Foreword

Future operations will occur in complex, chaotic, violent, and uncertain operational environments against peer and near peer threats. These threats are significantly more dangerous in terms of capability and magnitude than those we faced over the last 17 years of conflict. Our Army will accomplish its mission by supporting the joint force through four strategic roles: shape operational environment, prevent conflict, conduct large-scale ground combat, and consolidate gains. The strategic roles clarify the enduring reasons for which the United States Army is organized, trained, and equipped.

FM 3-39, Military Police Operations, describes the operational doctrine for the Military Police Corps Regiment. The revision of FM 3-39 reorients military police support to largescale ground combat while simultaneously supporting other types of operations around the world to prevent peer and near-peer adversaries from gaining positions of relative advantage. Our Army remains the strongest and best land fighting force in the world and the Military Police Corps remains critical to its success. The role of the Military Police Corps is to provide the Army with Soldiers who are professionals in policing, investigations, and corrections. Our military police disciplines of police operations, detention operations, and security and mobility support combined with our core competencies enables us to protect and preserve the force, enable maneuver, and shape the security environment both at home stations and in support of combat operations enabling commanders to apply maximum combat power in support of decisive action any place in the world-against any enemy.

As Army professionals, our doctrine is designed to be our body of professional knowledge that guides how Soldiers perform tasks to fight and win our nations wars. Doctrine serves as the starting point for thinking about how to plan, direct, execute and assess our conduct of operations. Doctrine provides a coherent vision of warfare. Enhances our operational effectiveness. Provides a common frame of reference and cultural perspective to view. Provides a common professional language, which we must know. Highlights our Military Police contributions in support of the Army's four strategic roles within Unified Action. All, while discussing the desirable character traits required in our Soldiers and leaders of today. We must not just read, but read and understand our doctrine. FM 3-39, Military Police Operations, is rooted in time-tested principles and fundamentals that accommodates for new technologies and organizational changes.

Our Regiment is strong because of our people-the dedicated men and women across all of our formations, bases and base camps-and for that, I want to thank you for your commitment, dedication, and service to our nation and our Corps. But I also want to challenge you to really read and understand our professional doctrinal foundation FM 3-39.

| BRIAN R. BISACRE BRIGADIER GENERAL, UNITED STATES ARMY MILITARY POLICE SCHOOL COMMANDANT

This publication is available at the Army Publishing Directorate site (https://armypubs.army.mil), and the Central Army Registry site (https://atiam.train.Army.mil/catalog/dashboard).

FM 3-39

Field Manual No. 3-39 | Headquarters Department of the Army Washington, DC, 9 April 2019

Military Police Operations

Contents

| PREFACE
| ACKNOWLEDGEMENTS
| INTRODUCTION
Chapter 1 | MILITARY POLICE AND THE OPERATIONAL ENVIRONMENT
| Military Police Overview
| Operational Environment
| Operational Variables
| Mission Variables
| Policing Principles
| Capabilities Across the Range of Military Operations
| Support Spanning the Levels of Warfare
Chapter 2 | FOUNDATIONS OF MILITARY POLICE OPERATIONS
| Military Police Functional Organizations
| Military Police Disciplines
| Police Operations
| Detention Operations
| Security and Mobility Support
| Police Intelligence Operations
Chapter 3 | MILITARY POLICE FORCES
| Section I - The Military Police Corps
| Office of the Provost Marshal General
| United States Army Criminal Investigation Command
| United States Army Corrections Command
| United States Army Military Police School
| Section II - Military Police Formations
| Military Police Headquarters
| Baseline Military Police Companies
| Specialized Military Police Units
| Section III - Military Police Force Tailoring
| Brigade Combat Team
| Maneuver Enhancement Brigade
| Higher-Echelon Headquarters
Chapter 4 | MILITARY POLICE SUPPORT TO ARMY OPERATIONS
| Section I - Army Operations
| Unified Land Operations
| Operational Framework
| Section II - Military Police Support To Decisive Action.
| Offense
| Defense
| Stability
| Defense Support of Civil Authorities
| Support to Combined Arms Operations
| Section III - Application of Military Police Support to Combat Power Through Warfighting Functions
| Mission Command
| Movement and Maneuver
| Fires
| Intelligence
| Sustainment
| Protection
| Other Considerations
| Section IV - Joint/Interagency/Multinational
| Joint/Interagency/Multinational Capabilities
| Integration of Capabilities
Chapter 5 | PLANNING AND SUSTAINMENT CONSIDERATIONS
| Section I - Planning
| Operational Considerations
| Staff Planning at Each Level of War
| Army Planning Methodologies
| Command and Support Relationships
| Other Responsibilities
| Operations Process
| Section II - Sustainment
| Provost Marshal
| Unit Commander
| Sustainment Considerations By Discipline
| Police Operations
| Detention Operations
| Security and Mobility Support
| Police Intelligence Operations
Appendix A | MILITARY POLICE ORGANIZATIONS AND CAPABILITIES
Appendix B | BATTLEFIELD CONFINEMENT OF UNITED STATES MILITARY PRISONERS
Appendix C | POLICE INTELLIGENCE OPERATIONS FRAMEWORK
| SOURCE NOTES
| GLOSSARY
| REFERENCES
| INDEX

Figures

Figure 1-1. Military police support to Army operations

Figure 2-1 Evidence collection and forensic analysis activities

Figure 2-2. Detainee Categories

Figure 2-3. Police intelligence operations framework

Figure 2-4. Police intelligence product focuses

Figure 3-1. USACIDC chain of command and coordination

Figure 3-2. Notional examples of tailored divisions

Figure 3-3. Notional military police support to a division

Figure 3-4. Corps as an intermediate land force headquarters

Figure 3-5. Notional theater military police command

Figure 4-1. Notional military police support to a corps

Figure 4-2. Notional military police support in the offense

Figure 4-3. Notional military police support to a division in the offense

Figure 4-4. Notional military police operations in the defense

Figure 4-5. Notional military police support to a division in the defense

Figure 4-6. Notional military police operations supporting stability

Figure 4-7. Notional military police support to a division conducting stability

Figure 4-8. Notional military police operations during DSCA

Figure 4-9. Application of military police combat power

Figure 4-10. Military police reconnaissance capabilities

Figure 4-11. Aspects of counterinsurgency

Figure 5-1. Military police planning at each level of war

Figure 5-2. Military police operations across the joint planning model

Figure 5-3. Army command relationships

Figure 5-4. Army support relationships

Figure 5-5. Force beddown and basing continuum

Figure A-1. Headquarters and headquarters company, military police command

Figure A-2. Headquarters and headquarters company, military police brigade

Figure A-3. Headquarters and headquarters detachment, criminal investigations group

Figure A-4. Headquarters and headquarters detachment, military police battalion

Figure A-5. Headquarters and headquarters company, military police detention battalion

Figure A-6. Headquarters and headquarters detachment, criminal investigations division

Figure A-7. Military police company

Figure A-8. Military police detention company

Figure A-9. Military Police Ground-Based Interceptor Security Company

Figure A-10. Military police detachment criminal investigations division

Figure A-11. Military police law enforcement detachment

Figure A-12. Military working dog headquarters team

Figure A-13. Military working dog squad

Figure A-14. Military working dog patrol drug detection dog-tracking team

Figure B-1. Field confinement facility example

Figure C-1. Police intelligence operations framework

Figure C-2. Plan and direct police information collection

Figure C-3. Collect and process police information

Figure C-4. Produce police intelligence

Figure C-5. Criminal intelligence and crime analysis focuses

Tables

Introductory table-1. Rescinded Army terms

Introductory table-2. New and modified Army terms

Table 2-1. Military police disciplines and technical and tactical tasks

Table 2-2. Forensic-exploitation laboratory capabilities

Table 2-3. Historical example of U.S. military prisoners

Table 3-1. Military Police Corps Regiment across the components

Table 5-1. Military police planning considerations

Table 5-2. Military police considerations in the military decision-making planning, preparation, execution, and assessment processes

Table 5-3. Military decisionmaking process and military police running estimate

Table A-1. Military police headquarters units

Table A-2. Baseline military police companies

Table A-3. Specialized military police units

Table B-1. Facility guards duties and actions

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

This publication supersedes FM 3-39, dated 26 August 2013.

Preface

FM 3-39 describes the operational doctrine of the Military Police Corps Regiment. This manual is aligned with joint and Army doctrine. Other military police doctrinal publications are based on the foundations established in this manual and are synchronized with their respective joint and Army publications. To best comprehend and fully understand the doctrine contained in this manual, readers must first understand the nature of unified land operations as described in ADP 3-0 and ADRP 3-0. Readers of this manual must understand the Army profession and moral principles described in ADRP 1, the fundamentals of the operations process found in ADP 5-0, the principles of mission command as described in ADP 6-0, the protection principles discussed in ADP 3-37, and the conduct of Army operations outlined in FM 3-0.

The principal audience for FM 3-39 is the commanders and staff elements at all echelons and the military police personnel who are tasked with planning, directing, and executing military police missions. Training developers and educators throughout the Army use this manual.

Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United States, international, and in some cases, host-nation laws and regulations. Commanders at all levels ensure that their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 27-10.)

FM 3-39 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. Terms for which FM 3-39 is the proponent publication (the authority) are italicized in the text and are marked with an asterisk (*) in the glossary. Terms and definitions for which FM 3-39 is the proponent publication are boldfaced in the text. For other definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition.

Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.

FM 3-39 applies to the Active Army, Army National Guard/Army National Guard of the United States and United States Army Reserve unless otherwise stated.

The proponent of FM 3-39 is the United States Army Military Police School (USAMPS). The preparing agency is the Assistant Chief of Staff (G-3)/Directorate of Training and Doctrine (DOTD). Send comments and recommendations on Department of the Army (DA) Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, MSCoE, ATTN: ATZT-OPD-D, 14000 MSCoE Loop, Suite 270, Fort Leonard Wood, MO 65473-8929, by e-mail to <usarmy.leonardwood.mscoe.mbx. cdidcodddmpdoc@mail.mil>, or submit an electronic DA Form 2028.

Acknowledgements

The copyright owners listed here have granted permission to reproduce material from their works. Other courtesy credits listed.

Integrated Intelligence and Crime Analysis: Enhanced Information Management for Law Enforcement Leaders Guide. Ratcliffe, Jerry H. The request is authorized to use the information from the Integrated Intelligence and Crime Analysis: Enhanced Information Management for Law Enforcement Leaders (second edition, August 2007) guide in Chapter 2 and appendix C of the revision of FM 3-39, Military Police Operations.

Quote reprinted courtesy, "Tet Offensive: The Battle that Changed MP History," Guidon, 10 September 2015 by LTG Bruce Palmer, Deputy Commanding General, U.S. Army Vietnam, 16 June 1968.

Quote reprinted courtesy The Public Papers of President Ronald A. Reagan, Ronald Reagan Presidential Library. Available at https://www.reaganlibrary.gov/research/speeches/60684a.

Quote reprinted courtesy George Washington to the Continental Congress Conference Committee, January 29, 1778.

Quote reprinted courtesy Sir Robert Peel's Nine Principles of Policing article by The New York Times, dated April 15, 2014. Available at https://www.nytimes.com/2014/04/16/nyregion/sir-robert-peels-nine-principles-of-policing.html.

Quote reprinted courtesy Report to the War Department, Office of the Chief of Staff, April 1919, by Brigadier General Harry H. Bandholtz.

Quote reprinted courtesy Memorandum on Establishment of permanent Military Police Corps in the Army, 31 March 1919, from Provost Marshal General, AEF, to Commander in Chief, AEF, Chief of Staff.

Quote reprinted courtesy Field Service Regulations, United States Army 1914, by Major General Leonard Wood, Chief of Staff.

Patton quotes courtesy http://www.generalpatton.com/quotes/.

Quote reprinted courtesy, "Tet Offensive: The Battle that Changed MP History," Guidon, 10 September 2015 by COL Richard E. George, Provost Marshal, Saigon 1968.

Douglas McArthur Quotable Quotes by Douglas McArthur, https://www.goodreads.com/quotes/359193-a-true-leader-has-the-confidence-to-stand-alone-the.

Introduction

Military police units are manned, equipped, and trained to operate across the range of military operations. Large-scale ground combat against a peer or near-peer threat represents the most significant Army readiness challenge. Large-scale ground combat operations are intense, lethal, and brutal. Future battlefields occur in and around large cities and include noncombatants. Battlefield conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. Adversaries typically employ conventional tactics, terror, criminal activities, and information warfare to further complicate operations.

FM 3-39 provides a doctrinal approach for how military police organize for purpose and provide technical capabilities that enhance the Army ability to control terrain, protect populations, defeat enemy forces, and consolidate gains. Military police provide tailorable and flexible support to Army forces conducting unified land operations through the conduct of decisive action (the simultaneous conduct of offense, defense, and stability or defense support of civil authorities [DSCA] tasks) and the seamless transition to consolidate gains to set conditions for sustainable and enduring outcomes.

Military police enable commanders to achieve their objectives by providing unique capabilities that support joint functions and the Army warfighting functions through the military police disciplines (police operations, detention operations, and security and mobility support). FM 3-39 describes the military police role within multinational operations that are under potential multinational or interagency leadership and within diverse command relationships. This manual addresses how military police integrate police intelligence operations across the military police disciplines to provide relevant information and police intelligence to commanders and staffs to improve situational understanding of complex operational environments.

Regardless of the operational environment, building and maintaining community trust are the cornerstones of successful policing and law enforcement. Community trust is an established and highly honored relationship between military police and the communities they serve. The building and maintenance of trust takes a great deal of continuous effort. Military police and military police operations are guided by six military police principles (prevention, public support, restraint, legitimacy, transparency, and assessment) that enable a trusting, working relationship between military police and the populations they assist, protect, and defend.

FM 3-39 is built on the collective knowledge and wisdom gained from more than 235 years of Army and military police experiences, lessons learned, emerging joint and Army doctrine, and current operational experiences to posture the Military Police Corps Regiment for success. While the nature of war remains constant throughout history, the character and conduct of war is continually changing in response to new concepts, technologies, and requirements. This manual continues the evolution of military police operations in support of unified land operations. It emphasizes simultaneous combinations of offensive, defensive, and stability or DSCA tasks. FM 3-39 is rooted in time-tested principles and fundamentals and accommodates new technologies and organizational changes. FM 3-39 includes significant changes. It-

Discusses how crime, disorder, and the fear of crime are persistent, debilitating factors that contribute to instability across the operational environment.

Adds organizational charts and a detailed discussion on military police capabilities by formation.

Increases the discussion of military police support to Army operations.

Describes military police support throughout the operational framework.

Modifies the police intelligence operations framework.

Nests detainee categories with JP 3-63.

Provides additional considerations for planning military police operations.

This FM is divided into five chapters and three appendixes:

Chapter 1 provides an overview of the operational environmental and describes the conceptual frameworks that leaders use to understand the operational environment through a unique military police perspective.

Chapter 2 layouts the foundation of military police operations. Introducing the three military police disciplines (police operations, detention operations, and security and mobility support) with detailed discussion on police intelligence operations through the integration of police intelligence activities within military police operations.

Chapter 3 highlights military police force structure through technical capabilities and tactical tasks that enable the elements of combat power and supports the generating force and the operational Army across the range of military operations.

Chapter 4 describes how military police support Army operations through the integration of the military police disciplines during decisive action. These disciplines are applied through the elements of combat power to support combined arms operations.

Chapter 5 identifies planning and sustainment responsibilities, integration, and processes for military police units and planners. It further describes command and support relationships and additional sustainment considerations that uniquely affect military police operations.

Appendix A provides organizational descriptions and capabilities of current military police force structure.

Appendix B provides detailed information regarding the battlefield confinement of United States (U.S.) military prisoners.

Appendix C provides the framework for and discusses police intelligence operations framework as a continuous and integrated military police task within all military police operations.

The foundations of military police operations provided in this manual (with related military police doctrine) support the actions and decisions of commanders at all levels. This manual is not meant to be a substitute for thought and initiative among military police leaders and Soldiers. Regardless of how robust the doctrine is or how advanced the military police capabilities and systems are, military police Soldiers must understand the operational environment, recognize shortfalls, and use professional judgment to adapt to the situation on the ground.

Based on current doctrinal changes, certain terms for which FM 3-39 is the proponent have been added, rescinded, or modified for the purposes of this manual (see introductory table-1 and introductory table-2). The glossary contains acronyms and defined terms.

Introductory table-1. Rescinded Army terms

Term | Reasoning
initial response force | rescinded

Introductory table-2. New and modified Army terms

Term | Reasoning
crime analysis | New term and definition
criminal intelligence | Modifies the definition
police information | Modifies the definition
police intelligence | Modifies the definition
police intelligence operations | New definition

Chapter 1

Military Police and the Operational Environment

The military police have demonstrated their ability to move, communicate, and engage the enemy. By sustained outstanding performance of combat and combat support missions, they have met all established criteria. I fully endorse the military police for a basic role in Army planning as a combat support element.

LTG Bruce Palmer, Jr., Deputy Commanding General, U.S. Army Vietnam, 1968

Uncertainty and chaos characterize operations on land. This chapter provides a conceptual view of the operational environment and associated challenges Army forces face today through a policing perspective, providing the basis for relevant military police operations in support of unified land operations. This chapter also provides a linkage to joint interagency considerations across combined arms and Services that add to the complexity of land operations. This uncertainty is increased by the impact of hybrid, criminal, and terrorist threats that operate in and transit the area of operations. Military police forces enable commanders to make prudent, ethical, effective, and efficient decisions based on information that may be incomplete, inaccurate, or contradictory. An understanding of the operational environment supports the commander's ability to make these decisions.

