are ones we need to and can improve, in order to best support ongoing operations that are unlikely to diminish in the foreseeable future.
MAJGEN MICHAEL CLIFFORD, AM, CSC
MAJGEN Michael Clifford sadly passed away on 02 November 2017. However, his passion for the Royal Australian Corps of Signals, enduring connection to the Special Forces community and significant contribution to Army and Defence and will never be forgotten. MAJGEN Clifford was an outstanding mentor and his thinking was well ahead of its time.
In thinking about MAJGEN Clifford’s legacy to Defence, it is important to understand his early experiences and how these influenced his views and actions. As a junior officer, CAPT Clifford was one of the few officers to express the view that RA Sigs was an intrinsic part of Army’s tactical manoeuvre. This view was formed by his lessons in leadership and the lessons learned by the United Kingdom in the Falklands War. He released that Army’s units needed to be ready for military operations at all times, with little notice, and they must be able to rely on its communications equipment and personnel. This view was further shaped during his deployment with UNTSO in 1987/88 where he was greatly affected by the death of CAPT Peter McCarthy. In January 1988, CAPT McCarthy was killed by a landmine in southern Lebanon while on a vehicle patrol. As a result, he understood that all military operations were dangerous, the unexpected happens, and that you should plan for the worst.
In addition and as a tactics instructor at the Land Warfare Centre, he realised that not only was it important for RA Sigs Officers to ensure their capabilities were ready. They also needed to be taught how to brief commanders on how communications and electronic warfare could support their plans and operations. This was a key theme during his deployment as part of the operational analysis team to Operation Solace in Somalia in 1993. Similarly, his appointment as the Director of Electronic Warfare and Special Intelligence confirmed to him that it was also critical to understand an adversary’s communications and electronic warfare capabilities and their potential impact on your plans.
In view of these experiences, he considered many in RA Sigs to be too comfortable and accepting of the status quo, and intellectually idle. This shaped his command and leadership philosophy and drove an overwhelming passion to ensure the Corps, its people, and its capability, remained relevant and were considered an important element of war fighting among Army and Defence leadership.
The then LTCOL Clifford’s passion for the Corps and its relevance continued in his role as Commanding Officer of the Army School of Signals (Jan 96 – Dec 97). During his tenure, he demonstrated his discontent for the theory that Signals was simply an enabler, and embarked on a journey to emphasise the importance and relevance of Signals to the War Fighters as an integral element of manoeuvre. His first step was to review and redesign the advanced courses for RA Sigs Officers, Senior Non-Commissioned Officers and Warrant Officers.
The courses were updated with a focus on solving complex communications and electronic warfare problems and how CISEW technologies would support the commander’s plan, rather than just how the technology worked. There were three key elements to his plan. Firstly, was inculcating Electromagnetic Spectrum Operations as a concept. Secondly, improving the planning skills of the Corp’s junior leaders, and lastly to align the Officer, SNCO and WO courses to enable overlapping common planning modules.
LTCOL Clifford was one of the first in the community to recognise that communications appreciations need to be greater than just understanding assets and the Commander’s plan. It was just as important to understand the capabilities of our adversaries and how they would use the Spectrum against us. This also included incorporating our own EW capabilities into the planning process to support the Commander’s plan.
To achieve this, and in line with the introduction to Army of the Military Appreciation Process, he designed and implemented the Signals Planning Process as the central focus for advanced training and aligned the Officers, Senior Non-Commissioned, and Warrant Officer courses. As a result, the Army School of Signals could focus, not only training the Corps how to plan, but also expose them to operating in Squadron and Regimental Operations teams and practice the Corps at briefing Senior Officers outside of the Corps.
As a direct result of LTCOL Clifford’s passion, significant improvement to the Corp’s planning capability was achieved – this raised the profile and relevance of the Corps to Army and Defence. He did this with compelling argument which created opportunities for those that followed him. In this regard, he was thinking years ahead of his time. For his passion and determination to improve training as the Commanding Officer of the Army School of Signals, LTCOL Clifford was awarded the Conspicuous Service Cross. It is clear today that MAJGEN Clifford’s personal contribution to the Corps as a Commanding Officer paved the way for promotion into Army’s Senior Leadership – where he continued to influence the future of the Corps and Defence.
