Page 55 - Jackson Journal
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                 the clear advantages of a Basic Combat Training Battalion is that the majority of our permanent party formations consist of high performing NCO’s. Additionally, our formations are relatively small compared to our FORSCOM peers, averaging only around 135 people. This gives us an opportunity to leverage our NCO’s incredible talent and know each individual at a micro level. Instilling commitment to an organization is a constant pursuit, but is critically important when you need to mitigate your blind spots. Executing split Battalion operations,
we found that our blind spots increased two fold. Counseling, leader presence, maintaining a good pulse on the organization and identifying potential issues before they arise has helped mitigate the risk.
Four immediate process challenges were identified during planning. These challenges were identified as critical and routine operations that we needed to be able to continue to conduct effectively and consistently.
The challenges were:
leader presence
at the Battalion
level, consolidated
staff duty, sick call
procedures and
facility maintenance.
Initial solutions
were identified
and put into place
immediately. We
allowed the first
two weeks of cycle
20-01 to serve as
our proof of concept
and then reviewed
the processes again
during week three.
Prior to executing
Victory Block Leave,
the Battalion had solid solutions emplaced to address the above issues, amend our Battalion SOP and remain on glide path to be consistent in our execution.
For leader presence at the Battalion level, a divide and conquer strategy was implemented.
The Battalion Commander may execute Physical Readiness Training (PRT) with C and D companies on Monday, Wednesday and Friday, while the
Battalion Command Sergeant Major will execute PRT with A and B Companies. The Command team then switches locations for Tuesday, Thursday and Saturday. We maintain our multiple checks and presence at training throughout the week. Additionally, the command team conducts checks during dinner hours at the Company HQ’s or
in the DFAC’s to talk to cadre about things we
can improve or help with. After hours checks are maintained, however they now include two separate locations rather than one. The command team
has found that, although leader presence requires additional effort with a split footprint, it forces
us to prioritize our time and has led to increased knowledge and understanding of our formation.
During our first month of execution, many consolidated staff duty solutions were implemented to find one that could be executed routinely. By JAN 2020, we refined our process to include one
Opportunities and Challenges
 female NCO and one male NCO pulling staff
duty at separate locations and one NCO serving
as a runner at each location (Total of four Drill Sergeants on duty at one time). The SDO roams between the two locations and radio checks are conducted hourly as fire guard reports are called in. We also surged a large number of our cadre to the Galaxy system class to get more proficient with the capabilities of safe and secure. The Battalion implemented a commo and transport plan in the
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