MILITARY POLICE OVERVIEW

1-1. The role of the Military Police Corps is to provide the Army with Soldiers who are professionals in policing, investigations, and corrections in order to enable protection, preserve the force, and promote the rule of law. Military police execute this role through the three military police disciplines (police operations, detention operations, and security and mobility support with the integrated task of police intelligence operations), by means of the military police core competencies (soldiering, policing, investigations, and corrections). Military police are Soldiers first-they are disciplined, physically and mentally tough, trained, and proficient in combat tasks and battle drills.

1-2. The military police disciplines are interdependent areas of expertise formed by military police technical capabilities and tactical tasks. Each discipline is focused on capabilities that support or are supported by the other disciplines. Military police operations are viewed through a policing or corrections lens that focuses efforts on civil order maintenance, threat mitigation, and personnel and asset protection. The execution of military police operations-and the manner in which they are conducted-are policing in nature. Policing is the application of control measures within an area of operations to maintain law and order, safety, and other matters affecting the general welfare of the population. Military police operate in support of commanders to establish and maintain an orderly environment in which commanders and their forces can operate with minimal threat interference. This is true whether conducting operations at home or abroad.

Police operations is identified as the lead discipline for military police operations and a primary protection warfighting function task. It provides the foundation for military police technical and tactical operations and provides the policing lens through which all military police operations are viewed. Police operations, fused with police intelligence operations, encompass the following major subfuctions-

Policing.

Law enforcement.

Detention operations is also a primary protection warfighting function task conducted by military police to shelter, sustain, guard, protect, and account for populations (detainees or U.S. military prisoners) as a result of military or civil conflict or to facilitate criminal prosecution. The Secretary of the Army is the Department of Defense (DOD) executive agent for detainee operations and for the long-term confinement of U.S. military prisoners.

Security and mobility support provides support to the movement and maneuver warfighting function and the protection warfighting function. The security and mobility support discipline focuses on the technical capability and tactical tasks that support-

Mobility operations (with a focus on movement over maneuver).

Security operations (with a focus on area and local security that includes the significant task of antiterrorism [AT] and physical security).

Populace and resources control (PRC) operations (with a focus on the control and security of dislocated civilians and infrastructure).

1-3. The military police core competency of policing summarizes the technical capabilities that military police provide to enable commanders to maintain safe and secure environments while preserving readiness and combat power, enhancing the Army ability to consolidate operational gains to achieve sustainable security outcomes, and building partner capacity to shape the security environment. The military police policing competency plays a vital role in countering hybrid threats, reducing crime, establishing order, preserving readiness, and enforcing the rule of law. No other force is as uniquely resourced, trained, and organized to provide policing capabilities in support of the Army and its joint partners. Policing has three components-maintaining civil order, preventing crimes or threats, and enforcing the law. These components are executed though active police engagement with communities.

1-4. Military police forces further play a vital role in countering irregular threats by providing expert knowledge in policing and investigative techniques, police intelligence capabilities, and human aspects of military operations. Police intelligence operations is a military police integrated task that has become increasingly important in operations based on the reality that, in some operational environments, the threat is more criminal than conventional in nature. Military police use biometric and forensic identification tools and capabilities to distinguish friendly, adversarial, and threat forces.

1-5. Criminal activity committed against U.S. forces and property degrades military discipline, morale, and operational capabilities. Criminal investigations cover a broad spectrum from nonviolent incidents of larceny or fraud to physical attacks such as homicide or rape. Collision investigation is the process of observation, collection and documentation of evidence (including physical measurements of objects, markings, and vehicles), analysis, preparation, and presentation of both physical and testimonial evidence to determine the cause or causes of a collision or mishap involving a vehicle. Military police investigations expertise is employed in many forms, from traffic accident investigations to criminal investigations common to installations, to the complex procurement fraud and felony-level criminal investigations conducted by criminal investigation division (CID) special agents worldwide. In support of Army operations, military police focus their investigative capability on war crimes, the prevention of profiteering and loss through theft in supply lines, the maintenance of good order and discipline, and the identification and targeting of criminal networks that support and finance enemy forces to address corruption by partner governments and to ensure the integrity of the lines of supply when local or host-nation contracting of services and transport are desired or required.

1-6. Regardless of the operational environment, the corrections competency establishes military police as the experts for conducting corrections for the U.S. Army. The accomplishment of the corrections mission generates corrections experts for the Army to ensure that the detainment of a population or group that poses some level of threat to military operations is conducted humanely according to U.S. law, the rule of law, the law of war, applicable policy, and the Geneva Conventions.

1-7. While abroad, military police conduct detention operations to reduce the impact of detainees on maneuver forces; control and protect U.S. military prisoners and detainees; support the rule of law; build partner capacity efforts; and ensure that commanders retain the freedom of action needed to accomplish the mission. Military police conduct detention operations to shelter, sustain, guard, protect, and account for populations (detainees or U.S. military prisoners) as a result of military or civil conflict or to facilitate criminal prosecution across the range of military operations. The Army is the DOD executive agent for detainee operations and for the long-term confinement of U.S. military prisoners.

1-8. Military police forces have unique protection capabilities that are increasingly important across the range of military operations abroad. Based on emerging threats and challenges, military police organizations are postured to provide policing and security capabilities to protect the force, establish and maintain civil security and civil control while upholding the rule of law, and neutralize enemy organizations that overlap with criminal networks and activities regardless of the operational environment or phase of an operation.

1-9. At home stations, military police perform technical capabilities to maintain safe and secure environments that enable commanders to generate, project, and preserve combat power during training, deployment, and redeployment tasks that are associated with Army Sustainable Readiness requirements in support of unified land operations. Military police also provide a safe and secure environment for Army assets and personnel who reside or work on U.S. bases.

1-10. Military police share a common general understanding of the operational environment and add a degree of focus on the aspects that are necessary to maintain order and discipline while enforcing laws. Guided by this common understanding and complemented by a policing mind-set, military police seek to identify potential challenges and opportunities that are associated with the operational and mission variables of the operational environment. (See figure 1-1, page 1-4, for military police support to Army operations.)

OPERATIONAL ENVIRONMENT

We in America have learned bitter lessons from two World Wars: It is better to be here ready to protect the peace, than to take blind shelter across the sea, rushing to respond only after freedom is lost. We’ve learned that isolationism never was and never will be acceptable to tyrannical governments with an expansionist intent.

President Ronald Reagan, 1984

1-11. The operational environment is a composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 3-0). An operational environment includes physical areas (air, land, maritime, space domains) and the information environment (including cyberspace). The information environment is the aggregate of individuals, organizations, and systems that collect, process, disseminate, or act on information (JP 3-13).

1-12. An operational environment for any specific operation involves not only isolated conditions of interacting variables that exist within a specific area of operations, but also interconnected influences from the global or regional perspective (for example, political, social [crime], and economic) that impact conditions and operations. To be successful in the conduct of military operations, commanders must thoroughly understand and appreciate the changing nature of an operational environment. See ADRP 3-0 for additional information on the operational environment.

1-13. The term threat includes any combination of actors, entities, or forces that have the capability and intent to harm U.S. forces, U.S. national interests, or the homeland. Threats include nation-states, organizations, people, groups, or conditions that can damage or destroy life, vital resources, or institutions. The various actors in an area of operations can qualify as a threat, an enemy, an adversary, or a neutral or friendly. A peer threat is an adversary or enemy with the capabilities and capacity to oppose U.S. forces across multiple domains worldwide or in a specific region where it enjoys a position of relative advantage. Peer threats possess roughly equal combat power to U.S. forces in geographical proximity to a conflict area. See FM 3-0 for additional information on peer threats.

1-14. Land operations often prove complex because actors intermix, often with no easy means to distinguish one from another. Civilians who are sympathetic to the enemy may become significant threats to operations. They may be the most difficult to counter because they are not normally part of an established enemy agent network and their actions may be random and unpredictable.

1-15. Many urban environments include vast, densely packed areas with populations that exceed a million. In urban environments, threats can be difficult to identify due to the often complex nature of the forces and environment. These threats may operate independently or together. Individuals may be active members of one or more groups. Potential urban adversaries share many characteristics. In urban terrain, friendly forces may encounter a variety of potential threats, such as conventional military forces, paramilitary forces, insurgents or guerilla forces, terrorists, common criminals, drug traffickers, warlords, or street gangs.

Figure 1-1. Military police support to Army operations

1-16. The nexus between criminal and irregular threats has grown closer and stronger. Criminal elements have been categorized as a subcategory of irregular threats. Their organizational structure, tactics, and activities are not exclusive to one type of irregular threat. Most criminal activities in the operational environment occur in densely populated urban areas where disorder, crime, and the fear of crime harm civilian populations, weaken developing security forces, destabilize governments, and threaten military operations.

1-17. Irregular and criminal threats continue to attack, manipulate, exploit, and intimidate vulnerable and frustrated populations as ways to discredit governments, gain power and influence, drive disorder and instability, and generate illicit profits. Crime, disorder, and the fear of crime continue to be persistent, debilitating factors that contribute to instability across the operational environment, especially in densely populated urban areas and in weak, failing, and failed states.

1-18. The military police view of the operational environment is guided by a policing and corrections mind-set. The military police approach seeks to identify potential challenges and opportunities that are associated with the operational and mission variables of the operational environment. This includes identifying and meeting the challenges associated with law enforcement and other policing or security-related missions, detention tasks, and other mission sets not associated with close combat.

"OPERATION IRON JUSTICE"

1st Armored Division and 18th Military Police Brigade, Baghdad, Iraq, December 2003

By the summer of 2003, it was clear that crime was a significant, contributing factor driving disorder and instability on the streets of Baghdad, especially criminal activities orchestrated by street gangs and organized crime networks. As violent crime levels increased, Iraqi citizens began expressing frustration with the Iraqi police and coalition forces for their inability to control and reduce crime levels.

Gen Martin Dempsey, commander of the 1st Armored Division, ordered his division provost marshal office and representatives from the 18th Military Police Brigade to brief him on trends across Baghdad during the division's daily battle update briefs. Over time, these crime assessment briefings transitioned from an overview of the number of reported crimes shared by the Iraqi Police into full assessments on to the types of crimes most prevalent and disruptive to the city. The brigade's S2 section began compiling police intelligence information showing that criminal networks were as much a security threat to coalition forces attaining their security objectives as the insurgencies taking root in the city. The division G2 analysis control element began to fuse police intelligence information with its military intelligence to enhance the division's understanding of its operating environment within Baghdad.

By fall of 2003, MG Dempsey directed the division's staff to initiate a division-level offensive operation against street gangs and organized crime groups in Baghdad. He designated the 18th MP BDE as the division's main effort and made it a priority to incorporate the Iraqi Police into OPERATION IRON JUSTICE.

18th MP BDE organized a series of meeting between the division's planners and intelligence analysts, with members of the Iraqi police major crimes unit. Iraqi criminal investigators provided division and brigade representatives with detailed assessments of criminal markets and networks plaguing the city. The division G2 used updated police intelligence assessments to drive the division's targeting process for OPERATION IRON JUSTICE. By mid-December 2003, the division had met its targeting criteria to initiated combined U.S. Forces and Iraqi Police raids against criminal and affiliated insurgent networks in Baghdad.

In addition to disrupting several criminal and insurgent cells, OPERATION IRON JUSTICE provided Army forces several important learning points. First, police intelligence, when successfully fused with traditional military intelligence, provides commanders and their staffs with a more complete and accurate assessment of specific types of conditions and threat that may exist within their operating environments. Second, OPERATION IRON JUSTICE proved that police intelligence can decisively drive division and brigade-level targeting operations when properly integrated. Third, unaddressed crime and criminal threats at the tactical level can significantly hinder the ability of friendly forces to achieve enduring security outcomes necessary to accomplish strategic-level campaign objectives.

CRIMINAL THREATS

1-19. Criminal threats exist at every level of society and in every operational environment. Their presence, regardless of their capabilities, add to the complexity of any operational environment. Criminal threats may be connected with irregular forces or with regular military and/or paramilitary forces of a nation-state. However, criminal threats may pursue criminal activities independent of other actors.

1-20. Nation-states use criminals and other irregular threat actors to achieve strategic, operational, and tactical objectives while retaining plausible deniability. Nonstate actors, such as terrorist networks and insurgencies, continue to rely on criminal activities to accrue the necessary financial means to sustain forces and operations. Terrorists and insurgents continue to use criminal populations as recruiting pools for new members. State and nonstate actors collaborate with criminal networks to gain access to the critical knowledge, skills, and abilities that they may lack among their forces to generate the necessary synergy to create multiple dilemmas for their opponents.

1-21. Criminal activity is an act committed in violation of the law. These criminal acts are a part of daily life for most people in urban and rural areas. However, criminal activity thrives in areas that possess instability and a lack of government control or law enforcement. The actions of insurgents and guerrilla forces further erode stability and effective governance, creating more opportunities for criminal pursuits. By turning to an established criminal enterprise within an area of operations, enemy forces can use preexisting infrastructure to provide sustainment, equipment resupply, and intelligence. It may be difficult to distinguish crime from ethnic feuds, ideological and theological extremism, or other elements of a culture that incite insurgency or guerrilla warfare.

1-22. Very few crimes can be carried out by an individual criminal. Therefore, some form of organization is normally required. It may be a group of two or three individuals or a larger, more sophisticated organization. The higher the level of organization, the greater the potential for profit and power. Criminal organizations may not change the structure in wartime unless wartime conditions favor or dictate different types of criminal actions or support activities. Criminal organizations of a larger scale can take on the characteristics of a paramilitary organization for self-protection or as a private Army for hire. Criminals may have the best technology, equipment, and weapons available because they have the money to buy them.

1-23. Criminal organizations generally fall into three groups: gangs, large-scale criminal networks, and transnational criminal organizations. Some gangs and criminal networks develop into larger criminal networks and possibly into transnational criminal organizations. Thus, the lines of separation are not always clear-cut. But there are some basic differences in how these three organizations are structured and how they operate.

1-24. Large-scale organizations often extend beyond national boundaries to operate regionally or worldwide. Large-scale organizations may have the capability to adversely affect legitimate political, military, and judicial organizations. But individual criminals or small-scale criminal organizations (such as gangs) do not. Any criminal organization can affect government organizations and/or military operations by becoming affiliated with the irregular forces or with military forces of another nation-state. Unless a criminal organization is in association with government officials, it must operate in ungoverned or poorly governed areas. Otherwise, the governing authority would interfere with the criminal activity. The ungoverned area may be virtual-on the Internet or in cyberspace. Criminal organizations can draw on virtual sanctuaries, such as Web sites, chat rooms, and blogs.

1-25. Criminal organizations desire a space to conduct criminal activities that are unconstrained by a government. Criminal organizations also seek to create or maintain a region that has no governmental control or has governmental control that is easier to corrupt and intimidate. Such areas would give criminal organizations sufficient latitude to operate and discourage rival criminal enterprises. From this base area, criminal organizations can generate more violence and instability over wider sections of the political map.

1-26. Some criminal organizations can generate instability and insecurity within a state or across borders. They can become partners with insurgents to further their criminal ends. A criminal organization can take on the characteristics of an insurgency when using subversion and violence to negate law enforcement efforts. Some criminal organizations may seek to corrupt political power through financial means or intimidation. The more they seek freedom of action, the more they inhibit state sovereignty. A criminal organization may create its form of government by providing protection and enforcing its will on the populace. If it can challenge the governing authority control beyond the local level of government, it in effect becomes an insurgency unto itself, although its ends are materially rather than ideologically focused.

CRIME CATEGORIES

1-27. The U.S. military categorizes crimes and other offenses based on the Uniform Code of Military Justice (UCMJ). Reporting criminal offenses for Army law enforcement purposes is governed by AR 190-45. These offenses are broken down into four basic categories-crimes against persons, sex crimes, crimes against property, and fraud crimes. When Army law enforcement or other military elements are operating in support of host-nation police agencies, the specific laws and culture of the host nation dictate criminal offenses enforced within that country. While many crimes are similar, some differences are inevitably apparent. During stability, when the host nation has limited or no capability to police its population, U.S. forces initially maintain order; therefore, criminal reporting is based on U.S. forces understanding of criminal offense categories. See ATP 3-39.10 for additional information on crime categories.

OPERATIONAL VARIABLES

1-28. The operational environment is described in the operational variables of political, military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT). Operational variables describe not only the military aspects of an operational environment, but the influence of the population. The following are examples of a military police approach to the operational environment:

Political. Understanding the cultural, social, and political power relationships within an area of operations can help commanders recognize key actors, visualize explicit and implicit aims, and identify capabilities to achieve the desired end state. Military police assess challenges that are associated with governance as they pertain to the transition of political power, legitimacy, the rule of law, social justice, corruption, and punishment. Irregular and criminal threats attempt to drive, seize, and capitalize on the instability, insecurity, and population grievances caused by political and social conflicts, rampant corruption, the scarcity of resources, humanitarian crises, economic challenges, and technological disruptions to promote their cause and achieve their strategic ends while undermining their opponents. Military police assess the host-nation police capability and capacity and the host-nation relationship to local and regional political power brokers. Military police also identify and track election cycles to help protect applicable democratic processes and determine events that may expose friendly forces and host-nation personnel to unlawful or threatening activities that may affect the transition of power. Military police examine the effect of laws, agreements, and mandates that might influence military police capabilities. These laws, agreements, and mandates may involve locals, belligerents, or allies. Military police leaders must understand laws, policies, and military or political directives that guide their relationship with contract companies, personnel, and commercial operations in the area of operations. They must also understand how they can affect law, regulation, and agreement enforcement.