As MAJGEN Clifford progressed through the senior ranks his understanding of the strategic environment and his ability see past the superficial to achieve a long-term strategic vision was beyond most. He set the path for thinking into the future that enabled Army’s senior leadership to understand and adapt to the next generation force. In 2002, the then BRIG Clifford had a significant influence on the future of Defence’s Information Systems framework and architecture. Together with Mr Patrick Hannon, Defence’s first Chief Information Officer they developed a strategic plan for the Defence’s Information Environment (DIE) and the concept of an integrated strategic and tactical environment that emphasised support to the war fighter. This became the foundation for the now Chief Information Officer Group (CIOG) and its support to the ADF. Concurrently, he performed the role of the ADF J63, promoting the concepts of CIS operational planning between the then Strategic Command and HQ AST and representing the CIS community at key ADF leadership meetings.
As the Director General of Future Land Warfare in AHQ in 2003, he fostered Army’s Armoured capability and was instrumental alongside the Chief of Army in driving the ‘M1 Abrams’ tank replacement proposal through Government. Similarly, he in close collaboration with COL Paul Straughair shaped and influenced Army’s modernisation framework – a Hardened and Networked Army. Simultaneously he robustly influenced the structure of RA Sigs through expansion and reforming Brigade Signals Squadron into Combat Signals Regiments. As Director General Preparedness and Plans (2003-4), BRIG Clifford supported the ADF recognition and response to the emerging Improvised Explosive Device threat to ADF personnel and recognised the need to normalise a Communications Staff Officer Grade 1 presence in the MEAO. This initiative was the catalyst to the creation of the Force Communications Unit.
On promotion to MAJGEN into the appointment of Head Information Capability Management Division in CIOG and Strategic J6, MAJGEN Clifford adopted a focus on support to ADF Operations. This included expanding the Strategic J6 role as the principal Communications adviser to the CDF and representing the CIS community in key ADF committees. As a result of his leadership, CIOG continued to mature into an organisation that could support the ADF across the Strategic, Operational and Tactical domains.
Concurrently, MAJGEN Clifford conducted the role as Head of Corps – Royal Australian Corps of Signals over the period Oct 2001 – Jun 2006 in the ranks of COL, BRIG and MAJGEN. During this time, he drove several key initiatives that have shaped the Corps we see today.
These included, establishing the HOC as the advisor to Chief of Army for communications Each and every one of these initiatives remain enduring to the present day. capability and invigorating the ‘professional communications discussion’ throughout the Corps. However, his most significant contribution during this period was his ongoing efforts to ensure the Corps was relevant to the War Fighter. To support this he lead the revision of the Corps and redesigned its role to ensure it was aligned to a combined arms effect – long before the rest of the Corps recognised the reason and need.
While many will remember MAJGEN Clifford for his legacy on the Corps, Army and Defence, those closest to him will remember him as an outstanding mentor and advocate. His mentoring of officers both within and outside his chain of command was memorable, altruistic and valued by many. In particular, he was known as one of the few who took the time to impart his knowledge and understanding of the pressures and politics to his subordinates – much to the confusion of many staff officers would only learn the wisdom of his words at a later date.
As Head of Corps, he continued a focus on the development and professionalisation of officers in the corps, and would support and advocate on behalf of RA Sigs Unit Commanding Officers and Squadron Commanders. He took great pride in ensuring the Corps had a voice within the Brigades and wider Army. It was due to his leadership and guidance that RA Sigs officers gained in confidence to compete successfully with their ‘war fighter’ peers which elevated the number of Signals Officers to the senior ranks. It was clear to everyone in the Corps that MAJGEN Clifford was the Head of Corps and that he ‘had their backs.’
The same can be said of his civilian career where over the last decade as the Managing Director of GD Systems Australia, the Managing Director of Defence business at IBM, with the University of Adelaide, with ASPI and at the University of NSW he has achieved similar outcomes.
