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An adequate communications training strategy must be applied before the unit deploys to the NTC. The unit otherwise finds itself attempting to fix systems and train soldiers throughout the campaign. Training shortfalls have proven to be the kiss of death. Units must employ a signal training strategy that complements the maneuver brigade and battalion training strategies. Communications training opportunities typically occur during simulation and maneuver exercises.

1. Commanders, executive officers, operations officers and battle captains must understand the capabilities of RETRANS operations and existing communications systems. NTC observations indicate that leaders do not understand how RETRANS systems and existing communications systems function, thereby inadequately extending the BCT's ability to communicate both voice and digitally across the NTC battlefield. Commanders, S3s, and staff members must understand simple and complex RETRANS operations. Their ability to communicate across the NTC's multiple corridors is essential to C2. Understanding the communications capabilities is crucially important or the unit will simply not communicate. Commanders and even the most skilled and proficient S3s will have little effect if they cannot communicate.

2. Leaders must integrate the brigade/battalion signal officer and the MSE commander or LO in the Military Decision-Making Process. Signal officers are often inadequately involved with the MDMP, which results in an unsynchronized communications plan. As a result, the BCT's key C2nodes and communications recourses, such as ground RETRANS, EPLRS, S/C TACSAT, Mobile Subscriber Equipment (MSE), air C2platforms and air RETRANS systems, do not support the brigade's maneuver plan or meet the commander's intent.

3. Train with FM RETRANS systems during field training exercises as well as simulation training exercises. Units frequently do not train with the use of RETRANS systems until they arrive at the NTC. Units quickly realize their lack of training and inadequate familiarization with RETRANS system operations. This poses a significant challenge for Command, Control and Communications (C3). As the BCT fights through multiple corridors, the signal plan gets more complex. Units are not visualizing the different communications requirements of offensive and defensive operations.

4. Train with the communications equipment before deploying to the NTC. Units are deploying to the NTC with inadequate training on Single-Channel TACSAT (S/C TACSAT) and EPLRS operations. Units rarely achieve operational readiness (OR) with this vital communications and situational awareness equipment. Observer/Controllers (O/Cs) track training on these systems during RSOI week. Operators cannot establish competency during one hectic week. The result is soldiers who have no confidence in their communications equipment. Units must improve home-station training in these systems so that their commanders have the full advantage of communications redundancy.

S/C TACSAT: Brigade COLTs, TF scouts, and heavy tank and mechanized organizations bring their S/C TACSAT to the NTC with very little knowledge of how to use the equipment. Units using S/C TACSAT must be aware that the technical data from their home station may not work at Fort Irwin, CA. They must learn how to use the KY-99 secure device.

EPLRS: Situational awareness terminals (SA Terminals) are not being used well at the NTC. Personnel lack the skills to exploit the terminal. Units do not adequately apply operational graphics, friendly and enemy minefields, or use its message capabilities. Units do not maintain friendly battle tracking of combat forces.

Units are expected to complete many tasks during the RSOI week as the brigade builds combat power in preparation for tactical operations. An organized, preplanned communications radio and installation kit draw plan, coupled with a preplanned communication exercise (COMMEX), is essential to ensure unit success during the build-up of communications power. Writing the signal RSOI plan into the deployment order will create an RSOI signal success story.

The RSOI matrix at Figure 1 outlines an example of "A WAY" to maintain an accurate timeline of critical events before your deployment to the NTC. Specific details are provided, beginning 180 days before your deployment. You must track and account for 100 percent of the communications resources of your unit's task organization when planning for this deployment. Omission of one organization's communications resources can be costly to your unit.

Figure 1. Critical Event Timeline for Signal at the National Training Center. (U.S. Army, 25 May 1999)

During the RSOI week, the unit commander and his staff track combat systems, personnel, and classes of supply. Tracking of communications systems must also be an integral part of RSOI week. The commander's visualization of the brigade's communication posture is an RSOI essential element. Unit BSOs are the staff proponent who link and consolidate this data, informing commanders and staffs of the current and future communications posture. A tracking mechanism is essential to fuse this data for the commander.

The unit's higher headquarters must conduct a COMMEX to confirm preparation for combat operations. This COMMEX is normally executed on RSOI 4. Commanders set the tone for their unit while enforcing their intent for the COMMEX. The BSO's COMMEX plan must include 100 percent of the brigade's communications resources. While the BSO plans and assists with the COMMEX, it is executed by the unit S3. COMMEX plans should be clearly understood by all participants. This is an important event that will shape unit success on the battlefield. "A WAY" to set up the net control station so that you can effectively track the COMMEX is shown at Figure 2.

After the COMMEX, the BSO must identify unit shortcomings and establish priorities to fix the shortfalls before move out. Units benefit if their COMMEX procedures are implemented as part of their TACSOP. A sample COMMEX timeline and tracking matrix is provided at Figure 3.