Military. The military variable explores the military capabilities of relevant actors in a given operational environment. Military police focus on conventional and unconventional threat capabilities that can attack high-risk personnel, critical nodes, and other facilities that are essential to friendly operations. The military variable addresses risk mitigation and how to protect critical assets. Military police plan to engage unified-action partners early in the operation to determine the best use of commensurate assets and capabilities in a joint, interagency, and multinational context. Military police capabilities are a significant and relevant component within the military variable. Commanders can leverage military police policing expertise among diverse populations to engage, influence, and build enduring relationships with host-nation populations and government authorities to build willingness and capabilities for sharing responsibilities in establishing and maintaining public order. Military police training and experience in the employment of ethical and measured use of force-and the ability to treat people with dignity and respect-enhance the ability of Army forces to build trust, confidence, and legitimacy among populations, which is essential in long-term order maintenance and more effective than compulsion, intimidation, and coercion; the indiscriminate enforcement of laws; or the questionable use of lethal force. Chapter 2 provides additional discussion of military police capabilities, including Army, joint, interagency, and multinational capabilities.

Economic. The economic variable encompasses individual behaviors and aggregate phenomena that are related to the production, distribution, and consumption of resources. Military police identify predictable events and activities in the local and regional business cycles (harvests, holidays) that can lead to identifiable commodity and currency movement. These activities can be influenced or manipulated to control populations or create wealth for illicit, unlawful, or threat purposes. Military police conduct police engagement operations to collect police information that protects essential economic activities or areas. Police information obtained through police engagement may enable the protection of assessment teams as they assess economic indicators in a specific area of operations. Military police examine economic influences, crime, criminal threats, and corruption that affect hiring, training, equipping, and sustaining civilian police and corrections agencies that are required to support the rule of law.

Social. The social variable describes the cultural, religious, ethnic, and social elements within an operational environment. Military police identify and analyze enforcement gaps that can create crime-conducive conditions, disorder, and the fear of crime, which can potentially affect military operations or political success. Education cycles, school vacations, and ethnic and religious observances are predictable events and activities in the social domain that lead to fluctuations in social activity and stress enforcement mechanisms in an area. Military police examine the relationship between the population and the police and identify hybrid threats, criminal threats, terrorist threats, and patterns within a society.

Information. The information describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. Military police identify and track predictable news and media cycles for their relationship to threat or criminal activity in an area of operations and remain cognizant of Internet media that may incite unrest or cause potential flash points. In synchronization with information operations and public affairs operations, military police conduct police engagement to deliver messages and support informational themes that are consistent with friendly military goals and actions. Deliberate and frequent interaction with the population allows military police to quickly gather large quantities of information that can support situational understanding, protection efforts, and police activities.

Infrastructure. Infrastructure comprises the basic facilities, services, and installations that are needed for the functioning of a community or society. The military police assessment identifies the existence or shortfalls of basic infrastructure to support civilian or military policing and correction institutions, such as police stations and jails. It might also address the facility requirements that are needed to support detention or dislocated-civilian operations in the area of operations. Military police assess the quality and traffic ability of roadway infrastructure necessary to support tactical movements along main and alternate supply routes or dislocated-civilian flow along designated tertiary routes without interfering with operations. They track and monitor civilian traffic patterns to identify predictable criminal or threat movement patterns.

Physical environment. The defining physical environment factors are urban settings (super surface, surface, and subsurface features), other complex terrain, weather, topography, hydrology, and environmental conditions. The military police assessment provides additional information on how the physical environment (especially weather) might impact the execution of military police operations. It might also address environmental factors as they relate to the protection of high-risk targets and personnel.

Time. The variable of time influences military operations within an operational environment; it affects decision cycles, operational tempo, and planning horizons. The military police assessment includes the examination of periodic and predictable cycles of activity that can reveal trends, patterns, and associations that are necessary for predictive analysis and focused policing models and strategies. As a resource, time is one common variable in synchronizing operations. Military police examine each particular phase of an operation to anticipate when and where a particular military police capability is most needed. Traffic circulation enforcement, control plans, and movement tables often require strict adherence to deliberate timelines.

1-29. Military police review the operational environment using operational variables to add to the shared common understanding by identifying potential challenges to, and opportunities within, the operation before and during mission execution. The military police view of the operational environment is analyzed across military police disciplines and is linked to the common overall understanding through the warfighting functions.

1-30. An analysis of the operational environment (concerning operational variables) provides relevant information that commanders and staffs use to improve situational understanding. The previous examples illustrate the added focus that is sought within each of the operational variables by the military police view of the operational environment. The added technical view contributes relevant information to the shared common understanding of the operational environment for a particular operation. Additional mission analysis of the operational variables supports information and planning requirements for mission, enemy, terrain and weather, troops and support available, time available, and civil considerations.

MISSION VARIABLES

1-31. Similar to the analysis of the operational environment using the operational variables, military police at the tactical level use the mission variables to seek shared common understanding from a military police perspective. Additionally, military police use these variables to assist in hazard identification during deliberate planning and real-time application. The identified hazards are then mitigated. (See ATP 5-19 for additional information.) Military police are expected to exercise prudence and ensure that residual risk is accepted at the appropriate level. The following are examples of the military police perspective for each mission variable:

Mission. Commanders analyze a mission in terms of specified tasks, implied tasks, and the commander's intent (two echelons up) to determine the essential tasks. Military police conduct the same analysis, with added focus on the military police requirements, to determine the essential tasks for military police. Early identification of the essential tasks for military police support enables the maneuver commander to request military police augmentation (or, in selected cases, to designate other assets to perform those roles) early in the planning process.

Enemy. The military police view of the enemy (or criminal element) concentrates on enemy tactics, equipment, and capabilities that could threaten friendly operations. This may include an analysis of other factors within the area of operations or the area of interest that could have an impact on mission success.

Terrain and weather. Military police analyze terrain (man-made and natural) to determine the effects on friendly and enemy operations. Like other Soldiers, military police analyze terrain by using the five military aspects of terrain (observation and fields of fire, avenues of approach, key terrain, obstacles, and cover and concealment). Military police use geospatial products to help commanders and staffs visualize how certain aspects of the terrain promote crime and criminality and impact traffic and safety.

Troops and support available. Military police consider the number, type, capabilities, and level of training of available military police troops and support (joint, multinational, and interagency forces). A full listing of military police technical capabilities and tactical tasks is found in appendix A.

Time available. Military police must understand the time needed for planning military police operations and the importance of collaborative and parallel planning. They must also realize the time needed for positioning critical assets and the time associated with setting conditions for performing military police tasks or projects.

Civil considerations. Military police must understand the impacts that man-made infrastructure; civilian institutions; and attitudes and activities of civilian leaders, populations, and organizations within the area of operations might have on the conduct of military operations. At the tactical level, key civilian areas, structures, capabilities, organizations, people, and events should be considered. The military police view is focused on systems and infrastructure that pertain to police and prison structures, organized criminal networks, legal systems, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms.

POLICING PRINCIPLES

1-32. The police operations discipline and policing methodologies shape the military police approach to the operational environment and provide the foundation for which military police operations are conducted. Military police operations are guided by six principles. These principles do not comprise a rigid checklist; however, they represent dominant characteristics of police activities that are usually found in societies that are influenced by western culture. Military police Soldiers and leaders have used these principles to develop operational concepts and guide the employment of police formations as they shape the operational environment. The following are the military police principles:

Prevention.

Public support.

Restraint.

Legitimacy.

Transparency.

Assessment.

PREVENTION

1-33. Military police conduct policing operations in a manner that emphasizes proactive actions to prevent and deter crime and stop the disruption of civil order. The objective is to be proactive and to prevent crime and potential disruptions to military operations that threaten lines of operation. Fundamental to this approach is the identification of criminal activity and crime-conducive conditions from which trends, patterns, or associations emerge and for which policing strategies are developed. Predictive analysis, performed formally or informally, is essential to prevention strategies and programs. Military police often use proven police strategies, models, and surveys to focus the collection of police information through police activities. Proactive policing activities are enabled through the deliberate application of integrated police intelligence activities by military police and United States Army Criminal Investigation Command (USACIDC) elements. If prevention efforts fail, military police are trained for rapid response to resolve problems resulting from incidents occurring within the area of operations or sphere of influence.

PUBLIC SUPPORT

1-34. Police forces should not be detached from the public they are policing, as successful police forces are nested with the public that they are charged to protect. Police activities and strategies are generally enhanced through the efforts of an involved citizenry that is supportive of the police. In many societies, the public supports police efforts that provide a security, safety, or service benefit to the community if the police force is trustworthy or reasonable. Military police are organized and employed in a manner that facilitates building public support through frequent and continuous interaction with a population. Military police can successfully garner public support as they collect and disseminate information to a community or population through Soldier and leader engagement. (See FM 3-13 for additional information on information-related capabilities.) Police engagement provides a connection to the public and other police entities. This is apparent in traditional law enforcement activities and police and protection activities within an operational environment.

RESTRAINT

1-35. Lethal capability often differentiates police forces from security, paramilitary, or conventional military forces. The perceived threat of significant violence that is associated with conventional military forces can often prevent conflict, but it may result in tensions in a civilian community. These tensions may lead to disorder and confrontation. Introducing police forces with the appropriate level of lethality often signals a return to normalcy and may reduce community tensions. These forces present a less-threatening force signature that may be more acceptable to the local inhabitants.

1-36. Police activities often complement other graduated-response mechanisms that are intended to reduce violence and disorder within an area by mitigating the unnecessary escalation of force. Military police and other forces that are engaged in police activities among local populations must be capable of exercising restraint in the application of force to compel compliance from civilians and others. Military police are specifically trained to engage the public and the community within established rules for the use of force and rules of engagement, applying only the required level of force to accomplish the mission. The prudent and measured application of force is often critical to gaining and maintaining public support. Excessive force can alienate the population, undermine police efforts, and pose a threat to friendly forces.

LEGITIMACY

1-37. Police authority is generally accepted as legitimate if it is sanctioned by competent authority and the laws or mandates are applied in a fair and impartial manner. This includes maintaining consistency in applying police activities within a community or across the area of operations. Police actions that appear to be based on ethnic, religious, personal, or political bias or affiliation generally lack legitimacy, lose public support, and often lead to confrontation or reprisal. Military police and other police personnel maintain a professional bearing and deal with the public in a firm and impartial manner. Law enforcement activities or programs that lead to justice and the effective resolution of problems, conditions, or incidents within the area build and maintain trust within the population.

TRANSPARENCY

1-38. Policies, established principles, leadership intent, and corrective actions that affect police and detention operations should be open and accessible. This does not mean allowing public access to police files and information regarding ongoing investigations; rather, transparency ensures that personnel, policies, and procedural aspects of police organizations are known and reasonably accessible to the public. This allows for public awareness, scrutiny, and accountability. Military police and USACIDC elements who are conducting police and detention operations must operate in a manner that can withstand public scrutiny. Leaders continuously balance the need for transparency with the operational security requirements necessary for protection.

ASSESSMENT

1-39. Police activities and operations are continually assessed through cause and effect and cost versus benefit analyses. Using trend, pattern, and association data, police personnel focus police efforts to develop or adjust police strategies, identify where criminals or crime-conducive conditions exist, and predict where problems may emerge. Military police and USACIDC elements continuously assess their activities in support of establishing order and determining the progress measured against established measures of effectiveness. This allows leaders to adjust the application of police resources. These assessments develop awareness and intuitive judgment in police personnel and organizations and identify the subtle changes or variations in societal behavior toward disorder or changes that may signal a deteriorating security environment.

CAPABILITIES ACROSS THE RANGE OF MILITARY OPERATIONS

1-40. The United States employs joint military capabilities in operations at home and abroad in support of national security goals. These operations vary in size, purpose, and combat intensity within the range of military operations that extend from military engagement, security cooperation, and security force assistance deterrence activities to crisis response, limited contingency operations, and large-scale ground combat operations. The nature of the operational environment is that the U.S. military is engaged in several types of joint operations that occur simultaneously across the range of military operations. The range of military operations is a scale of graduated violence that ranges from stable peace to large-scale ground combat operations. Large-scale ground combat operations occur in the form of major operations or campaigns aimed at defeating the enemy armed forces and military capabilities in support of a national objective.

1-41. The military police view of the operational environment is not limited to one point on the range of military operations. Military police share a general understanding of the operational environment, with a heightened degree of focus on conducting police operations, maintaining order, and enforcing laws that enable them to identify and react to potential challenges and opportunities. The military police abilities of measuring increasing tensions in an operational environment and countering the effects of those tensions with a graduated and appropriate response make them a useful asset for identifying indicators of a changing or transitioning environment. The demand for military police capabilities remains high across the range of military operations, although the violence level varies significantly from stable peace to general war. Military police forces remain in high demand across the range of military operations because of their agility, flexibility, and ability to quickly apply necessary capabilities anywhere along the spectrum.

1-42. At one end of the range is stable peace, an ideal situation characterized by relative order and little or no violence. Peaceful interaction may include friendly competition, cooperation, and assistance. Military police activities may include police activities (to include training host-nation police), host-nation corrections training and support activities, the protection of critical personnel and facilities, and assistance to dislocated civilians. Military engagement, security cooperation, and deterrence activities sometimes require large numbers of military forces. Forces performing these operations need infrastructure, facilities, lines of communication, and base camps to support their sustainment.

1-43. Military police are engaged in the protection of Soldiers and facilities across the area of operations. Where one or more factions threaten or use violence to achieve their objectives, stable peace may transition into unstable peace. In some cases, external powers may intervene to limit conflict. Unstable peace may result if violence levels decrease after conflict. Preventing a return to violence may require peace operations. Peace operations may be necessary if stable peace is not immediately achievable. At those times, a goal of conflict termination can establish conditions in which peace operations and diplomacy may prevent conflict from recurring. (See JP 3-07.3 for additional information on peace operations.) This allows the other instruments of national power to work toward stable peace. Military police may support these efforts by conducting police operations, detention operations, or other military police technical support, as required.

1-44. Continuing along the range, the next category is insurgency (which may include the widespread use of terrorist tactics). Insurgency is the organized use of subversion and violence to seize, nullify, or challenge political control of a region (JP 3-24). Insurgency can also refer to the group itself. Insurgency is an occurrence of ongoing conflicts that involves significant intra- or interstate violence but is short of large- scale ground combat operations by conventional forces. Most common military operations that are conducted focus on counterinsurgency or the denial of support to insurgencies (typically conducted by special operations forces and termed unconventional warfare). Military police support counterinsurgency operations along the range of military operations predominantly through police, security, and detention operations that support civil control efforts, enhance the commander's freedom of action by enabling freedom of movement, provide full-dimensional protection in designated areas, and support reconciliation efforts. Police information networks are established through police engagement to provide police information for the production of police intelligence that enables focused police efforts. Military police can help control, limit, or restrict the freedom of movement of insurgents in specific areas while supporting host-nation police and security strategies. They identify crime-conducive conditions that can be exploited by insurgents, terrorists, or criminals.

1-45. Military forces conduct operations in support of national security goals. Large-scale ground combat operations are intense, lethal, and brutal. These conditions include complexity, chaos, fear, violence, fatigue, and uncertainty. (See FM 3-0 for additional information on large-scale ground combat operations.) Future battlefields include noncombatants, which are crowded in and around large cities. Enemies will employ conventional tactics, terror, criminal activity, and information warfare to further complicate operations. To an ever-increasing degree, activities in the information environment are inseparable from ground operations.

1-46. Large-scale ground combat operations occur in the form of major operations and campaigns aimed at defeating the enemy armed forces and military capabilities in support of national objectives. This is achieved in synchronization with combat operations by shaping the operational environment through consolidating gains in areas controlled by friendly forces to prepare for postconflict operations. If successful, these actions transition the violence level along the range of military operations toward stable peace. Large-scale ground combat operations are accompanied by simultaneous unconventional efforts and present the greatest challenge for Army forces.

1-47. Large-scale ground combat operations, crisis response, and contingency operations have the potential for close combat. These operations require integrating military police and other enablers to ensure the movement and maneuver of friendly forces while denying the freedom of action to adversaries. A military police view also includes identifying and meeting the challenges associated with overall police operations; protecting high-risk personnel, facilities, assets, and dislocated civilians; detaining; and conducting other activities not associated with close combat.

1-48. Military police must understand the complex environments in which they are operating and the changing nature of warfare as it transitions along the range of military operations. At every level, military police use tools and systems to analyze and examine the operational environment, including the operational and mission variables and analysis of civil considerations categorized by area, structures, capabilities, organizations, people, and events. Military police employ an analytical assessment tool that focuses on policing considerations and impacts. This tool considers systems and infrastructure that pertain to police and prison structures, organized criminal networks, legal systems, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms (POLICE). Military forces must ensure that their functional efforts are consistent, nested, and conducted within a shared framework as they provide support across the range of military operations. Military police are organized, equipped, and trained to conduct operations at any point along the range of military operations. The mix of lethal and nonlethal capabilities makes them relevant anywhere that a flexible force option is required.

SUPPORT SPANNING THE LEVELS OF WARFARE

1-49. The levels of war are doctrinal perspectives that clarify the relationship between strategic objectives (ends), operational approaches (ways), and tactical actions (means). No fixed limits or boundaries exist between these levels; they help commanders visualize a logical arrangement of operations, allocate resources, and assign tasks to the appropriate commands. The challenges of planning, preparing, executing, and continuously assessing operations within diverse theaters are many and varied. Military police commanders and staffs must remain involved in the operations process at each level of war-strategic, operational, and tactical. Military police leaders identify challenges and opportunities that equip the staff with relevant information to form a more comprehensive understanding that leads to the most effective use of military police assets and capabilities in mission execution. Military police staff members must ensure that they are an integral part of the planning process at all levels. The following paragraphs briefly describe some of the military police considerations at each level of warfare. See JP 3-0 for additional information on the levels of warfare.

1-50. Military police activities at the strategic level include force planning, military police-related policy and doctrine development, and execution operations that focus on the means and capabilities to generate, employ, sustain, and recover military police forces. Additionally, protection tasks; host-nation police training and support and development; detention; and dislocated-civilian operations place a heavy demand on military police planning requirements. Military police staff and commanders at the strategic level advise on the following:

Police operations at home stations that enable commanders to generate and preserve combat power during training, mobilization, and deployment activities.

