Engineer presents professional information designed to keep U.S. military and civilian engineers informed of current and emerging developments within their areas of expertise for the purpose of enhancing their professional development.
Issue link: https://engineer.epubxp.com/i/284727
January–April 2014 Engineer 27 In addition to the cohesion that naturally from such events, these external evaluations provided a valuable oppor- tunity for the commander to evaluate and coach subordinate leaders and certify the readiness of platoons. There are also effciencies in planning, resourcing, and executing the train- ing by running every platoon through a standard set of train- ing lanes. Unfortunately, this is not feasible when there are 12 platoons with unique training paths. Commanders should seek opportunities to train the bat- talion companies together. When our maneuver battalions were doing their squad and platoon live-fre exercises, the BSTB conducted a week-long feld training exercise that pulled sappers; signal and human intelligence specialists; tactical unmanned aircraft system specialists; military police Soldiers; joint network node platoons; and company and battalion command posts into a reasonable scenario. On a typical day, the engineers provided route clearance support to a signal reconnaissance mission to determine a suitable location for a brigade retransmission site while unmanned aircraft reconnoitered known improvised explo- sive device engagement areas ahead of the route clearance patrol. Meanwhile, the signal intelligence platoon collected opposing-force communications intelligence to support a military police platoon raid. While these scenarios may not be completely realistic, the feld training exercise gave each platoon the opportunity to employ its unique skills as an enabler supporting a maneuver element. It was a great training event for company and battalion command posts in preparation for the battalion role as an operational environ- ment integrator in Afghanistan. to Be Good Attachments I t is typical for the BSTB to have two- to three-Soldier teams operating in distant locations supporting maneu- ver battalions. While deployed, we had human intel- ligence control teams, female engagement teams, and joint fres observer teams (from the brigade fres section) operating at combat outposts and forward operating bases throughout two provinces in Afghanistan, frequently with no other BSTB element at their location. The units that BEB platoons support will generally be unfamiliar with the capabilities and support requirements of your specialty teams. To address this challenge, we developed a standard- ized enabler in-brief to inform the supported unit about the capabilities and support requirements for our support- ing teams. We trained junior noncommissioned offcers to present this information to a battalion commander or staff. These steps didn't eliminate all friction, but they helped minimize it. I n the latter part of the train force pool of the brigade Army force generation cycle, all specialty enablers should be embedded with their supported maneuver units. Accomplishing this objective requires that specialty training be conducted for BSTB Soldiers earlier in the Army force generation cycle than many of the other units in the brigade. My predecessor in command programmed U.S. Army Project Foundry Advanced Geospatial–Intelligence training for the military intelligence company to start before the battalion came out of reset. While most of the rest of the brigade was doing individual warrior task training, 4th BSTB Soldiers were engaged in military occupational specialty-specifc training for individuals, teams, and pla- toons. This paid dividends later in the Army force genera- tion cycle when we integrated enablers for platoon and company live-fre exercises and then deployed teams with habitual support relationships to the Joint Readiness Train- ing Center for the brigade mission readiness exercise. BEB commanders should lean on the functional expertise of the brigade S-2 and S-6 to ensure that training for the military intelligence and signal companies is properly prioritized and resourced. I t has become common practice for the BSTB commander to serve as the commander for the brigade headquar- ters and headquarters company, particularly if the bri- gade doesn't have a former battalion commander serving as the deputy commander. This practice makes sense and will likely continue with the BEB because it frees the brigade commander and his staff from a great deal of administrative workload. Without clearly defned roles and responsibilities, however, this can be a minefeld for the company and the battalion commander. New BEB commanders should discuss this topic with the brigade commander before assuming command and should establish clear terms of reference for all three com- mander levels: brigade, battalion, and company. Topics to cover explicitly include the Uniform Code of Military Justice jurisdiction, rating chain, reporting chain, and family readi- ness groups. There aren't any right or wrong answers, but early and frequent communication can minimize the inevit- able frictions. Conclusion L ike the BSTB before it, BEB command will offer unique challenges and exciting opportunities for future engineers. The BEB will be a diverse, dynamic, and essential organization that serves an integral role in our Army's central formation—the BCT. Those who embrace the rich diversity of their units will fnd it to be the most reward- ing assignment of their careers. Lieutenant Colonel Dillard co ands the 4th BSTB, 101st Airborne Division (Air Assault). He holds a bachelor of science degree the University of Missouri–Rolla (now Missouri University of Science - tration degree University. He - EN Dillard.1.indd 30 3/12/2014 1:17:24 PM