53 INFANTRY BRIGADE COMBAT TEAM (IBCT) STRATEGIES FOR COMMAND POST SURVIVAL Lessons Learned from NTC Rotation 25-09
Brigade MAIN Command Post during National Training Center Rotation 25-09 in central corridor of the “Box,” Fort Irwin, CA. (Photo Credit MG Robert Carruthers, Commander Florida Army National Guard)
LTC Michael R. Anderson, Executive Officer, 53 IBCT
Introduction
In August 2022, the 53rd IBCT returned from deployments in EUCOM and CENT- COM AOR. These deployments were Global War on Terror (GWOT) - era mis- sions, and we didn’t give much thought to command post (CP) operations, how we occupied locations, security, load plans, or what kind of structure we utilized. We assumed that wherever we went, the post or forward operating base (FOB) would provide a structure suitable for our CP.
In October 2022, the 53rd IBCT was sched- uled to execute an Exportable Combat Training Center (XCTC) rotation at Camp Shelby Joint Force Training Center (CSJ- FTC) in July 2024 to be followed by a National Training Center (NTC) rotation in July 2025. Immediately following the NTC rotation, we would quickly pivot and prepare for multiple deployments to CENTCOM, AFRICOM, and EUCOM. NTC, however, was the last thing we had con- sidered as an IBCT; Joint Readiness Train- ing Center (JRTC) maybe, but not NTC.
At the beginning of our road to NTC, we didn’t have a Command Post Standard Operating Procedure (CPSOP) for Large- scale Combat Operations (LSCO). Our SOPs
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were based on GWOT focused mission sets. We immediately, therefore, began working on updating our SOPs. We also started conducting visits at JRTC and NTC to observe what other units were using for a CP.
In 2024, We prepared the initial version of a LSCO CPSOP for XCTC. It was short and concise but a significant improve- ment over the GWOT SOP. We identified the types of tents we would use and de- veloped load plans for transporting equip- ment and personnel across the battlefield. We also prepared vehicle assignments and detailed duty rosters for who would assist with tent setup, mission command systems set up, power generation and environmental control unit emplacement, as well as the other life support systems.
The XCTC CPSOP was 84 pages long, but following the XCTC rotation, we deter- mined several items were missing and our final CPSOP for NTC was 287 pages. We included instructions on how to con- figure all CP Nodes. We divided the CP into six nodes: MAIN, TAC, PLANS, ALOC, Signal, and BISE. During our time at XCTC, we practiced geographic dispersion be- tween the CP Nodes and determined the most effective ways to mutually support and communicate between each node.
Communication was one of the most im- portant variables we had to consider ensuring our plan for CP Node separa- tion and reduced MAIN footprint. Our communication platforms included use of Android Team Awareness Kit (ATAK) with satellite Somewear® Devices and Starlink®. Each Brigade and Battalion CP Node had multiple sets of these devices which allowed direct connectivity to a cloud based NIPR and SIPR network for both data and voice communication such as VOIP, SVOIP, and Teams. Teams, in particular, reduced signature of con- stantly traveling around the battlefield for meetings and allowed for numerous touchpoints throughout the rotation. The ATAKs are a small android device that fastens directly to body armor plate car- rier and provides situational awareness and communication throughout the bat- tlefield while on foot. The Starlink allowed CPs to connect directly to the cloud and to the Brigade servers located outside of the battlefield.
Furthermore, we updated the CPSOP to include how we conduct MDMP for LSCO. Our GWOT-based SOP used a lot of Power- Point and digital products, which made it difficult to distribute orders and other products. The LSCO SOP updated our MDMP process to use multiple analog
CAVALRY & ARMOR JOURNAL Spring 2026
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