Detainee and dislocated-civilian missions.

The protection of strategic-level infrastructure, to include seaports of debarkation and aerial ports of debarkation.

Line of communication security.

Military police sustainable readiness priorities.

Joint targeting against criminal actors.

Foreign humanitarian assistance.

Service policing interoperability.

Rules of engagement and rules for the use of force.

The rule of law.

The engagement of interorganizational law enforcement agencies to defeat, identify, and monitor criminal networks.

Host-nation police training and support.

The synchronization and integration of operational efforts with host-nation policing and weapons stockpiles.

1-51. Military police activities at the operational level focus on the impact of geography and force projection infrastructure on the commander's operational design. Military police planners must determine the basic, broad mobilization, deployment, employment, and sustaining requirements of the geographic combatant commander's concept of operations. Joint force commander military police planners need to understand the capabilities and limitations of the military police of joint and multinational forces. Many of the military police activities that are conducted for strategic operations are performed at the operational level. At the operational level, military police-

Prioritize limited assets and mitigate risks.

Conduct operational assessments and police intelligence operations, working with intelligence officers to analyze the criminal and hybrid threat.

Plan for the protection of high-risk personnel and facilities.

Prepare for the employment of lethal and nonlethal military police capabilities, anticipate other requirements, and request capabilities to meet those requirements.

Develop products and services and make recommendations on force protection and the rule of law.

Operate expeditionary forensic teams and laboratories to establish criminal and hybrid threat identities and build host-nation capacity and capability.

1-52. As the link to tactical military police integration, operational planning guarantees that adequate military police capabilities are provided to ensure mission success at each phase of the tactical operation. Military police activities at the tactical level focus on support to the ordered arrangement and maneuver of combat elements. Military police considerations at the tactical level must include relationships among each other and the enemy, critical priority tasks required to achieve combat objectives, unit mobility, and the ability to execute mutual support with maneuver elements. While tactical planning may be conducted within each of the Services, in the context of military police operations, this translates to a primary focus on military police disciplines and planning done within tactical organizations. Operational planners set the conditions for success at the tactical level by anticipating requirements and ensuring that capabilities are available.

1-53. Military police tactical planning is focused on support to designated critical priority tasks, to include police operation tasks in support of civil security and civil control efforts, detention tasks that ensure detainees do not interfere with combat operations, and security and mobility support tasks that enable critical security and mobility priorities. Military police tactical planners use the military police assets that are provided by operational planners to support the tactical mission tasks assigned to the maneuver units that they support. With military police support, the subordinate joint force commander ensures that military police capabilities are effectively integrated into the tactical operation order and that military police are leveraged to perform identified priority tasks.

1-54. Tactical tasks are complex, and planning must consider symmetric and asymmetric threat capabilities. Support to policing and a corrections institution (which may include training, development, or mentorship) is a critical capability to enable the maneuver commander at the tactical level during stability operations. Military police facilitate the ability to discern and identify patterns, plan specific strategies based on the criminal threat, and provide specific threat information in the form of police intelligence. The proliferation of mines and improvised explosive devices requires military police security elements to continuously develop new procedures to counter the threat. The tactical integration of newly developed technology and engineer; explosive ordnance disposal; and chemical, biological, radiological, and nuclear (CBRN) capabilities has become part of an increasing requirement to remain adaptive.

1-55. The military police approach to the operational environment facilitates the synchronization of military police operations in support of combined arms through the framework of the warfighting functions. Understanding the operational environment is nested within a holistic Army understanding of the operational environment. While there are significant linkages to each of the warfighting functions, planning support at the strategic to operational levels is focused primarily within the protection, movement and maneuver, and intelligence functions. At the operational to tactical level, planning support focuses primarily on the protection, movement and maneuver, intelligence, and mission command functions. While the primary focus and staff organization for military police considerations vary among levels of war, military police remain central to the integration of policing, detention, security and mobility support tasks, and shaping of the operational environment.

Chapter 2

Foundations of Military Police Operations

The business of this corps is to watch over the good order and regularity of the Army, in camp, quarters, or on a march; to silence all quarrels, tumults and riots; detect and hinder every species of marauding, prevent straggling and other unsoldier like licenses among the troops.

George Washington to the Continental Congress Conference Committee, 1778

This chapter describes the foundations necessary for effective military police operations. It defines the military police disciplines that broadly categorize the array of military police technical capabilities and tactical tasks and enables clear linkages from those capabilities and tasks to the warfighting functions.

MILITARY POLICE FUNCTIONAL ORGANIZATIONS

2-1. ADP 3-0 describes decisive action as continuous, simultaneous combinations of offensive, defensive, and stability or DSCA tasks that begin with the commander's intent and concept of operations. As a single, unifying idea, decisive action provides direction for the entire operation. Army forces conduct decisive action as part of the larger joint operations framework. These operations require flexibility, applying combat power into complex environments by executing simultaneous combinations of all decisive-action tasks.

2-2. Military police perform critical requirements identified in the Universal Joint Task List and the Army Universal Task List. The capabilities inherent in military police organizations provide a significant force enabler to other Army organizational and unified-action partners across the range of military operations. Military police units facilitate the freedom of maneuver and mobility necessary to meet mission objectives and provide focused protection to high-risk personnel, equipment, and facilities. Military police units and Soldiers are especially well suited for conducting security force assistance and providing support to host- nation policing and corrections reform. In doing so, they enable the mobility of friendly forces and enhance the basic level of protection. Military police operations enable the sustainment of friendly forces; contribute to a clear understanding of the policing and corrections environment; and provide support to noncombatants and other unified-action partners

2-3. Military police disciplines are interdependent areas of expertise within the Military Police Corps that are grouped together to provide an organizational framework of military police technical capabilities and tactical tasks. A review of current Universal Joint Task List and Army Universal Task List tasks, warfighting gap analysis, and lessons learned from recent operational experiences has established three critical disciplines that military police units and Soldiers perform in support of decisive action. The three military police disciplines (police operations, detention operations, and security and mobility support) are listed in table 2-1, page 2-2, along with major technical capabilities and tactical tasks aligned beneath the corresponding discipline. The list of capabilities and tasks displayed is not an all-inclusive list of military police tasks. See appendix A, for additional information on military police organization structures, missions, and capabilities.

2-4. Police intelligence operations is an integrated task. Police intelligence operations supports commanders at all levels through the integration of police intelligence activities within all military police operations. Military police integration of police intelligence efforts may range from conducting tactical reconnaissance and surveillance to processing information specific to police operations and investigations. Police intelligence operations enables military police and USACIDC staff and police intelligence analysts to identify connections and correlations between people, locations, events, times, and things, allowing for the identification of trends, patterns, and associations pertinent to activity and organizational structures that facilitate criminal behavior. See ATP 3-39.20 for additional information.

Table 2-1. Military police disciplines and technical and tactical tasks

Technical and Tactical Tasks | Military Police Disciplines
Police Operations | Detention Operations | Security and Mobility Support

Perform law enforcement.
Confine U.S. military prisoners.
Provide support to mobility.

Provide support to breaching.

Provide support to clearing.

Provide support to gap-crossing.

Develop a traffic control plan.

Conduct main/alternate supply route regulation and enforcement.

Support passage of lines.

Conduct straggler movement control.

Conduct police engagement. | Conduct detainee operations.

Conduct crime prevention.

Conduct criminal investigations.

Conduct law enforcement raids.

Employ forensic analysis or biometric identification capabilities support.
Conduct host-nation corrections training and support.
Conduct area security.

Conduct base/base camp defense.

Conduct critical asset security.

Conduct protective services.

Conduct response force operations.

Conduct lines of communications security.

Conduct checkpoints.

Support port area and pier security.

Conduct area damage control.

Conduct traffic management and enforcement.

Provide customs support.

Provide support to civil security and civil control.

Restore and maintain order.

Support border control, boundary security, and freedom of movement.

Establish an interim criminal justice system.

Conduct host-nation police training support.

Conduct reconnaissance and surveillance.

Perform civil disturbance control. | Apply antiterrorism measures.
Provide support to civil law enforcement. | Implement physical security procedures.
Provide evidence response team support. | Provide MWD support.
Employ special-reaction teams. | Provide support to populace and resources control. Conduct dislocated-civilian operations. Support noncombatant evacuation operations.
Conduct logistics security.

Legend:

MWD

military working dog

U.S.

United States

MILITARY POLICE DISCIPLINES

2-5. Military police units provide support to each of the warfighting functions while performing their three disciplines as a flexible, versatile, lethal, and nonlethal economy-of-force organization. Through these disciplines, military police units provide commanders with an array of tailorable and focused capabilities across the range of military operations. Military police headquarters cannot generally conduct all three military police disciplines at the same level of priority; therefore, commanders must anticipate, prioritize, and synchronize the employment of military police assets. The echelon provost marshal and staff make priority recommendations in the planning process based on the commander's guidance and the mission variables. Each provost marshal works closely with supported commanders to ensure that military police support is responsive and appropriate to the commander's concept of operations and to establish command and support relationships.

POLICE OPERATIONS

The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.

Sir Robert Peel

2-6. Police operations are the primary discipline of military police shaping the actions and perspective of military police Soldiers and leaders in the conduct and execution of the other disciplines. Police operations encompass the associated law enforcement activities to control and protect populations and resources to facilitate the existence of a lawful and orderly environment. Police operations and the associated skills and capabilities inherent in that function provide the fundamental base on which all other military police functions are framed and conducted. Military police conduct police operations to-

Maintain good order and discipline. This application of the police operations discipline is focused internally at policing Soldiers and civilians and deterring, mitigating, and preventing criminal and terrorist threats. This application is at the heart of the military police motto of assist, protect, and defend. It is most prevalent at posts, camps, and stations but is also necessary on base camps in mature theaters.

Establish and maintain civil security and civil control while enabling the rule of law. This application of the police operations discipline is focused externally at policing the local population in an operational environment where host-nation policing and security capability are inadequate or nonexistent. The goal of any police operation within a host nation is to enable the rule of law and to eventually transition all policing functions to host-nation control.

Manage during times of crisis in DSCA. National Guard military police elements regularly support their respective state governors in this function while operating as state assets under 32 USC. U.S. Army Reserve and active duty military police elements, including federalized National Guard Soldiers, are generally prohibited from direct participation in law enforcement.

2-7. Within the military community, the police operations discipline is an enabler of the commander's inherent responsibility to maintain order and discipline within the ranks of his formation. This is the most visible application of the police operations discipline to most Army personnel, and it includes law enforcement in support of bases and base camps. It is through the execution of garrison law enforcement that military police gain critical interpersonal skills and technical policing and investigative capabilities critical to police operations in any operational environment. Outside of U.S. territory, military police execute police operations to establish or preserve civil security, civil control, and the rule of law within the host nation. In many operations, especially following large-scale ground combat operations or disasters in which host-nation capabilities have been destroyed or rendered ineffective, establishing civil security and civil control are critical to gaining a stable and secure environment. Military police execute the police operations discipline early in these operations to set conditions for the successful transition to stability and the eventual transfer of authority to host-nation police and security elements. As stability becomes the dominant operation in an operational environment, the focused demand for military police capabilities generally transitions from primarily security and mobility support to police operations. Stability produces the highest magnitude of requirements for police operations within the context of the range of military operations.

2-8. Police intelligence operations is strongly associated with police operations-more specifically, law enforcement and criminal investigations. Commanders, provost marshals, and law enforcement investigators generate intelligence requirements needed for situational understanding and decision making regarding criminal investigations, disruption of criminal activity, reduction in crime-conducive conditions, distribution of law enforcement assets, and mission focus. The analysis of information gathered during law enforcement activities can provide the critical linkages, associations, and patterns necessary to conduct law enforcement investigations, identify criminal networks, solve crimes, and close criminal investigations. The analyses of crime trends, patterns, and associations enable commanders, provost marshals, and military police staffs to plan and make decisions regarding the prevention of policing strategies, patrol distribution, resource requirements, and areas requiring increased police engagement and focus.

2-9. Military police and USACIDC units work to reduce the opportunity for criminal activity throughout the area of operations by assessing the local conditions, conducting police engagement at all levels (including coordinating and maintaining liaison with other DOD, host-nation, joint, and multinational agencies), and developing coherent policing strategies. Military police units at all levels coordinate actions to identify and influence crime-conducive conditions. Military police support and develop strategies to maintain order and enforce the rule of law across the range of military operations. The police operations discipline includes major areas, such as law enforcement, traffic management and enforcement, criminal investigations, host- nation police training and support, and U.S. customs operations support. Police operations are aligned under the protection warfighting function. See ADP 3-37 and ATP 3-39.10 for additional information.

2-10. In support of host-nation police organizations, the analyses of trends, patterns, and associations in an organization can provide insight into internal systemic problems (training deficiencies, administrative issues) in the police organization. Police intelligence operations integrated within policing operations in support of decisive action can provide critical analysis and a situational understanding of civil considerations as they relate to host-nation police systems, organizations, capability, and capacity. See ATP 3-39.10 for additional information on building host-nation police capability and capacity.

Combat Advising Supporting the Rule of Law

During the recent wars in Iraq and Afghanistan, in an effort to support stability operations, small teams of conventional force Soldiers were task-organized and deployed in support of a number of unique advisory teams (e.g., military transitions teams, national police transition teams, police transition teams, border transition teams, and embedded training teams). From 2006 - 2009, these advisor teams trained at Camp Funston at Fort Riley, Kansas and deployed to the theaters of war, as needed.

Soldiers, from the rank of staff sergeant to colonel and across a wide variety of military occupational specialties, were tasked with the mission of security force assistance in support of the development of both Iraq and Afghanistan foreign security forces and their supporting institutions. Working as advisors, they were responsible for providing mechanisms that supported the synchronization of both civilian and military efforts specifically designed to end insurgent violence and facilitate a return to peaceful political processes (FM 3-24, Insurgencies and Countering Insurgencies, May 2014).

Police operations and other unique military police technical capabilities played a significant role in supporting the development of rule of law. This support to security cooperation included providing partners and advisors with guidance and oversight on the tenants of supporting civil and criminal law, police procedures, support to the judicial system, and detention institutions procedures.

LAW ENFORCEMENT

2-11. Law enforcement assists the commander in maintaining order and discipline in the ranks and in preserving the force. Military police units dedicate assets to conduct law enforcement based on command guidance and the characteristics of the operational environment. Military police are only one of many enforcement mechanisms that commanders can use to enforce rules and regulations and enable the rule of law. Commanders rely on leadership, professional development programs, sound physical security, crime prevention programs, inquiries, investigations, and searches to gain the compliance of troops, thus allowing military police to selectively focus their law enforcement efforts on the most significant enforcement requirements. Law enforcement includes enforcing regulations and policies; investigating traffic accidents; conducting vehicle searches; responding to civil disturbances; conducting raids; employing special reaction teams, military working dog (MWD) teams, and marksman/observer teams; supporting the commander's protection program; and providing support to host-nation and civil law enforcement agencies.

2-12. In multinational operations, military police may assist with the creation of multinational police units and training. Circumstances that may support the establishment of these police forces include existing or negotiated terms of international agreements or security assistance programs, a multinational operational agreement, or appropriate military directives. Military police units provide the capability to train foreign military or civilian personnel and/or reconstitute host-nation constabulary forces. Military police may be required to provide interim law enforcement capability until that capacity can be established within the host nation. Military police can provide initial mentoring to these forces and temporary law enforcement capabilities until the foreign military or civilian police forces are functional.

POLICE ENGAGEMENT

2-13. Police engagement occurs in all operational environments where police interact with elements external to their organization. Police engagement is an information-related capability that occurs between police personnel, organizations, and populations for the purpose of maintaining social order. Military police and USACIDC personnel engage local, host-nation, and coalition police partners; police agencies; civil leaders; and local populations for critical police information that can influence military operations or destabilize an area of operations. The ultimate goal of police engagement is to develop a routine and reliable interpersonal network through which police information can flow to military police. Based on the tactical situation, police engagement can be formal or informal. Police engagement may be a proactive activity as part of deliberate information-gathering, targeting, or collection efforts or can be conducted as a reactive response to an episodic event.

2-14. Formal police engagement is generally conducted as part of a deliberate strategy to gain support or information or to convey a message. It requires preparation, coordination, and postengagement reporting. Military police or USACIDC personnel may serve as the key communicators within a sphere of influence that includes host-nation or multinational police leadership, or they may support a separate key communicator. At home station installations, military police and CID agents conduct formal police engagements with community partners to collect information on the causes of local crime, disorder, and fear- of-crime problems and to codesign effective solutions to mitigate or prevent those problems from occurring or reoccurring.

2-15. It is essential that information and messages exchanged are accurate and consistent with the informational themes and the operations they represent.

2-16. Military police and USACIDC personnel employ the following engagement considerations when planning and preparing for deliberate police engagements:

Background (purpose, decisions, and authority for engagement).

Person (position, organization, perceived agenda, and last engagement).

Meeting preparation (G-2/S-2) intelligence summary and updates, current themes, political/cultural advisor, gifts to exchange or expect, and rehearsal.

Adjacent-unit coordination (if the area of operations is assigned to another headquarters).

Linguist support (rehearsal with organic linguist).

Uniform and equipment (appropriate for mission and location).

Postengagement follow-up (timely summaries to S-2/battalion or brigade operations staff officer [S-3]/ assistant chief of staff, operations (G-3) and other stakeholders).

2-17. Police engagement is often less formal and occurs anytime military police interact with other police entities or populations; however, military police and USACIDC personnel maintain a deliberate focus and commitment to identify criminal actors and networks, crime-conducive conditions, and other factors from within the criminal or police environment that can destabilize an area or threaten short- and long-term operational success. This focus of military police and USACIDC personnel during informal police engagement may reap significant information gained through passive collection techniques. The simple act of talking with the population or police partners may inadvertently reveal valuable information. Military police must be cognizant of these opportunities and ensure that this information is reported and fused with other collected information.

