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them to their starting point.
SCALE
3. The size of the neutral organization will depend on the taskings foreseen at the most
intense stage of the exercise.
METHOD OF ORGANIZATION
4. The neutral organization should be based on:
a. a reception area for personnel;
b. a reception area for vehicles and equipment; and
c. a pool of transport.
It will be commanded by an officer attached to Control HQ.
5. The following points must be noted:
a. All vehicles will be marked as neutral and given well marked routes on which to
travel. It is most desirable that these routes be outside the exercise area.
b. Adequate missing arrangements will be required.
c. Personnel being processed must not be separated from the vehicles or equipment
for which they are responsible.
SECTION 5
CONTROL AND UMPIRE COMMITMENTS
GENERAL
1. The ultimate success of any exercise depends to some extent on the effectiveness of the
control and umpire staffs. Much advanced preparation and study are required. It is vital,
therefore, that controllers and umpires receive adequate, early notice.
2. One of the essentials in preparing exercises, both with and without troops, is the
Instructions for Control and Umpires. These must be classified "EXERCISE SECRET" and
include the following:
a. the composition of control and umpire staffs;
b. the date, place and time for umpires' conferences before the exercise and
reconnaissance of the ground;
c. the location of HQ control and chief umpires during the exercise;
d. an Outline of Events describing the main situations with approximate timings,
probable action by troops, and action by umpires;
e. a brief for umpires, where applicable;
f. an allotment of transport, dispatch riders, and means of communication;
g. the arrangements for collecting and disseminating information during the exercise;
h. the arrangements for, and frequency of, reports during and after the exercise;
j. the arrangements for accommodation and messing; and
k. the date, place and time of umpires' conference at the conclusion of the exercise.
3. A table to assist staff officers in detailing control and umpire staff is at Annex Y.
PREPARATION BEFORE AN EXERCISE
4. The following must be understood clearly by all control and umpire personnel:
a. the general outline of the exercise;
b. the initial location of the HQ engaged, whether indoors or on the ground;
c. the detailed situations in their own and nearby areas;
d. the layout of the control and umpire organization;
e. what incidents they will handle and the likely reactions of commanders and troops
involved;
f. what reconnaissance will be necessary for specific incidents; and
g. what messages and report pro-formas can be prepared in advance.
CONFERENCES
5. A series of control and umpire conferences will be held before, during, and after the
exercise. Initially, after written instructions have been forwarded and enough time has been
allowed their absorption, the exercise director or chief umpire will call the first conference to
cover such matters as the aim, scope, lessons, plans of commanders (or opposing commanders if
the exercise is two-sided), systems of control, and method of reporting, This is followed by other
conferences on a lower level as required. During the exercise, controllers and umpires will hold
conferences to discuss progress as a whole or certain specific actions. Discussion of progress is
the task of the chief and senior umpires based on reports from their subordinates and will take
place at selected intervals or when major changes in the situation occur or are required.
6. Incidental discussions between umpires will frequently be required to stabilize situations.
If an action appears to be getting out of hand, umpires should halt it for consultation. However,
this is most irritating for the participants and requires careful timing and judgement. The key to
good umpiring is that before an action takes place, the umpires with the opposing forces MUST
meet and decide how that particular action would develop in battle.
RECONNAISSANCE
7. On outdoor exercises, the reconnaissance is closely related to the initial conference. Most
actions, whether pre-determined or spontaneous, must be considered on the ground before they
start. It must be clear in advance how the action is to be controlled, how much latitude is to be
given to each side (this depends on the relative strengths and positions at the time) and what
scale of umpires is required. Where a large attack is scheduled, senior umpires, after consultation
and reconnaissance, may decide to call in extra umpires from pool and reserve sources. Night
operations always require extra umpires. In this case, the reconnaissance should be by day.
REPORTS
8. Timely reports on the tactical situation and the forecast intentions of formations, units and
sub-units must be submitted through senior umpires to the chief umpire who can then ensure
control is informed. From this information, and from his personal visits, the exercise director can
then decide what action, if any, to take to create the situation he wishes. Umpire reports should
be initially verbal, then written.
9. Significant events are reported at once. Routine reports are normally submitted in the
morning and evening, or as specially ordered. These reports normally include three headings:
a. tactical,
b. technical, and
c. administrative.
It is important that umpire instructions establish the level at which routine reports are submitted.
This will depend on the level of the exercise. Much time can be wasted by routine reports being
written when a short conference by senior umpires could quickly produce a satisfactory summary
of the situation. Junior umpires should be moving around on the ground and not sitting in their
vehicles writing reports.
10. It is essential that umpires be included on the distribution lists of written orders and unit
confirmatory notes to verbal orders. This saves the umpires much time and ensures that the
commander's orders are accurately reported.
11. Umpires with armoured and infantry units will frequently be far too busy carrying out
their functions of painting a realistic picture of the situation and adjudicating on actions to submit [ Pobierz całość w formacie PDF ]