The Australian Experience in Developing a CMD&V Capability

1. The Australian Experience in Developinga CMD&V Capability Australian Airborne Countermeasures Team (AACT) Mark Pitt Head Electro-optic Countermeasures Electronic Warfare & Radar Division, DSTO UNCLASSIFIED

2. Australian Airborne Countermeasures Team JEWOSU DSTO JEWOSU DSTO JEWOSU DSTO EO TEAM EO TEAM EO TEAM RF TEAM RF TEAM RF TEAM TW TEAM TW TEAM TW TEAM SUPPORT and CONTRACTED STAFF The AACT Oversight / Management / Leadership CMD&V SG / CMD&V MP / CMD&V MB

3. CMD&V • Aircraft are fitted with electronic warfare self-protection (EWSP) equipment: • Missile Warning Systems (MWS) • Countermeasures (flares, chaff and jammers) • Countermeasure development & validation: • EWSP equipment doesn’t provide protection in-itself • CMD&V is about optimising and validating the tactics and associated algorithms and protection sequences

4. The situation in 2003 • Cons: • Few platforms had effective EWSP • Limited validation • Everyone was convinced that THEIR platform (and no other) was the HIGHEST priority • The burden of EWSP “tail” was not fully appreciated • Little exposure of EWSP (familiarity) • Pros: • Technical intelligence capability and database • R&D capability in CMs and tactics (DSTO & JEWOSU) • Phase 1/1A of Project ECHIDNA provided for an EWSP ground environment: • A project definition study (PDS) • An Operational Concept Document (OCD) • A budget for equipment and infrastructure • An operating budget • Collocation of JEWOSU & DSTO • PA10 – much of the CMD&V infrastructure developed as prototype

5. The vision • Client focus (GPCAPT Teager, then CO JEWOSU): • Drafting & staffing a DI(G) • Formation of a Countermeasures Branch • Introduction of Tactical EW Analysis Notes to provide single-point EW advice • Limited to ADF aircraft EWSP • Australian Airborne Countermeasures Team (AACT) (JEWOSU & DSTO): • Development of AACT Trial Reporting instead of separate approaches • Dedicated effort by CMB and DSTO Task Staff • DSTO task that incorporates all relevant Division expertise (EWRD, WSD, AVD, ISRD) • Development of the CMD&V Master Plan • AOSG as the client for CMD&V

6. Case Study Outline • The AACT • Key elements: • Agreed prioritisation • Problem breakdown • Transparency • Team approach • Experience and conclusions

7. Agreed Prioritisation • Operational Concept Document (OCD): • No guidance on process for priority • Envisaged series of threat-platform plans • Stovepiped rather than coordinated • Integrated approach to take advantage of commonalities: • many platforms have the same signatures • threats are common to many platforms • similar flares/jammers/CMDS are used • CMD&V Principles on Prioritisation: • Priorities are set, at least initially, without regard to resources • To ensure the process is transparent, a final process of identifying unmet priorities is implemented

8. FEG Operations Threat System MEZ Countermeasure effectiveness Platform residual vulnerability Threat proliferation FEG Threat Rank (1) Force composition weighting (3) ADF threat priority (4) Operating platform priorities • Most important factor is that the process is: • defined, • recorded (in the Master Plan), • AGREED by an appropriate authority, • ADHERED TO (or altered by the appropriate authority). Reduces priority when high effectiveness and confidence Reduces priority when threat knowledge is low

9. DI(G) OPS 13.13, EWSP for ADF Aircraft – CMD&V • Management Body • JEWOSU • CO (Chair) • OIC CM Branch • 2IC CM Branch • EWRD • Head EOCM • Head RFCM • Head Aerosystems EW • Invited representatives • DIO • ADF FEG Commander Reps • Head Pyrotechnics (WSD) • DMO • Steering Group • DG Capability Management – AF (chair) • DG Aerospace Development • Chief of Staff, HQ Air Command • Commander 16BDE (Aviation) • Commander, Australian Navy Aviation Grp • Commander, AOSG • Invited representatives: • Chief of Staff, SOCOM • DG Electronic Warfare (DMO) • ASRP-AF • RL (AIR) – EWRD • Director Missile Systems (DIO) • CO JEWOSU CMD&V authority