CRIME PREVENTION

2-18. Crime prevention is an attempt to reduce and deter crime and criminals. Crime prevention is a critical element in an overall policing strategy. It includes law enforcement, physical security, antiterrorism, and crime prevention measures. Military police support the commander's crime prevention and protection efforts through a wide range of activities. Military police personnel have the expertise to analyze data, identify major problems, and develop lists of possible countermeasures. They perform these functions in support of a crime prevention council or working group appointed by the base, base camp, or mission commander and composed of representatives of major organizations and activities. Military police can provide support to individual unit commanders when requested. See ATP 3-39.10 for additional information on crime prevention.

CRIMINAL INVESTIGATIONS

2-19. Military police and USACIDC units investigate offenses committed against U.S. forces or property in an area of operations. Commanders request USACIDC assets to facilitate discipline and order within their areas of operations across the range of military operations. Highly trained CID special agents investigate felony crimes, such as unattended deaths, war crimes, controlled-substance offenses, high-value theft, fraud, sex crimes, and aggravated assaults. USACIDC should report adverse results of investigations (such as convictions) to the United States Army Intelligence and Security Command Security Operations Center. Additionally, special agents are called to advise commanders on a variety of other specialized considerations at the strategic, operational, and tactical levels.

2-20. Special agents can be asked to conduct investigations outside the parameters of the regulation that involves sensitive investigations pertaining to senior Army officials and classified programs. The investigative authority and investigative responsibility of USACIDC outside the continental United States (OCONUS) are determined by international treaty or agreement and include status-of-forces agreements, the policies of the host-nation government (if viable), the U.S. ambassador, see AR 195-2 for additional information about the USACIDC mission and specific authorities. In the absence of such provisions, the following guidelines apply.

On Army-controlled bases or base camps within deployed areas of operations, USACIDC has the authority to investigate alleged crimes.

Outside of an Army-controlled base or base camp, USACIDC may investigate after coordinating with host-nation authorities.

2-21. Criminal Investigations typically fall into the following categories:

Felony crimes against persons. These investigations consist of the most serious offenses. Special agents conduct a complete investigation for all deaths that occur on an Army installation and for those in which the Army may have an interest. Other examples of crimes against persons include robbery, assault, and child abuse.

Drug suppression. CID detachments conduct installation level drug suppression activities on and off the installation. These activities frequently involve undercover (semicovert) operations in unit and social environments. Semicovert special agents and assigned or attached military police investigators conduct investigations when allegations have been made that Soldiers, civilian employees, or family members are involved in the possession, use, or distribution of an illegal controlled substance. The infiltration of social and military networks by USACIDC personnel entails assuming a semicovert identity. Coordination between CID drug suppression teams and local, state, federal, and host-nation law enforcement agencies is routinely accomplished to ensure the unity of the investigation. CID drug suppression teams may have an overt element that assists unit commanders in unit drug suppression activities through training, education, and the conduct of health and welfare inspections.

Economic crimes. USACIDC units conduct investigations of fraud, significant theft, waste, and abuse at the Army installation, unit, and individual levels.

Sexual-related crimes. Special agents complete investigations of sex crimes that involve active- duty Soldiers; activated National Guard and Reservists on 10 USC status; and civilians for which there is a direct Army interest on and off U.S. military installations. These investigations require sensitivity and finesse, and special agents receive extensive specialized training in these areas. Most installations have a civilian sexual assault investigator at the CID office. These civilian CID special agents have extensive training and maintain close coordination with Army social worker attorneys, victim advocacy services, and medical treatment facility personnel required for the successful resolution of sex crimes. The nature of sex crimes frequently requires coordination with off-installation professional services. This coordination is accomplished in concert with Army victim advocacy personnel.

Crime prevention. Crime prevention activities are aggressively and proactively pursued by CID detachments on the installation. Special agents evaluate installation activities and units to determine areas susceptible to the theft or diversion of military assets. Recommendations are made to the supported commander for improvements that may limit risks.

Criminal intelligence. The USACIDC provides criminal intelligence analysis to commanders that identifies indicators and contributing factors that promote crime, disorder, criminal threats, and criminal behavior that may impact Army operations or threaten Army properties, facilities, and/or personnel. Criminal intelligence is a subset of police intelligence focused on criminal activity and specific criminal threats. Criminal intelligence is police intelligence, but not all police intelligence is criminal intelligence. Special agents and civilian investigative analysts collect, analyze, and process information from the installation and external sources. Local CID detachments evaluate, collate, and forward this information to higher CID headquarters. Installation CID detachments receive information and intelligence that is passed from external sources to supported installation activities. Criminal intelligence is a critical portion of installation police intelligence operations activities. Specific criminal intelligence-such as methods of operation, distinct patterns, crime techniques, investigative leads, gang violence, and terrorism-is reported to commanders and shared with various intelligence and law enforcement agencies. CID detachments solicit criminal intelligence from military, civilian, and foreign intelligence services.

LAW ENFORCEMENT RAIDS

2-22. Law enforcement raids are normally conducted to apprehend offenders, obtain evidence of illegal activity, safeguard hostages, or recover U.S. government property. (See ATP 3-39.10 for additional information.) In contingency operations, combined U.S., multinational, or host-nation law enforcement may be used to collect information, capture or eliminate threats (terrorists, criminals, insurgents), or confiscate weapons.

2-23. Law enforcement raids are most effective when conducted by special-agent teams in cooperation with specially trained law enforcement personnel (such as military police or USACIDC staging areas skilled in raids, apprehensions, and evidence collection and preservation [See AR 190-14 for additional information.]) At a minimum, each raid team should have at least one trained, experienced investigator who is responsible for collecting and processing evidence. Specially trained special reaction teams are suited for high-risk law enforcement raids in high-threat environments. The special reaction teams are experienced military police who are trained in breaching techniques, barrier penetration, and threat and occupant control. See ATP 3-39.11 for additional information.

BIOMETRICS AND FORENSICS

2-24. Conflicts within present and future operational environments are more likely to include struggles against adversaries fighting among the people versus fighting around the people. As a result, the opponent will attempt to blend into the population. In criminal investigations, forensic tools and methods are critical for identifying individuals, denying threat anonymity, establishing a person's presence at a specific location of time and space, establishing that a suspect has had physical contact with material related to an investigation, developing associations, determining the sequence of events, establishing cause-and-effect relationships, and identifying unknown substances. These biometric and forensic capabilities are used extensively in traditional law enforcement investigations, but are extremely relevant to incident sites and major site exploitation operations.

Biometrics in Force Protection

During biometrics screening for personnel entering the U.S., a previously processed person of interest was identified and denied access based on an established biometric data file.

The individual in question was detained by coalition forces in 2008 and was subsequently released as part of a mass prisoner release. He moved throughout the Middle East and Europe and was biometrically enrolled at various locations prior to attempting to enter the U.S. under an assumed identity.

This individual's biometrics matched a latent print found on a bomb fragment recovered during site exploitation of an improvised explosive device incident site. He was added to the biometrics enable watch list (BEWL), denied access to the U.S., and transferred to proper authorities.

Biometrics

2-25. Biometrics is the process of recognizing an individual based on measurable anatomical, physiological, and behavioral characteristics (JP 2-0). Biometrics enhance identifying, locating, and tracking persons of interest and managing aid or services to populations. Biometric tools and subsequent information can support protection and security efforts, contribute to biometric-enabled intelligence, and support investigations and criminal prosecution. The following biometric tools are used to process data:

Personal identification data. Biometric collection and identification devices use biological information (DNA, fingerprints, voice, facial images, and iris scans) to match an individual to a source database. The identity of a specific individual can be identified from the target population during screening.

Data that indicates source truthfulness. Voice stress analyzers and polygraphs, are useful in determining a subject's truthfulness. USACIDC and the U.S. Army Intelligence and Security Command maintain the only polygraph capability within the Army. The Commanding General, USACIDC, in coordination with the Army Deputy Chief of Staff for Operations and Plans, exercises overall Army staff responsibility for the DA Polygraph Program and policy guidance with respect to using the polygraph in criminal investigations. The Deputy Chief of Staff, G-2, DA, promulgates policy on the use of the polygraph and credibility assessments for intelligence and counterintelligence applications.

Forensics

2-26. Forensics is the application of multidisciplinary scientific processes to establish facts. The forensic functions of recognize, preserve, collect, analyze, store, and share are used to properly develop protected material and information into usable evidence to establish facts and identify connections between persons, objects, places, or events. Forensics has been traditionally associated with evidence collected at crime scenes or incident sites, but includes methodologies for the analysis of computers and networks, accounting, psychiatry, and other specialized fields. In addition to military criminal investigations, forensics is employed to support medical examiners, joint force commanders, criminal intelligence, and military intelligence analysts. Additionally, forensics analysis is used to answer commander's critical information requirements (CCIRs), provide situational awareness, and support other mission requirements.

2-27. The capabilities to collect, analyze, and exploit latent prints, DNA, firearm signatures, toolmarks, trace evidence, documents, and media have all been employed with great success in support of military operations. Deployable, expeditionary forensic laboratory capabilities have enabled significant expansion, timeliness, and relevant evidence collection and forensic analytical capabilities that support commanders in operational environments (see figure 2-1 for an overview of evidence collection and forensic analysis).

Figure 2-1 Evidence collection and forensic analysis activities

2-28. The collection of physical evidence and follow-on forensic analysis enables analysts to identify linkages between individuals, material, organizational infrastructure, and equipment (including weapons). It identifies trends, patterns, and associations pertinent to specific incidents or exploitation sites; enables operating forces to identify enemies and add depth and scope to the intelligence picture; and answers CCIRs. (See ATP 3-39.12 for additional information on evidence collection, and see ATP 3-90.15 for additional information on site exploitation.) Forensics can provide information and intelligence that supports the following:

Protection efforts. Information derived from collected evidence and subsequent analysis can enhance preventive protection measures by identifying threats and enabling commanders to implement measures to mitigate hostile actions against U.S. personnel, resources, facilities, and critical information.

Targeting actions. Forensic analysis that identifies and attributes threat elements to specific sites, actions, or networks and contributes to lethal and nonlethal targeting against threats.

Source identification. Evidence collected and subsequent forensic analysis can be fused with other information obtained through intelligence and operational channels to increase the commander's situational awareness and understanding of the origin and movement of components used by threats, regional groups involved, and transnational sponsorships.

Support to prosecution. Evidence collected, analyzed, and exploited by analysts, law enforcement investigators, forensic laboratory examiners, and staffs can link individuals to particular locations, events, or devices and establish trends, patterns and associations. These results can be used to further criminal investigations. They can also be compiled to build a criminal prosecutorial package for use in conjunction with the testimony of experts to further detain or charge individuals who are suspected or proven to be involved in criminal acts against U.S. forces, coalition forces, or resources.

Warrant-based operations. As U.S. forces conduct stability tasks to strengthen legitimate governance and restore or maintain the rule of law, they may be required to obtain judicially issued warrants from the host nation to execute site exploitation or targeting in support of the commander's objectives

2-29. The Defense Forensic Science Center (DFSC) supports Army forensic requirements. The primary laboratory facility maintained by DFSC is stationary due to the nature of the equipment required; however, forward-deployed mobile forensics emerged as a solution to recent operational requirements to support deployed commanders. Operational developments in recent years have documented a growing demand for forensic support to deployed commanders. DFSC provides mobile forensic laboratories to support commanders in the field as far forward as possible. These deployable laboratories enable DFSC to provide more timely forensic analysis across the spectrum of capabilities, including latent fingerprints, toolmarks, firearms, DNA, and explosive/drug chemistry.

2-30. Forensic exploitation laboratories are deployable laboratories with adaptive forensic capabilities that enhance the exploitation of captured enemy materiel and evidence gathered supporting protection, targeting, sourcing, criminal prosecution, and mission success. The forensic-exploitation laboratory provides a standardized exploitation process by integrating weapons technical exploitation capabilities, including explosive exploitation and electronic reengineering, with the inherent forensic disciplines of serology, DNA, chemistry, latent prints, and firearms/toolmarks. Forensic-exploitation teams are composed of forensic scientists from DFSC. They provide operational-level forensic examination of captured material in support of combatant commanders based on operational priorities. Forensic-exploitation laboratories have on-site capabilities and the ability to obtain institutional support from the U.S. Army Criminal Investigation Laboratory through reachback. This combination of on-site and reachback capability allows the laboratory to prioritize in-theater capabilities while ensuring full forensic analysis support. Table 2-2, page 2-11 identifies forensic-exploitation laboratory capabilities.

2-31. The proper handling of material from a crime scene or incident site is critical to the success of forensic examination by forensic scientists and technicians. Military police are trained to properly handle and preserve collected material, whether in the context of processing a crime scene or collecting and protecting material in support of military operations. Recent emerging operational developments require all Soldiers to train on the collection and preservation of forensic evidence on the battlefield. Soldiers of many specialties beyond military police forces are now being required to understand basic evidence collection procedures to protect crime scenes and incident sites. The protection of collected material from untrained personnel is crucial during the recovery and transit phase of moving material. Military police must educate commanders on the forensic recognition, preservation, collection, and analysis capabilities available to them.

TRAFFIC MANAGEMENT AND ENFORCEMENT

2-32. Traffic management and enforcement activities encompass a technical law enforcement specialty that includes the control of traffic circulation, enforcement of traffic regulations, and investigation of traffic accidents. Many of the skills and capabilities involved in traffic management and enforcement are equally relevant in support of posts, camps, stations, and decisive action. Traffic management and enforcement planning and execution are routine functions based on recurring, predictable events; special events; or an effort to control traffic flow, protect civilian and military personnel and equipment, and mitigate the effects of traffic congestion. Traffic management and enforcement is critical in mitigating disruptions following an unforeseen incident, major accident, or disaster. See ATP 3-39.10 for additional information on traffic management.

2-33. Law enforcement personnel who are trained in traffic management and enforcement activities provide expertise in conducting traffic surveys to assess traffic patterns and traffic flow, enhancing the safety of the military and civilian community. Military police with expertise in traffic management and enforcement work closely with engineers to design roadways, intersections, entry control points and access control points, and other areas required to accommodate significant vehicular traffic flow. The enforcement of traffic regulations ensures that the roadways are negotiated by vehicles in a safe and orderly manner, protecting vehicular traffic, pedestrians, and personnel operating in the vicinity of roadways and areas of vehicular traffic. Specially trained traffic accident investigators provide expertise specific to reconstructing traffic accidents in the aftermath.

Table 2-2. Forensic-exploitation laboratory capabilities

Latent Prints

Latent print exploitation.

Unknown latent print-to-known record comparison/identification.

Record-to-record comparison (ID confirmation).

Latent-to-latent comparison.

The most rapidly deployable forensic discipline at the FXL.

Can work in an Unclassified or a Classified environment (Rule of Law Prosecutions/Intelligence).

DNA

Capable of processing samples and reporting results in 72 hours.

Follows FBI quality assurance standards for analyzing DNA.

Conducts known and questioned sample processing, to include Touch DNA.

Involved in projects looking into the next advances of DNA technology (Rapid DNA, Next Generation Sequencing).

Submits DNA results for prosecution by local governments.

Chemistry

Explosives analysis: organic explosives; inorganic explosives; improvised explosives; controlled substances; and organic and inorganic fuels.

Trace characterization: improvised explosive device components; explosive residues; postblast components; and unknown materials.

Firearms and Toolmarks

Firearms.

Determines countries of origin.

Determines if a specific suspect firearm fired the bullet/cartridge case.

Links multiple shooting incidents.

Toolmarks.

Determines if a specific suspect tool made the toolmark damage/construction of IEDs.

Links various incidents or items of evidence back to a single tool or origin.

Legend:

DNA

deoxyribonucleic acid

FBI

federal bureau of investigations

FXL

forensics exploitation lab

ID

identification

IED

improvised explosive device

CUSTOMS SUPPORT

2-34. Military police units support the U.S. Customs and Border Protection agency, the U.S. Department of Agriculture, other federal agencies, joint staffs, and commanders who enforce the laws and regulations of the United States concerning customs, agriculture, and immigration border clearances. The ultimate goal is to prevent hazards and threats from entering the homeland. Support to the U.S. Customs and Border Protection agency includes assistance to federal agencies to eliminate the illegal traffic of controlled substances and other contraband through Army channels. Military police support to customs operations is normally performed by military police trained in U.S. customs and border protection. These military police are not trained in all facets of customs operations, but they assist the U.S. Customs and Border Protection agency, the U.S. Department of Agriculture, and other federal agencies in the enforcement of applicable laws and regulations. When tasked, the USACIDC and other military police elements support the investigation of violations of USC, DOD, or DA regulations and applicable provisions of status-of-forces agreements.

2-35. Customs-trained military police report violations of customs, laws, regulations, and inspections and investigative results to the installation provost marshal, the supported commander, and affected units. During redeployment, customs-trained military police support U.S. Customs and Border Protection agency and U.S. Department of Agriculture efforts to ensure that personnel, equipment, and materials meet customs, immigration, and agriculture requirements of all applicable laws and regulations. As with other functions, MWD teams may be employed in support of customs operations for the detection of explosives or narcotics.

SUPPORT TO CIVIL SECURITY AND CIVIL CONTROL

2-36. Civil security involves providing for the safety of the state and its population, including protection from internal and external threats (see FM 3-07). It includes a diverse set of activities ranging from enforcing peace agreements to executing disarmament, demobilization, and reintegration. Civil security must be achieved in order for other stability lines of effort to be successful. This success requires establishing a safe, secure, stable, and professional environment and enables a transition toward normalcy. A secure environment is key to gaining support from the local population.

