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                 event that we needed to move a Female NCO to another location quickly. We also enhanced the utilization of our SDO by rotating a female Officer more often to give our female Drill Sergeants more days between pulling shifts. Maintaining a staff duty for two locations is cumbersome, but necessary during the training cycle. The command continues to gauge the organization to find improvements where we can, but are very comfortable with our current policy as a steady state.
Sick call was a tricky issue to navigate through considering we only have one Battalion Athletic Trainer, specific sick call time lines, road closures for PRT and now multiple bus stops for the Battalion. Our Athletic Trainer (AT) was flexible enough to try a couple different courses of action during our first cycle in two footprints. Our AT now begins her day at 0500 triaging C and D Company trainees at the old footprint. The trainees identified for muscular-skeletal care are moved
to staff duty who transports them via a van to the Battalion HQ NLT 0600 prior to the roads closing for PRT. The AT then triages A and B Company trainees from 0600-0700 in the new footprint.
All Gen-Med trainees are moved to the bus stops
at their respective footprints for transportation
to the TMC. Our AT treats all muscular-skeletal cases at the new footprint. This results in the Battalion sending two waves of trainees to the TMC. The largest impact is that our trainees need to be prepared to eat both breakfast and lunch at the TMC and the second wave we send after 0700 generally doesn’t get back until mid-afternoon. As we move forward, this process will continue to be refined, especially as the Battalion moves into the full fill cycles and our sick call population increases.
Facility maintenance was something that needed particular attention after our move was complete. The move resulted in three company operations facilities, a Battalion HQ and 12 platoon bays vacant. If left untended, the relocatable barracks will quickly degrade. We assigned a facility manager as an additional duty for our reserve company planning officer. His duties entail: processing work orders, coordinating for contract support and exercising the facilities weekly. We also added a weekly checklist for our staff duty NCO at the relocatable barracks that includes checks on the facilities and running the sinks, showers, washers and dryers. Lastly, we split ownership of the vacant
buildings among C and D Companies, which allow increased space for training and cadre. One of
the most recent uses of the additional space was assembling an indoor gym that can accommodate a platoon size formation for cadre use anytime and trainee use during the hot weather months.
C2 of a geographically split Basic Combat Training Battalion has certainly resulted in some challenges, but we have found that the challenges have made us a better organization. The challenges resulted in creative, bottom driven solutions.
They required Battalion leadership to invest more time in our people and organization. Lastly, the move highlighted and assisted in identifying a
team culture that all HARDCORE Soldiers can adopt and take into the future. The organizational environment of a Basic Combat Training Battalion requires disciplined leader presence, attention to the micro and consistent application of effective training throughout a 10 week training cycle.
These essential tasks make a split Battalion footprint challenging, but not insurmountable. Whether 1.5 miles away, or in separate countries,
a Basic Combat Training unit or a Light Infantry Battalion, geographic splits and decentralization isn’t something Army leaders should fear, but rather embrace. We’re committed to improving every day and I’m confident 4-39 IN will be stronger, more agile and more cohesive as a result of executing split Battalion operations.
 LTC Patrick Collins is the Commander of 4th Battalion, 39th Infantry Regiment, 165th Infantry Brigade.
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