10. CMD&V Master Plan

11. Year Year Acqusitions Acqusitions CMD&V Implications CMD&V Implications Signature for HIL Signature for HIL Airframe and CMDS model for HIL Airframe and CMDS model for HIL 2004 2004 - - 05 05 Project Project Flare trajectories for HIL Flare trajectories for HIL Jammer implementation in HIL Jammer implementation in HIL RCS Measurement of platform for RCS Measurement of platform for development of chaff programs development of chaff programs 2005 2005 - - 06 06 Project Project Characterisation of chaff expendables Characterisation of chaff expendables HIL CM effectiveness studies to HIL CM effectiveness studies to ascertain optimal sequences ascertain optimal sequences 2006 2006 - - 07 07 AIR54XX Initial DIRCM trial early FY0607 Initial DIRCM trial early FY0607 2007 2007 - - 08 08 Project Project Resource supplementation Resource supplementation Resource supplementation PA10 Task 6.2 ($x) to implement PA10 Task 6.2 ($x) to implement PA10 Task 6.2 ($x) to implement 2008 2008 - - 09 09 Project Project jammer jammer jammer in HIL (complete Jul 05) in HIL (complete Jul 05) in HIL (complete Jul 05) PA10 Task 7 ($x) partially implemented PA10 Task 7 ($x) partially implemented PA10 Task 7 ($x) partially implemented signature in HIL signature in HIL signature in HIL AEW&C funded laser plume trials (RAF Project funded laser plume trials (RAF AEW&C funded laser plume trials (RAF 2009 2009 - - 10 10 Project Project Portreath Portreath Portreath) ) in Apr 03 and Apr 05 ) in Apr 03 and Apr 05 EWSP acquisition priorities

12. FEG Priorities and Validation Status ANNEX A Priority List EWSP Acquisitions Significant knowledge shortfalls Knowledge Audit Dynamic elements Scheduled elements Priority list development

13. Problem breakdown (or knowledge audit) • Threat systems’ performance, characteristics and vulnerability • Platforms to be defended – signatures, platform configuration, platform performance • Threat warning – signatures of threats, response time, sensitivity, bandwidth and capability of warning sensors • Expendables used for CMs – trajectories, spatial extent, spectra and temporal signature • Jammers – power available, response time, spectra, modulation and beam patterns

14. Knowledge audit – threat example

15. Knowledge audit – platform example

16. Knowledge audit - definitions

17. CMD&V Principles • Problem breakdown: • The underlying knowledge and skills needed to achieve CMD&V priorities, and the time required to develop these, are identified as part of the prioritisation process and are recognised as equally important as operational drivers in achieving the desired outcomes. • Where subjective ratings are used, these ratings are done against a defined scale applicable to CMD&V activity.

18. Priority list example

19. Unmet priorities Dynamic elements FEG Priorities and Validation Status (Annex A) Dependencies Priority List (Annex D) Scheduled elements EWSP Acquisitions Annex B) Significant knowledge shortfalls Knowledge Audit (Annex C) Next FY Next FY NextFY Next FY Annex G – CMD&V Personnel Plan Annex E – CMD&V Activity Plan Annex H – CMD&V Finance Summary Annex F – CMD&V System Plan FY + 2 Etc. FY + 3 FY + 2 FY + 3 Etc. FY + 3 Etc. FY + 2 FY + 3 Etc. FY + 2 Planning in traceable manner

20. CMD&V Annual Report • Transparency: • All activity, system development and personnel development are linked to priorities in a traceable manner. • An Annual Report evaluates performance of the overall CMD&V Master Plan and provides a baseline for the next round of planning.

21. AACT in the field

22. Experience & conclusions • What was required: • Operational imperative, • Auditable prioritisation process (recovery), • Operational engagement, • EWSP fitted platforms, • Effective management of a program, and • Funding. • What we have done: • Defence Instruction (AF) and CAF as Capability Manager, • CMD&V Master Plan, • Steering Group, • Numerous new projects (two-edged sword), and • Management Body, and • Endorsement of Master Plan  Approval of funds. • Challenges: • Sustaining of what has been developed, • CMD&V beyond self-protection and against complex systems of systems, • CMD&V beyond the Air environment