2-37. Establishing civil control is a critical step toward instituting the rule of law and enabling stable and effective governance. Civil control, with its emphasis on governance and the rule of law, is required for successful stability tasks and the transfer of authority to a host-nation government. The operational environment may be threatened by insurgents, subversive elements within the population, organized crime, or a state of general lawlessness. These threats are obstacles to a secure, stable peace and can prevent successful efforts to establish a lawful and orderly environment. Civil control focuses on the establishment of the rule of law and efforts to build a functioning host-nation civil authority triad (judiciary, police, and corrections). It encompasses the key institutions necessary for a functioning justice system, including police, investigative services, prosecutorial arm, public defense, and prisons.

Restore and Maintain Order

2-38. Establishing civil security and civil control requires initial actions to restore order in a chaotic and potentially lawless environment. In most operational environments requiring U.S. forces to establish civil security, the rule of law has failed or was never put into place. U.S. forces, to include military police, must establish and then maintain a secure environment, enabling civil control lines of effort and the rule of law to be established. Restoring and maintaining order may require combat operations to eliminate specific threats, disarm the population and disruptive elements, monitor and disperse crowds that become violent and destructive, and physically separate belligerents.

2-39. Operations to restore order are conducted to halt violence and to support, reinstate, or establish civil authorities. These operations provide security and stability after a conflict, while setting the conditions for transition to the rule of law. Providing effective security for the local population by reducing its exposure to the threat of violent conflict is critical to enabling a stable environment for continued stability tasks and reconstruction. Military police are uniquely suited to engage in operations to establish civil order. Military police Soldiers are trained and experienced in graduated-response techniques and the application of the minimal force necessary to control a situation. In operational environments that are between major conflict and instability, the ability to gain control of a potentially violent event, establish order, and disperse the population without resorting to a significant application of force can make a significant impact. Successful efforts to establish order with minimal violence ease the transition from instability toward stable peace and enable the establishment of effective governance under the rule of law.

Support Border Control, Boundary Security, and Freedom of Movement

2-40. Civil security is threatened if the state cannot control the flow of persons and materiel across its borders and throughout the country. The ability to monitor and regulate the borders is critical. When host-nation border control is ineffective or nonexistent, U.S. forces may be required to conduct border control operations, to include patrolling the areas near the border, specifically in the vicinity of formal and informal crossing sites. ADRP 3-07 contains additional information regarding border control, boundary security, and freedom of movement.

2-41. Military police provide relevant capabilities to enhance border control operations. Military police units are trained in access control and physical security measures that support border checkpoint operations. Military police customs personnel can transfer their experience supporting U.S. customs operations to supporting host-nation customs requirements at entry points and other checkpoints, as required. The MWDs provide the capability to detect contraband being smuggled across state boundaries. Military police units can provide law enforcement expertise and work closely with host-nation border personnel, providing training and assistance until the host nation is capable of assuming full authority. Successful border control operations include-

The integration of border control and customs efforts.

Efficient, regulated movement of personnel, vehicles, materiel, and goods.

Cooperative efforts with adjacent state border agencies.

The detection of-

Illegal trafficking across borders.

Organized criminal networks.

Movement of irregular forces.

Terrorist activities and movements.

Other threats to the host nation.

Establish an Interim Criminal Justice System

2-42. Army forces may be required to assist in establishing an interim justice system as a prerequisite to the restoration of effective governance. Establishing an interim criminal justice system under the rule of law requires a wide range of skilled professionals, including judges, prosecutors, court administrators, corrections personnel, law enforcement personnel, and investigators. The civil authority triad consists of police, prisons, and a judicial system. This triad provides the foundation on which the criminal justice system is built. Military police provide specific capabilities that are pertinent to two of the three legs of the civil authority triad-police and prisons-necessary for a functioning criminal justice system that operates under the rule of law. See FM 1-04 for additional information regarding legal support to the operational Army.

2-43. Military police units are specifically trained to support law enforcement and corrections missions within their police operations and detention operations disciplines. Military police maintain the capability to conduct law enforcement activities, including police patrols, traffic management and enforcement, MWD, police station operations, and police administrative support tasks. The USACIDC provides extensive criminal investigative capabilities and forensic capabilities that are comparable to civilian law enforcement agencies. Military police also have military police investigators with criminal investigations training. Military police investigators and USACIDC special agents can be deployed in support of rule-of-law missions, to include training host-nation police personnel. USAMPS provides an eight-week Military Police Investigator Course to train Military Police Investigators for the U.S. Armed Forces, Department of Defense and allied nations; the course provides military police Soldiers with a V5 identifier.

2-44. As the operational environment transitions from one dominated by combat operations to a more stable environment dominated by the rule of law, military police organizations can provide valuable policing and technical law enforcement and investigative capabilities. Military police elements ranging from organic provost marshal offices to military police companies, battalions, and brigades supporting BCTs, divisions, and corps provide a wide range of law enforcement-related skills and techniques, ranging from handling evidence during site exploitation to more sophisticated methods of investigating complex crimes. Military police are capable of training and mentoring host-nation police and providing expertise to U.S. troops who are conducting security operations. Support to U.S. military units may include conducting police tasks within restricted rules of engagement; conducting police-oriented engagement activities with the population; and collecting and preserving evidence. These capabilities are increasingly important as the host nation transitions to the rule of law and begins criminalizing and prosecuting activities of insurgent threat elements.

Conduct Host-Nation Police Training and Support

2-45. In the event that U.S. forces are deployed to an area of operations with a limited or failed police system, military police forces may be required to initially perform police duties to establish or maintain a secure environment. In the long term, it is critically important to establish host-nation police forces to assume law enforcement duties as soon as possible. The United States, multinational partners, and the host nation should institute a comprehensive program of police force development.

2-46. Military police units are skilled at providing police development and transition teams to train host- nation police personnel in basic and advanced law enforcement skills, investigations, police station operations, and senior police leader skills. Military police are capable of providing specialty training in functional course areas, such as counterdrug operations, evidence collection, and advanced investigative techniques based on local needs. Police development and transition teams might also serve in an advisory role to assist in the transition of responsibility for domestic security to the host-nation police to provide a safe and secure environment.

2-47. CID detachments may be required to provide special agent support to build police investigative capability and capacity in support of the security force assistance framework. Special agents conduct an initial and accurate assessment of the host-nation police investigative abilities. The thorough and accurate assessments of host-nation police investigative abilities enables staffs to develop training and advisement plans and goals based on identified capability gaps. Training should be conducted by experienced special agents on investigation techniques, criminal intelligence, crimes against persons, and crimes against property, drug suppression operations, economic crimes, and sex crimes investigations.

2-48. Host-nation police training may be simultaneously conducted from the most senior administrative levels to the ground level police patrols. The conduct of an effective host-nation police training program requires consistency and synchronization in the application of training, policy directives, and logistics support. The task-organization of military police elements conducting host-nation police training under a single military police mission command structure is the preferred organizational structure to enable the required consistency and synchronization across the area of operations. Effective host-nation police training requires military police to-

Assess police roles, responsibilities, structures, management, and practices.

Determine existing and required police capabilities and capacities, to include intelligence, logistics, and administrative support required for police operations.

Develop and support a police training curriculum at police training academies.

Understand the traditional role of police within the host nation and develop training strategies to change the institutional culture of the police force, if required, to one that emphasizes public service, ethical and humane treatment, and established policing principles.

Build interorganizational linkages to ensure that police activities complement the other key functions within the civil authority triad (judicial system, police, and corrections).

Ensure that effective and consistent police training capabilities are present within the host-nation police infrastructure.

Train and develop investigative processes, including the gathering, handling, and preserving of evidence (to include maintaining a viable chain of custody) to support ongoing prosecutions.

Enhance the ability of police services to plan and develop police intelligence analysis skills.

CIVIL DISTURBANCE CONTROL

2-49. Civil disturbances may range from unruly demonstrations to widespread looting and arson. In extreme cases, civil disturbances may include criminal acts of terrorism and violence. Civil disturbances in any form are prejudicial to public law and order. The military police force has a role in assisting civil authorities to restore order when local and state law enforcement agencies are unable to quell civil disturbances.

In the United States, where the commitment of military forces to civil disturbances is considered a last resort and the military involvement is limited by law, nonfederalized National Guard military police units have long been employed by civil authorities for their unique capabilities. Military police forces can do the following: Isolate and contain an area with barricades, roadblocks, and perimeter patrols. Military police units can assist civil affairs units by enforcing pass and identification systems and public utility controls.

Provide mobile patrols to enhance the security of high-priority targets (such as buildings, utilities, and services that are critical to the economic and physical well-being of the community).

Provide support to civil authorities to monitor, disperse, contain, or limit crowd movement through the-

Application of minimum force measures.

Apprehension of crowd members and leaders.

Canalization or diversion of the crowd.

Communication of interest and intent to the crowd.

Cooperation from the dissident leadership.

Observation points and patrols.

Proclamation of the illegal nature of the crowd actions.

Show of force.

Use of crowd control formations.

Establish area control to prevent arson and looting and to protect businesses and other targets. The military police force accomplishes this mission through saturation patrolling, including vehicle and foot patrols. With augmentation, military police units can perform air and water patrols. They can enforce populace control measures (such as ordinances to prevent gathering, permits to gather, restrictions on circulation, restrictions on interference with government and public functions and personnel, restrictions on possessing weapons, and other measures instituted by civil authorities).

2-50. Neutralize special threats (such as snipers and bombings) that are highly dangerous to government forces and the community. Military police Soldiers can take immediate protective actions, secure an area, isolate the threat and, when authorized, use special reaction teams (see ATP 3-39.11) to assist civilian authorities in apprehending or neutralizing the sniper. The military police force is trained to perform the necessary actions when an explosive device is discovered. Military police are to secure and evacuate the area, organize search teams, isolate the site, and immediately notify explosive-ordnance disposal personnel.

SUPPORT TO CIVIL LAW ENFORCEMENT

2-51. Military police Soldiers provide support to civil law enforcement within established jurisdictional and legal parameters. This starts at home station and includes local community law enforcement. USACIDC personnel and installation provost marshals and their staffs are fully integrated with local law enforcement. They share information, enabling complementary and synchronized law enforcement efforts within their respective purviews. Military police support to civil law enforcement includes the following:

Supporting counterdrug operations.

Supporting antiterrorism efforts.

Conducting riot control.

Providing general support to law enforcement, as required.

EVIDENCE RESPONSE TEAMS

2-52. An evidence response team is an ad hoc or expediently formed team of technical experts who are mobilized to respond to a significant event requiring the collection and preservation of evidence. They are manned by military police Soldiers and led by military police investigators or USACIDC special agents. Law enforcement professionals assigned to augment headquarters elements can provide requisite expertise to lead an evidence response team. The evidence response team primarily focuses on the following:

Identifying the crime scene or incident site boundaries to facilitate the protection of the scene. (The actual area that may contain valuable evidence may not be obvious to untrained personnel).

Collecting and preserving the physical evidence.

Documenting the evidence and establishing the chain of custody.

SPECIAL REACTION TEAMS

2-53. Special reaction teams are made up of specially trained and equipped military police who respond to major disruption or threat situations on U.S. military bases and base camps. Special reaction teams are organized and prepared to resolve critical situations that otherwise exceed the capabilities of traditional military police law enforcement. The technical expertise and advanced training of a special reaction team make it an integral component of force protection plans for bases and base camps. Special threat situations for which special reaction teams can be employed include the following:

Precision high-risk entry for barricaded persons.

Dangerous suspect apprehensions.

Counter sniper operations.

Precision offensive sniper operations.

Law enforcement searches and raids.

Support to protective services.

Precision fire and overwatch capabilities.

Close quarters battle tactics instruction to host-nation police.

Develop and strengthen policies and mechanisms for police accountability.

Train and develop forensic and biometric capabilities.

DETENTION OPERATIONS

2-54. Detention involves the detainment of a population or group that poses some level of threat to military operations. Detention operations are conducted by military police to shelter, sustain, guard, protect, and account for populations (detainees or U.S. military prisoners) as a result of military or civil conflict or to facilitate criminal prosecution. The Secretary of the Army is the DOD executive agent for detainee operations. Additionally, the Secretary of the Army is the DOD executive agent for the long-term confinement of U.S. military prisoners. Detention operations is addressed under the protection warfighting function. See ADP 3-37 and FM 3-63 for additional information on detention operations.

2-55. Detention and correction specialists (MOS 31E) are trained at USAMPS and are capable of supporting expeditionary pre- and posttrial corrections and detention operations. Soldiers and DA Civilians from all specialties assigned to the Army Corrections Command provide additional experts (medical, legal, administrative, and engineering) in corrections and detention operations, further enhancing their intangible benefit to the DOD and the Army. The Army Corrections Command and USAMPS are capable of providing technical oversight and reachback support to detention staff planners and work closely with DOD and Headquarters, DA, on detainee policy and on operational and doctrinal synchronization. Corrections and detention specialists provide expertise to Army commanders, ensuring that corrections and detention operations considerations are incorporated in all operations.

2-56. Corrections skills and knowledge are honed through training and the operations of correctional facilities in support of bases and base camps supporting the U.S. military. These skills and knowledge directly support requirements generated to support unified land operations. International law and recognized standards for the care and treatment of U.S. military prisoners and detainees demand the skill sets and knowledge resident in military police corrections and detention specialists.

2-57. Detention units are organized at the battalion and company levels. Detention operations planners incorporate the number of companies required based on estimates of capture rates. Military police detention battalion headquarters are then assigned with the capability to exercise mission command of two to five detention (or other military police) companies. Depending on the size of the area of operations, a military police command commander may serve as the commander of detainee operations, or those functions may be performed by a military police brigade commander in a smaller area of operations.

2-58. Police intelligence operations is critical to maintaining good order and discipline in corrections and detention facilities. The collection of police information during detention operations is passive in nature. Police information is gained through military police Soldiers' observations of the patterns and associations of U.S. military prisoners or detainees. An analysis of the police information gathered during detention operations can produce police information or police intelligence that is valuable to the safety and security of the facility, criminal investigations, and military intelligence personnel, enabling personnel to further refine their intelligence picture, develop additional intelligence requirements to support operations, and maintain a holistic common operational picture.

UNITED STATES MILITARY PRISONER CORRECTIONS

2-59. Military police units detain, sustain, protect, and evacuate U.S. military prisoners. When possible, Soldiers awaiting trial remain in their units. A U.S. military prisoner is a person sentenced to confinement or death during a court-martial and ordered into confinement by a competent authority, whether or not the convening authority has approved the sentence. Commanders may request that a judge or military magistrate impose a pretrial confinement when reasonable grounds exist that the Soldier will not appear for a trial, a pretrial hearing, or an investigation or that he would engage in serious criminal misconduct. Under these pretrial confinement instances, the commander must reasonably believe that a less severe form of restraint (such as conditions of liberty, restriction in lieu of apprehension, or apprehension) is inadequate. When these circumstances exist and other legal requirements are met, U.S. military personnel may be placed in pretrial confinement under the direct control of military police. Convicted military prisoners are moved as soon as possible to a regional confinement facilities outside the area of operations.

Detention Operations

Prisoner and detainee operations have followed a similar pattern in every major U.S. military action of the 20th century, especially World War II, the Korean War, and the Vietnam War. U.S. forces have repeatedly faced the same challenges during detention operations, including: underestimating the number of captured or detained enemy combatants; misjudging the character of the detained population, employing undertrained or limited guard personnel; and failing to dedicate adequate resources to detention operations. While doctrine and policy continually failed to provide appropriate guidance to such operations, the importance of detention operations is well documented in history.

In World War II, the U.S. did not anticipate having to hold a half-million German Soldiers in custody. Likewise, in Korea, planning neglected facilities, personnel, procedures, and resourcing for detention operations, which resulted in ad hoc solutions completely inadequate to the demands of the situation. U.S. forces captured nearly 100,000 North Korean prisoners shortly after the Inchon landings, with tens of thousands of Chinese prisoners later in the war. The lack of strategic and operational level planning for detention operations continued as U.S. forces launched into Iraq and Afghanistan.

In Iraq, while the number of detainees was significantly less than previous conflicts, the modern operational environment placed many additional requirements upon traditional detention operations. While reaching only around 25,000 detainees, new requirements to house special populations such as juveniles, women, and religious extremists, as well as procedural justice equivalent to modern correctional facilities, the demand for highly skilled detention experts with the right training, resources, and capacity quickly became apparent. Again, following the historical pattern of being caught unprepared for the demands of detention operations, U.S. forces faced the following challenges: late identification of the total number of detainees needing to be housed, a hasty scramble for resources, an initial crisis management phase with the eventual effort to improve operations, and finally implementing programs to influence prisoner populations.

Prior to armed conflict, U.S. forces must ensure trained and equipped Soldiers are available in sufficient capacity to provide for the care and custody of detainees. Policymakers and planners must incorporate detention operations considerations into OPLANs to anticipate the size of potential detainee populations, as well as the demands for facilities and resources. The Abu Ghraib prisoner abuse scandal is a powerful reminder of how detention operations are not merely a coincidental by- product of conflict, but are a central component of war that when overlooked or unplanned for may have detrimental and long-lasting operational and strategic effects.

2-60. The field confinement facility and the field detention facility are integral parts of the U.S. military justice system that commanders use to help maintain discipline, law, and order. The field confinement facility and field detention facility are capable of providing the necessary pretrial and posttrial confinement for U.S. military prisoners, DOD Civilian employees, DOD contractor personnel, and other persons serving with (or authorized to accompany) the U.S. military during declared war and in contingency operations (see appendix B for additional information on battlefield confinement considerations.) The field confinement facility and the field detention facility provide a uniform system for incarceration and for offering limited correctional and rehabilitative services to those who have failed to adhere to the legally established rules of discipline. (See table 2-3 for a historical example of U.S. military prisoners during Operation Enduring Freedom and Operation Iraqi Freedom.) When conducting corrections operations for U.S. military prisoners, units are to perform the following missions:

Foster a safe and secure environment while maintaining custody and control.