It is without a doubt, that MAJGEN Clifford’s legacy on the Corps, Army and Defence will be felt for generations. You only have to look around you – the Corps, Army and Defence that we experience today, is by and large as a result of his efforts and support. His contribution to the Corps, Army and Defence will always be remembered.
BRIG KEITH R. COLWILL, CBE, OAM
17537 BRIG Keith Colwill CBE, OAM, died peacefully on the morning of 08 March 17. His significant contribution to the RA Sigs and veteran community both in service and as the honorary Colonel in Chief is a proud legacy. The funeral was held at 1030 h on 21 March 17 at the Bunurong Memorial Park in the Stratus and Cumulus Chapel. On behalf of the Corps, the Defence Force School of Signals was honoured to have been invited by the Colwill family to conduct a Military Funeral to farewell the BRIG.
17537 BRIG Keith Colwill CBE, OAM, died peacefully on the morning of 08 March 17. His significant contribution to the RA Sigs and veteran community both in service and as the honorary Colonel in Chief is a proud legacy. The funeral was held at 1030 h on 21 March 17 at the Bunurong Memorial Park in the Stratus and Cumulus Chapel. On behalf of the Corps, the Defence Force School of Signals was honoured to have been invited by the Colwill family to conduct a Military Funeral to farewell the BRIG.
The Military delegation was led by Head of Corps RA Sigs, BRIG Marcus Thompson AM, with notable attendance from serving and retired Senior Officers throughout the Corps. Such was influence and effect of BRIG Colwill’s longstanding leadership and mentorship, that five previous Commanding Officers of the Defence Force School of Signals in addition to current serving Commanding Officers attended the funeral to pay their respects and support the extended Colwill family.
The funeral was presided by Chaplain Andrew McNeill who led the eulogy of the BRIG’s early life before HOC added to the tributes highlighting the BRIG’s outstanding Military career and his continued dedication to the Corps in his retirement. The eulogy was completed by moving tributes from each of the BRIG’s four Children.
BRIG Keith R. Colwill enlisted with the Australian Imperial Force (AIF) in January 1940 as a Signalman and was commissioned in April 1941. He saw service with the AIF Australian Corps of Signals in Torres Strait, Dutch New Guinea, Papua New Guinea, New Britain and the United Kingdom. As a Captain and Officer Commanding Torres Strait Signals, BRIG Colwill commanded an extensive coast watch network from 1942-43 and was promoted to Major in New Guinea in 1944.
After World War Two, BRIG Colwill served in a number of key appointments following Staff College in 1953. He was General Staff Officer Grade One Operations at Army Headquarters, spent three years in the United States of America to attend Army Staff College at Fort Leavenworth and then served with the Australian Military Mission in Washington DC.
On return to Australia, BRIG Colwill was Deputy Commandant of the Australian Staff College before serving in a number of different and challenging roles throughout the 1960’s. These included Australian Services Attache to Burma, Commander 1st Australian Logistic Support Force, Colonel General Staff Southern Command and Honorary Aide de Camp to the Governor General.
After promotion to BRIG in 1967, Keith Colwill was appointed Chief of Staff and, for a period, acting General Officer Commanding Southern Command. In 1972, in recognition of his long and distinguished career, BRIG Colwill was appointed a Commander of the Most Excellent Order of the British Empire (CBE). BRIG Colwill retired in 1974.
Following his Regular Army Service, spanning 34 years, BRIG Colwill became Colonel Commandant, Royal Australian Signals, Third Military District from 1974 – 1982 and Representative Colonel Commandant of the Corps 1975 – 1980. BRIG Colwill was appointed an Honorary Life Member of the Royal Australian Corps of Signals Association in 1983 and was the patron of the Corps Museum at Simpson Barracks from 1998 – 2007. In recognition of his post service commitment to RA Sigs, including officer development for over 40 years, and services to the veteran community and their families, in the 2015 Queen’s Birthday Honours and Awards BRIG Colwill was awarded the Medal of the Order of Australia.
BRIG Keith Colwill’s dedication and commitment to the Nation since 1940 as a RA Sigs Army Officer and his post Service dedication to junior Officer development supported by his mentoring of Senior RASigs Officers and preservation of National Military History, is unparalleled.