22 Operations Assessment within HQ ARRC
Command and Control 6 layers, JCHAT, JOCWATCH entries, the Daily Fragmentation Order, last Shift Change Brief, Daily Activities Sync Matrix, Authority Matrix and Major Incident Tracker. Without it, the Combined Joint Operations Centre cannot function effectively as a Command Post. T1 data is the most time sensitive priority; it will transfer in the lead up to the Change of Control.
• Tier Two( T2).‘ Semi-Permanent’ data. This is data created during a‘ data cut’( see below) and has not been migrated with the Tier 3 data. It will include work created in PHQ, needed forward in the Deployed Headquarter e. g. Fragmentation Orders, storyboards, Reports and Returns. This information can be emailed under individual arrangements or under Central Staff direction using‘ Mission Information Rooms’ and‘ data buckets’ that are migrated on mass by G6 to the Deployed HQ.
• Tier Three( T3).‘ Permanent’ data. This is data that is unlikely to change for the duration of the operation; captured at a particular time( the‘ data cut’) and then physically moved into the relevant operational CIS domain. It is largely reference material( Standard Operating Procedures, templates, Induction briefs etc.) It will move domains sometime before Change of Control and although frequent access will be required, it will require infrequent updates.
• Tier Four( T4).‘ Non Operational’ data.‘ In barracks’ data that is not required for the operation and remains at PHQ.
Utility of Reach Back: During DEPLOYEX and Ex AF15, a number of staff – in some cases whole branches – remained at Permanent HQ in Innsworth. This presented challenges such as having to hold meetings across a number of time zones and with key staff in a number of different countries; collaborative working practices; IKM practices; and ensuring the situational awareness of key personnel was sufficient to enable them to make appropriate decisions. Technically, the biggest challenge was to prove the battle rhythm could be supported using military bearers. This was achieved and enabled working practices to be suitably adapted by Headquarters’ staff.
Mind set and conclusion
Perhaps the biggest lesson was that mind set and human behaviours must change across commands and staff to enable distributed command. As much as anything else, distributed command takes a conceptual leap that eliminates geography – there is only one headquarter and that is HQ ARRC; the fact that it is split between different geographical locations or time zones should not hinder or impact on the decision making process or timely output to subordinates.
Not just a technical challenge but a whole HQ activity affecting Communications and Information Systems, Information Management and working practices, the experience and metrics gained through successfully deploying overseas a 3 * headquarter in a rapid timeframe has provided a solid platform from which to inform future development. The lessons have already, where time and funding have permitted, been used to inform the shaping of Information and Communication Services in support of further maturing the HQ ARRC Command and Control concept.
In the face of emerging threats, through bold experimentation the HQ ARRC Command and Control concept has proven itself to be agile and responsive; as such HQ ARRC can commence the role of HQ enhanced NATO Reaction Force in 2017 with the utmost confidence.
About the authors:
Lieutenant Colonel Roddy Wilson, British Army, is SO1 G6 Ops Plans at HQ ARRC, has deployed to Kosovo, Bosnia, Iraq and Afghanistan and educated at Cranfield University.
Maj Russ Atherton, British Army, is an infantry officer employed as SO2 G3 Ops Digitisation in HQ ARRC. He has seen operational service in Kosovo, Iraq and Afghanistan and is in post until Sep 2017.
OPERATIONS ASSESSMENT WITHIN HQ ARRC
Mr Andrew Heaton, British Civil Servant & Ms Lisa Scandling, British Civil Servant
Note: This article directly supports the points and assessments made in another article listed in this edition of the ARRC Journal titled The Development of the Headquarters ARRC Command and Control Concept to Deliver Distributed Command. Reading both articles together will better explain the C2 challenges and solutions within HQ ARRC in 2015.
Operations Assessment( OPSA) provides timely independent scientific advice from around the operating environment to support the Commander’ s decision making and is mandated as part of each NATO Response Force( NRF). In addition, the Operational Analysis Branch( OAB) supports the NATO and UK mandate upon the Allied Rapid Reaction Corps( ARRC) to undertake Concept Development and Experimentation( CDE) activity. This includes exploring new and emerging concepts and the provision of evidence based input in to military doctrine and policy. Recently OAB have been developing an understanding of how split location headquarters( HQ) affects collaborative team working and decision making.
During the last year the ARRC has tested a command and control construct; in particular exploring what is required for a split HQ to operate at optimum effectiveness and efficiency.
In January 2016, HQ ARRC held a NATO-wide Operations Assessment conference and meeting at Imjin Barracks, UK
Should the HQ not be able or wish to deploy a full HQ forward a smaller element is deployed forward to execute operations, with the remainder of the HQ supporting via reach back. OAB have been trying to understand how team working, collaboration and human issues are best supported in such situations.
Three recent exercises undertaken by the ARRC have tested the whole HQ deployed to the exercise location, the deployment of an initial command element deployed forward and a split of approximately 50 % forward whilst 50 % remained at the permanent HQ. Throughout this series of exercises email traffic, access to shared areas and interviews have been used to develop an understanding of the team working and collaboration and how it was affected by the differing constructs.
Analysis showing the volume of emails sent per hour for each branch during the initial command element deployment exercise. Breaking this down day by day enables activity to be‘ mapped’ alongside battle rhythm events.