Provide administrative services and limited counseling support.

Ensure that prisoners are provided adequate access to the courts.

Prepare applicable prisoners for their return to duty or transfer to another facility.

Table 2-3. Historical example of U.S. military prisoners

Deployment Year | Population Deployed | U.S. Military Prisoner Population
2004 | 156,875 | 28
2005 | 173,671 | 306
2006 | 206,447 | 175
2007 | 180,548 | 225
2008 | 212,571 | 173
2009 | 187,936 | 136
2010 | 198,158 | 105
2011 | 152,190 | 78
2012 | 113,388 | 36
2013 | 83,860 | 19
2014 | 70,122 | 6

Legend:

U.S.

United States

DETAINEE OPERATIONS

2-61. During the conduct of military operations, military police must possess the capability to plan, execute, and support detainee operations across the range of military operations. Detainee operations is a broad term that encompasses the capture, initial detention, screening, transportation, treatment, protection, housing, transfer, and release of the wide range of persons who could be categorized as detainees (see figure 2-2).

Figure 2-2. Detainee Categories

2-62. The term detainee includes any person captured, detained, or otherwise under the control of DOD personnel. This does not include DOD personnel or DOD contractor personnel or other persons being held primarily for law enforcement purposes. The following detainee categories include enemy prisoners of war (EPWs), retained personnel (RP), civilian internees, and detained personnel:

EPW. An EPW is an individual who is described by Articles 4 and 5 of the Geneva Convention Relative to the Treatment of Prisoners of War and who is under the custody or control of DOD. The EPW category includes individuals who are entitled to prisoner-of-war status and individuals who are to be treated as prisoners of war, including certain persons who have been received by a neutral or nonbelligerent power on its territory and by whom such a power is required to intern under international law even though these individuals are not an enemy in relation to such a power. The following individuals are considered EPWs:

Members of the armed forces of a party to the conflict and members of militias or volunteer corps forming parts of such armed forces.

Members of other militias and members of other volunteer corps, including those of organized resistance movements, belonging to a party to the conflict and operating in or outside their territory, even if this territory is occupied, provided that such militias or volunteer corps, including such organized resistance movements as are commanded by a person responsible for their subordinates, have a fixed, distinctive sign recognizable at a distance, carry arms openly, and conduct their operations according to the laws and customs of war.

Members of regular armed forces who profess allegiance to a government or an authority not recognized by the detaining power.

Persons who accompany the armed forces without being a member, such as civilian members of military aircraft crews, war correspondents, supply contractors, members of labor units or of services responsible for the welfare of the armed forces, provided that they have received authorization from the armed forces they accompany, who provides them with identity cards for that purpose.

Members of crews, including masters, pilots, and apprentices of the merchant marine and the crews of civil aircraft of the parties to the conflict, who do not benefit by more favorable treatment under any other provisions of international law.

Inhabitants of a nonoccupied territory who, on the approach of the enemy, spontaneously take up arms to resist the invading forces without having time to form themselves into regular armed units, provided they carry arms openly and respect the laws and customs of war.

Persons belonging, or having belonged, to the armed forces of the occupied country if the occupying power considers it necessary by reason of such allegiance to intern them, even though it has originally liberated them while hostilities were going on outside the territory it occupies, in particular where such persons have made an unsuccessful attempt to rejoin the armed forces to which they belong and are engaged in combat or where they fail to comply with an order made to them with a view to internment.

Persons described in the preceding paragraph who have been received by neutral or nonbelligerent powers on their territory and for whom these powers are required to intern under international law without prejudice to more favorable treatment for which these powers may choose to give and with exception to certain issues on the costs of prisoner-of-war detention and the financial resources of prisoners of war and possibly other exceptions based on the particular circumstances related to the individuals and party to the conflict on which they depend.

RP. An RP is an individual who is described by Article 28 of the Geneva Conventions, Convention I and by Article 33, Convention III, as a person who is in the custody or control of the DOD. The RP may be retained by the detaining power to care for, or minister to, other detainees, preferably those of the armed forces for which they belong. (See FM 27-10.) The Geneva Conventions require that the RP at least receive the benefits and protection given to those with EPW status. The Geneva Conventions require that the RP be granted the facilities necessary to provide medical care and religious ministry services to the detainee population. (See AR 190-8/OPNAVINST 3461.6/AFJI 31-304/MCO 3461.1 for a complete discussion on RP.) Because of RP special skills and training, medical personnel and chaplains are included in the following RP categories:

Enemy medical personnel and medical staff administrators who are engaged in the search for, collection, transport, or treatment of the wounded or sick or the prevention of disease.

Chaplains attached to the enemy armed forces.

Staff of the National Red Cross Society and other volunteer aid societies, duly recognized and authorized by their governments to assist the medical service personnel of their own armed forces, provided that they are exclusively engaged in the search for-or the collection, transport, or treatment of-wounded or sick or in prevention of disease and provided that the staff of such societies is subject to military laws and regulations. (See JP 3-63 for additional information.)

Note. Should an RP not be needed by the U.S. forces to attend to the health or spiritual needs of the prisoner-of-war population, personnel should immediately notify their higher headquarters.

Civilian internees. A civilian internee is any civilian who is interned during armed conflict, occupation, or other military operation for security reasons, for protection, or because he committed an offense against the detaining power (see JP 3-63). Unless they have committed acts for which they are considered unlawful detained personnel, civilian internees generally qualify for protected status according to the Geneva Conventions, which also establish procedures that must be observed when depriving such civilians of their liberty. Civilian internees are to be interned separately from EPWs and persons who are deprived of liberty for other reasons. The rights, duties, and liabilities of individuals described by Article 4, Geneva Conventions, are considered applicable to civilians who are not described by Article 4, Geneva Conventions.

Detained personnel. Detained personnel are individuals under the custody or control of the DOD and are not entitled to the distinct privileges of combatant status (such as combatant immunity) but are engaging in hostilities have incurred the corresponding liabilities of combatant status.

Individuals who have forfeited the protections of civilian status by joining or substantially supporting an enemy nonstate armed group in the conduct of hostilities.

Combatants who have forfeited the privileges of combatant status by engaging in spying, sabotage, or other similar acts behind enemy lines. Persons described by Article 4, Geneva Conventions, who may be unprivileged enemy belligerents are treated as civilian internees.

Note. Unprivileged enemy belligerents are belligerents who do not qualify for the distinct designation of combatant status (such as combatant immunity).

2-63. Military police formations are organized and staffed for conducting detainee operations in support of general war. The reality is that large-scale ground combat operations are generally short in duration compared to operations conducted at levels of violence less than general war such as insurgency or unstable peace operations, which are normally longer in duration. An increase of counterinsurgency during stability tasks conducted among local populations requires more complex and sustainable systems, solutions, and facilities. Even during large-scale ground combat operations, the enemy forces often blend into the civilian population, criminals frequently escape or are released from jails and prisons, and government records are removed or destroyed.

2-64. Criminals, terrorists, and other opportunists cross poorly secured borders and take advantage of the initial chaos that accompanies combat operations. Major belligerents may or may not join these or irregular threats (tribes, third-country nationals, or factions) to conduct insurgent activities. The capture, detention, rehabilitation/reconciliation, and repatriation of detainees must be conducted in a manner consistent with the desired strategic end state, operational goals, and tactical realities.

2-65. Within the Army and through the geographic combatant commands, military police units are tasked with coordinating shelter, protection, accountability, and sustainment for detainees. Detention operations discipline ensure the humane treatment of all detainees and are of tactical and strategic importance. In any conflict involving U.S. forces, the safe and humane treatment of detainees is required by international law. Respect for individual human rights and humanitarian concerns is the basis for the Geneva Conventions and the Law of Armed Conflict, which codify the ideal that Soldiers, even in the most trying of circumstances, are bound to treat others with dignity and respect.

2-66. Failure to conduct detainee operations in a humane manner and according to international law can result in significant adverse strategic impacts for the U.S. military. Military actions across the range of military operations are likely to result in detainees. During large-scale ground combat operations, entire units of enemy forces, separated and disorganized by the shock of intensive combat, may be captured. The magnitude of numbers places a tremendous burden on the operational Army as it diverts tactical units to handle detainees. Military police units performing detainee operations can preserve the combat effectiveness of the capturing unit by relieving it of the responsibility to secure and care for detainees.

Note. According to U.S. policy, military police provide custodial care (to include subsistence, hygiene facilities, and accountability procedures), detention security, detainee escorts, and facility protection. Military intelligence personnel perform interrogation operations by using approved interrogation techniques. See FM 2-22.3 for additional information.

2-67. Military police units support the joint force commander or the geographic combatant commander by preventing the diversion or tasking of operating forces to detainee operations. Tactical commanders at each echelon are responsible for screening detainees with organic or supporting legal and intelligence resources to ensure that detainees being transferred to detention forces represent a valid threat to U.S. forces and unified action partners. Transferring detainees who possess little intelligence value (or who do not present a valid threat) to detention facilities can potentially overwhelm the force detention capability and result in the unnecessary diversion of resources (military police, engineer, intelligence, legal, and logistics [to include medical]) from supporting combat operations to the process of securing, controlling, and processing detainees.

2-68. Military police who are task-organized to the BCT are ideally positioned to take control of detainees from the operating force in the BCT area of operations. Although these military police formations initially handle detainees, military police detention battalions with assigned military police detention companies and supporting MWD teams are equipped and trained to handle this mission for the long term at theater detention facilities. A military police detention battalion is organized to support, safeguard, account for, guard, and provide humane treatment for up to 4,000 detainees or 1,500 U.S. military prisoners.

2-69. In large-scale ground combat operations, a military police command may be deployed with its commander who is serving as the commander of detainee operations. In other operations, where a corps or division serves as the higher headquarters for a theater, a military police command may not be required. For example, a military police brigade may be deployed to exercise mission command for detainee operations and its commander may be designated as the commander of detainee operations.

HOST-NATION CORRECTIONS TRAINING AND SUPPORT

2-70. In many operational environments, U.S. forces are deployed to an area of operations with a limited or failed policing or corrections system; this includes host-nation capability and capacity for the detention of detained personnel and the subsequent incarceration of convicted criminals. Military police forces may be required to initially perform corrections duties to establish or maintain a secure environment. In the long term, it is critically important to establish a host-nation capability to assume corrections operations as soon as possible. The United States, unified-action partners, and the host nation should institute a comprehensive program of corrections training and development. U.S. military police units may be required to establish and conduct corrections training programs to facilitate the transition of this authority to full host-nation control. This effort is enabled by MOS 31E personnel with technical corrections training and expertise.

2-71. Within many countries, the concepts of the acceptable treatment of prisoners and the application of prison operations are vastly different from those of the United States and the majority of our multinational partners. Police often arrest and detain prisoners without charge or trial, often for extended periods. Jails and prisons are usually overcrowded, have inadequate facilities, and are poorly managed by international standards. In some countries, the abuse and torture of prisoners may be common or even normal. The inadequate facilities can present serious health and hygiene issues for prisoners, guards, and the local population. Military forces, specifically military police, assuming responsibility over corrections operations within a host nation may be faced not only with the operation of the facilities, but also the training, development, and mentorship of host-nation personnel to reform and develop the corrections system to meet international standards in compliance with the Law of Armed Conflict. The following issues should be addressed:

Ensuring humane treatment of host-nation prisoners.

Monitoring and enforcing pretrial correction standards that are consistent with the rule of law.

Improving and maintaining health, hygiene, and appropriate social services.

Establishing and maintaining the appropriate oversight of the corrections system.

Promoting the rehabilitation and reintegration of host-nation prisoners.

2-72. Military police detention units and assigned MOS 31E Soldiers are skilled at providing corrections training, development, and transition to train host-nation corrections personnel in the basic and advanced skills that are required to operate corrections facilities-from the guard force to senior administrative personnel. They ensure that host-nation personnel are trained, capable of implementing humane treatment, and capable of providing adequate and safe conditions for host-nation prisoners. MOS 31E Soldiers may serve in an advisory role to assist in the transition of responsibility from the United States and unified-action partners to host-nation corrections personnel, ensuring a safe and orderly transition. Military police brigades and battalions are staffed to provide leadership and administrative oversight, to include training and integrating with host-nation administrative and governmental counterparts. Based on their assessments, detention units can support host-nation corrections personnel to improve the effectiveness of their logistics, intelligence, and administrative functions.

SECURITY AND MOBILITY SUPPORT

2-73. Security and mobility support is a military police discipline conducted to protect the force and noncombatants and to preserve the commander's freedom of action. Military police units expedite the secure movement of theater resources to ensure that commanders receive the forces, supplies, and equipment needed to support the operational plan and changing tactical situations. Throughout all aspects of the security and mobility support discipline, military police units conduct proactive measures to detect, deter, and defeat threat forces operating within the area of operations.

2-74. Police intelligence operations must be integrated throughout security and mobility support planning and execution. Collected police information results in police intelligence that informs members of the decision-making process by commanders, military police staffs, Soldiers, and leaders conducting security and mobility support missions. These products feed the intelligence process and enable commanders to make prudent decisions regarding the security of convoys transiting the areas and provide military police with the information necessary to mitigate the risk through the staff planning process. During large-scale ground combat operations, military police supporting maneuver forces rely heavily on traditional military intelligence processes to drive combat operations against enemy regular forces. However, military police conducting security and mobility support operations during large-scale ground combat operations also conduct tasks to defeat irregular threats across the operational environment that can threaten friendly operations or impede the freedom of movement. As military operations transition from large-scale ground combat to stability, police intelligence operations rises in importance to support situational understanding of criminal threats destabilizing society and police effectiveness, controlling crime to enable governance according to the rule of law.

2-75. The mobility and communication capabilities of military police units enable them to detect threat elements and rapidly report these contacts. Security and mobility support operations place military police Soldiers in the position to frequently observe and make contact with the local population, facilitating police engagements and information collection. Police intelligence operations integrated throughout security and mobility support missions may result in collection opportunities that satisfy intelligence requirements and increase situational understanding.

2-76. During security and mobility support, military police units provide combat power to protect the command headquarters, equipment, and services that are essential for mission success, as prioritized by the joint force commander or geographic combatant commander. (See ATP 3-39.30 for additional information on security and mobility support.) Major subtasks that are associated with security and mobility support include the following:

Movement support to mobility operations.

Support to breaching.

Support to clearing.

Support to gap crossing.

Development of a traffic control plan.

Main/alternate supply route regulation and enforcement.

Support to passage of lines.

Straggler movement control.

Area security.

Base/base camp defense.

Critical-asset security.

Protective services.

Response force operations.

Lines-of-communication security.

Checkpoints.

Supply route/convoy security.

Port area and pier security.

Area damage control.

Reconnaissance and surveillance.

Antiterrorism.

Physical security.

MWD support.

Support to populace and resources control.

Dislocated-civilian operations.

Noncombatant evacuation operations.

2-77. Military police also implement countermeasures, which include implementing vulnerability assessments, developing procedures to detect terrorist actions before they occur, hardening likely targets, and conducting offensive operations to destroy an enemy. Military police units actively use checkpoints and roadblocks to control the movement of vehicles, personnel, and materiel and to prevent illegal actions that may aid the enemy. These control measures serve as a deterrent to terrorist activities, saboteurs, and other threats. Military police frequently are designated as a quick response force to respond to emergencies and threat attacks. A quick response force is a dedicated force on a base with adequate tactical mobility and fire support designated to defeat Level I and Level II threats and shape Level III threats until they can be defeated by a tactical combat force or other available response forces (ATP 3-37.10).

2-78. Military police units provide response forces capable of delaying or defeating enemy attempts to disrupt military operations in the area of operations. The firepower, movement, and communications capabilities of the military police unit enable threat detection while aggressively patrolling the area of operations, main supply routes, key terrain, and critical assets. The organic communications of the military police unit enable the unit to advise appropriate headquarters, base camps, or units in the vicinity of impending enemy activities. With organic firepower, military police units are capable of engaging in decisive operations against an enemy to defeat Level I and Level II threats or delay a Level III threat until a tactical combat force can respond.

MOVEMENT SUPPORT TO MOBILITY OPERATIONS

2-79. Military police provide movement support to mobility operations, ensuring the orderly and safe movement of U.S. forces and enabling freedom of movement for the maneuver commander. Military police support movement control and area security to facilitate movement of follow-on forces in support of the operational plan.

Support to Breaching

2-80. Breaching is a combined arms mission conducted to allow forces to maneuver through obstacles. Obstacle breaching is the employment of a combination of tactics, techniques, and procedures to advance an attacking force to the far side of an obstacle that may be covered by fire. It is perhaps the most difficult combat task that a force can encounter. Breaching begins when friendly forces detect an obstacle, and it ends when the operational handover has occurred between the follow-on forces and the unit conducting the breach.

2-81. Military police support to breaching is based on mission variables, available resources, and the commander's priorities. Military police support should at least include the following:

Establishing traffic control posts along routes leading to, or departing from, the breaching site.

Establishing holding areas.

Establishing traffic control posts at the breaching site.

Assisting engineers with temporary route marking.

Establishing straggler control operations.

Conducting area security.

2-82. Military police units conduct close coordination with the crossing force commander and the task force commander who is executing the breach. The most critical military police support is provided at the breaching site, where military police units provide the commander with a means to control traffic flow to the appropriate cleared lanes. When multiple lanes branch off from a single far-recognition marker, military police units assist in directing the formation through various lanes. They also assist in modifying the traffic flow when lanes are closed for maintenance or expansion. Military police units enable the commander to make required changes in traffic flow due to the tactical situation. As in gap crossing, military police support to breaching provides an efficient and orderly flow of forces into and through the breached area.

Support to Clearing Operations

2-83. Clearing operations are conducted to completely eliminate the enemy's obstacle effort or residual obstacles affecting the operational area. Commanders may order clearing operations to facilitate mobility within an area of operations based on an analysis of the mission variables. They may order a critical route or area cleared of mines, explosive hazards, or other obstacles. The operation could be conducted as a single mission to open or reopen a route or area, or it may be conducted on a recurring basis in support of efforts to defeat a sustained threat to a critical route. An explosive hazard clearance is performed by a combined arms team built around an engineer or explosive ordnance disposal-based force and may include MWDs.

2-84. Military police support to route clearance is limited to providing reconnaissance information on routes in the area of operations and security for detection and clearing assets. Commanders can integrate patrol explosive-detection dogs or patrol explosive-detection dogs-enhanced MWD teams to clear routes and roadways of hazards during mobile defense operations. Patrol explosive-detection dogs or patrol explosive- detection dogs-enhanced MWD teams are typically provided to each route clearance platoon. Providing security may include observing oncoming traffic for threats, identifying hazards or obstacles along the route, containing suspect vehicles identified by other elements within the route-clearing team, and providing traffic control. (See ATP 3-39.30 for additional information on military police support to route clearance.) Clearing operations are often linked to route security and convoy security (discussed in chapter 2 of ATP 3-90.4/MCWP 3-17.8).

Support to Gap-Crossing Operations

2-85. U.S. forces conduct gap-crossing to project combat power across a linear obstacle (wet or dry) to accomplish a mission. (See ATP 3-34.22 for additional information.) The three types of gap crossings are deliberate, hasty, and covert. Regardless of the type of crossing, the planning requirements and military police technical support are similar. Military police units play a vital role by assisting the commander in controlling traffic at the gap-crossing site and vicinity to allow units to enter and cross the gap as quickly and efficiently as possible. The crossing is usually planned and conducted by the headquarters that is directing the crossing. A division gap-crossing operation is conducted by a joint force commander or corps, depending on how the area of operations is structured. A BCT deliberate crossing is controlled by a division or corps, depending on how the area of operations is structured. When a BCT is crossing, the military police assets task-organized to the BCT may also cross to provide uninterrupted support to the BCT. For example, an engineer brigade or MEB in the area of operations is relied on to support the crossing. The same is true for breaching and passage- of-lines operations.

2-86. The main thrust of military police support to gap-crossing operations is within the immediate gap- crossing site and routes leading to and from the site. Military police direct the crossing units to their proper locations using holding and staging areas to ensure that units move through the area within the time listed on the movement schedule. This is a highly critical aspect of gap- (and especially river-) crossing operations because the number of crossing sites are limited. Military police units are placed where they can expedite and enforce movement tables on main supply routes leading into the crossing area. Military police unit employment for gap crossing is influenced by mission variables. The number and the placement of military police units supporting a gap crossing vary with the size of the crossing force, the direction of the crossing (forward or retrograde), and the degree of enemy resistance expected or encountered. In most gap crossings, military police traffic control posts and engineer regulating points are located on both sides of the river (or other type of major gap) to improve communication and coordination between the units.

2-87. Military police unit support to gap crossing reduces the crossing time and promotes the efficient movement of vehicles. It reduces congestion, speeds up the crossing, and enables the crossing units to maintain momentum. Military police units establish staging areas, holding areas, and traffic control posts to control movement into and within the crossing site area according to the traffic control plan. Military police can conduct area security to the rear and flanks of crossing forces to enhance security. See TC 3-39.30 for additional information.

2-88. Military police units operating inside the crossing areas are under operational control (OPCON) of the crossing area commander for the duration of the operation. The military police unit operating outside of the crossing area is under the OPCON of its appropriate echelon commander.

Traffic Control Plan Development

2-89. Movement control measures are supported with a traffic control plan that addresses military police support in controlling the use of main and alternate supply routes, checkpoints, rest and refuel areas, traffic control posts, highway regulation points, and mobile patrols. The traffic control plan identifies major routes to bear most of the traffic load. It reflects any route restrictions, such as direction of travel, size and weight restrictions, and critical points.

2-90. A traffic control plan is developed by military police to complement the movement control and highway regulation plan. It includes traffic enforcement measures that support movement control and highway traffic regulations, addresses speed control, establishes safety inspection checkpoints that assist in protecting the force, and ensures that only authorized traffic uses controlled routes. The traffic control plan contains specific measures to ensure the smooth and efficient use of the road network to include route designations, restrictions, priority of movement, directions of travel, highway regulation points, and preplanned military police traffic control posts. The traffic control plan supports the task of providing movement control. See ATP 4-16 for additional information on traffic control plans and other control measures.

Main Supply Route Regulation Enforcement

2-91. Military police units provide main supply route regulation enforcement to keep the routes within controlled spaces free for priority tactical and sustainment operations. Military police units support command main supply route regulation measures as stated in the traffic regulation plan. The traffic regulation plan contains specific measures to ensure the smooth and efficient use of the road network. It assigns military route numbers and names, the direction of travel, highway regulation points, and preplanned military police traffic control posts. A traffic control post is a manned post that is used to preclude the interruption of traffic flow or movement along a designated route. Military police units ensure that classified routes are used only by authorized traffic within their timetable schedule. Military police traffic control posts prevent vehicles from traveling on roads that are too narrow for their passage or unable to support their weight to ensure that vehicles do not obstruct the route.

2-92. To expedite traffic on main supply routes, military police units operate special circulation control measures by-

Signing temporary routes.

Locating static posts (checkpoints, defiles at critical points, holding areas, roadblocks, and traffic control posts).

Performing mobile patrolling between static posts.

Monitoring traffic and road conditions.

2-93. Military police units gather tactical and police information on friendly and enemy activities and help stranded vehicles and crews. They place temporary route signs to warn of hazards or to guide drivers who are unfamiliar with routes. Using these measures, military police units exercise jurisdiction over the road network in the area of operations and coordinate with the host nation (when possible) to expedite movement on main supply routes.

2-94. Military police units employed with engineer, logistics, explosive ordnance disposal, aviation, and other forces may establish movement corridors to provide the secure movement of military traffic through vulnerable areas. A movement corridor is a designated area established to protect and enable ground movement along a route (FM 3-81). Based on published movement tables, the security forces are to open and maintain a safe passage route through uncontrolled terrain. The opening of the route requires a synchronized effort, with each functional proponent providing its unique mobility capability to route clearance and repair. The sequence may include engineer route clearance and maintenance activities that are integrated with the area security plan along the corridor. Engineer and military police forces conduct route reconnaissance missions to determine problems along the route. Sustainment forces may then establish temporary holding, maintenance, or rest areas along the corridor as the tactical situation dictates. A holding area is a waiting area that forces use during traffic interruptions or deployment from an aerial port or seaport of embarkation. Finally, military police traffic control posts and convoy escorts of critical commodities of supplies are established; and with aviation convoy security in place, the convoys move along the protected route to their final destination. The movement corridor opens and closes for specified time periods to meet the movement table requirements.

Support to Passage-of-Lines Operations

2-95. In a passage-of-lines operation, forces move forward or rearward through the combat positions of another force with the intention of moving into or out of contact with the enemy. The passage of lines is a high-risk military operation that requires close coordination between the passing unit, the stationary unit, and supporting forces.

2-96. Military police units assist passage-of-lines operations by reducing confusion and the congestion of units moving into and out of the passage area. Military police units provide traffic regulation and enforcement in areas surrounding passage points and passage lanes to ensure that passing units have priority for using routes to and through the areas. The headquarters directing the operation sets the priority of route use. Military police units support the forward, rearward, or lateral passage of lines. Before actual operation, military police units assigned to support passage operations, conduct route reconnaissance and become familiar with the routes through and beyond the area of passage. Maintaining unit integrity and reducing incidents of stragglers are vital to maintaining the passing unit momentum in a forward passage of lines. Military police units perform aggressive straggler and dislocated-civilian control operations to prevent the possible infiltration of the enemy into friendly forces.

Straggler Control

2-97. Straggler control refers to operations conducted to regulate friendly forces that have become separated from their commands by events in the area of operations. Straggler control is conducted by military police units using mobile patrols, traffic control posts, and checkpoint teams to return stragglers to their parent units. Most stragglers are simply Soldiers who became separated from their command as the result of a tactical operation. Military police units direct Soldiers to their parent unit or to a replacement unit according to command policies. These units provide basic first aid and initiate the evacuation process for stragglers requiring medical care. Military police units can set up special posts for straggler control following CBRN attacks or major enemy actions that result in large numbers of lost, dazed, or confused military personnel. Mobile military police patrols operate between posts and direct or collect stragglers. Straggler collection points may be needed if many stragglers are present in the area of operations. If multinational forces are present in the theater, each nation establishes a collection point for its personnel. Military police units must be aware of allied straggler collection locations and assist allied Soldiers in returning to their respective commands. Military police units use available theater transportation assets to transfer stragglers from traffic control posts and checkpoints to straggler collection points. At the collection points, they are screened and sorted for removal to a medical treatment facility, return to their units, or moved as directed by the controlling headquarters.

2-98. Military police units report information about stragglers with whom they come in contact. This information is compiled by the military police unit headquarters and forwarded through appropriate channels to the higher command. Information that is given by stragglers and that may have immediate tactical value is reported immediately using military police and military intelligence channels.

AREA SECURITY

2-99. Military police conduct area security tasks to protect friendly forces, assets, and operations in the area of operations in support areas and consolidation areas. Area security is a security task conducted to protect friendly forces, installations, routes, and actions within a specific area (ADP 3-90). Although vital to the success of military operations, area security is an economy-of-force mission designed to ensure the continued conduct of sustainment operations and to support decisive and shaping operations. Tasks supporting area security are conducted by all units. ATP 3-39.30 contains an in-depth discussion of security and protection. Within the context of area security operations, military police specifically support the area security efforts of the sustainment base and support units through the execution of key tasks, to include-

Base/base camp defense.

Critical-asset security.

Protective-services operations and high-risk personnel security.

Response force operations.

Lines of communication, supply route, and convoy security.

Tactical overwatch (port and pier security).

Area damage control.

Base/Base Camp Defense

2-100. Military police units provide protection for bases (to include air bases) in the area of operations. In this role, military police units are capable of detecting and engaging enemy forces. Military police units provide in-depth security by operating outside the perimeter of the base, beyond the range of threat weapons. This facilitates the early detection of the threat and the engagement of threat forces at a sufficient standoff distance to destroy or disrupt the threat before it can engage friendly bases. Police information gathered by military police units conducting area security is disseminated through the operations process to update the common operational picture. Air base protection and defense is a key component of military police area security. When the threat exceeds air base capabilities, engaged commanders request military police assistance through appropriate mission command channels.

2-101. Air base defense requires special military police coordination with U.S. Air Force security forces and other security forces responsible for base defense. Air Force security force units are responsible for internal air base security and defense. Military police and/or Air Force security forces are responsible for the external defense of the air base. Air Force and Army forces must coordinate their defensive efforts. This includes boundaries, fire control measures, and coordination points. Combining Air Force security forces with military police units provides an in-depth defense for weapons, systems, aircraft, command centers, personnel, and other priority resources established by the air base commander.

2-102. Military police units are trained and equipped to detect, delay, and repel enemy attacks. If the enemy force exceeds the capabilities of the military police units responding, the unit conducts a delaying action until additional military police units or a tactical combat force arrive. If there is a viable host-nation security force or other Service elements, those security forces could also be used for air base defense and may possibly be used as a response force if those capabilities are resident within the force. The success of military police employment depends on the critical exchange of information before and during military police employment. Good communications, an understanding of the air base defense plan, and liaison are vital in preventing responding forces from entering a situation that could result in fratricide.

Critical-Asset Security

2-103. Critical-asset security is the protection and security of personnel and physical assets or information that is analyzed and deemed essential to the operation and success of the mission and to resources required for protection (ADP 3-37). When military police units provide protection around a critical site or asset, they usually conduct mobile security patrols, taking advantage of wheeled armored vehicles with crew-served and remote weapons systems and communications platforms manned by three military police Soldiers organic to the military police team and grouped in squad, platoon, or company size elements. This standoff protection is capable of detecting and defeating Level I and Level II enemy threats as the enemy attempts to maneuver within direct-fire range of the facilities or assets. (JP 3-10 describes threat levels.)

2-104. Military police units provide security to critical sites and assets in the area of operations. Military police employment maximizes mobility, lethality, and communications capabilities. Military police units may be required to establish local security and mobility measures (such as checkpoints and listening/observation posts) to further protect facilities. Military police units provide internal access control points to critical facilities and act as a quick response force. When critical sites or assets are relocated, military police units provide in-transit security protection. Other types of critical sites include ammunition supply points; deep-water ports; petroleum, oil, and lubricant terminals and pipelines; trains and railways; and bases.

Response Force Operations

2-105. Military police units may be designated as the base camp or critical facility commander's response force against Level I and Level II threat attacks. Military police units gather police information about the enemy while performing security and mobility support missions throughout the area of operations. This information updates the commander's common operational picture with enemy and criminal activity near base camps and throughout the area of operations. When needed, military police units provide wheeled armor response forces to respond to base camps and critical facilities that are under attack and to destroy the enemy. A base camp commander's defense plan is the cornerstone for protecting units and sustainment operations.

2-106. When the threat exceeds base camp or critical facility capabilities, the commander requests response force support. When military police are the designated response force, military police units that are near base camps, on patrol, or conducting area security should consolidate their forces, respond at once, and conduct combat operations to destroy the enemy. When the threat exceeds military police capabilities, the military police response force may conduct a battle handover to a tactical combat force. Military police consolidate into squads, platoons, and companies as needed to delay, defeat, or defend against Level I and Level II threat elements. Military police forces performing or tasked as a response force may conduct a-

Movement to contact.

Hasty ambush.

Hasty attack.

Delay.

Call for fire (indirect fire or close air support).

Critical-site defense.

2-107. If military police are the designated response force, they must-

Review base defense plans.

Coordinate with the supported base commanders to synchronize response plans.

Exchange communications frequencies to ensure communications capability between security elements.

Identify military police contingency plans to counter likely enemy activities.

Integrate air defense artillery, engineer, chemical, indirect fire, and close air support into their plans (if available).

The "TET" Offensive of 1968

January 31, 1968, low clouds covered the sky early on a Wednesday morning when the Tet Offense began in Saigon. With approximately 1,000 men, the 716th Military Police Battalion was responsible for securing the 130 American installations in the greater Saigon area. Only one third of the battalion was on duty, even though they were warned of trouble. Flak vests had been issued and Soldiers were doubled up on shift. Only 25 of 300 Vietnamese military police were available in Saigon.

Under the guise of celebration, North Vietnamese Army and Viet Cong forces attacked Saigon in a calculated and deliberate violation of the Lunar New Year (Tet) ceasefire agreement. Five enemy battalions of between 2,000 and 2,500 had infiltrated into the Saigon area. The C-10 Sapper Battalion spearheaded the attacks and the plan called for 35 battalions of 4,000 locals to attack six major targets. During the battle for Saigon, the 716th Military Police Battalion and its attached units emerged as the first line of defense in the most intense battle military police units have ever been engaged. Military police at the U.S. Embassy, the Military Assistance Command-Vietnam Annex, the Embassy Hotel, the officer's quarters, and the Phu Tho racetrack sprang into action in the time of need.

Although not organized for tactical combat missions, the military police battled against the North Vietnamese Army and Viet Cong in defense of key sites in multiple firefights, roadside skirmishes, and urban warfare. Responding with quick reactions teams, military policemen fought block-to-block, house-to-house, and floor-to-floor. As a result of their efforts, military police were able to disrupt the enemy's battle rhythm and provide the time necessary for infantry and armor units to arrive on the scene.

During the battle of Saigon, the military police suffered 27 killed and 45 wounded in action. For their extraordinary heroism in combat, members of the 716th Military Police Battalion and its attached units received several awards for heroism and the Presidential Unit Citation, the first military police unit so acclaimed. This also became the impetus for a new designation and new roles in combat for military police. The Military Police Corps was re-designated from a combat service support to a combat support branch on 14 October 1968.

LINES OF COMMUNICATION, SUPPLY ROUTES, AND CONVOY SECURITY

2-108. Military police units are capable of providing security and protection of lines of communication and supply routes that are identified as critical to military operations. Military police provide convoy security for high-priority designated units transporting joint force commander- or geographic combatant commander- designated critical supplies to combat forces. Military police teams moving with a convoy represent the least effective method for securing convoys. It is often most efficient to employ military police units on aggressive patrolling, route, area, and zone reconnaissance measures that create a safe and secure environment for all types of unit movement.

2-109. Units may establish a movement corridor to set the conditions to protect and enable the movement of traffic along a designated surface route. Within the movement corridor, units conduct synchronized operations such as reconnaissance, security, mobility, and engagement activities for forces that require additional mission command, protection, and support to enable their movement. Movement corridors may be established to support the movement of a single element or for long-term security to facilitate the movement of many elements along an established main supply route, alternate supply route, or a route designated for unit movement. The movement corridor includes the airspace above it to allow the establishing unit to conduct aerial reconnaissance and fires.

2-110. Military police provide critical capabilities to successful movement corridor operations. Military police typically conduct movement corridor operations as part of a multifunctional MEB. While movement corridors may be established by military police brigades or battalions in support of a corps or theater, they typically require significant augmentation for the maintenance of any long-term movement corridor. Several tasks should be integrated to set conditions that help secure unit movement within a movement corridor. These tasks may include-

Supporting situational understanding.

Conducting tactical maneuver (performed by the area of operations owner or security forces).

Conducting route and convoy security operations.

Conducting antiterrorism activities.

Conducting CBRN operations.

Conducting survivability operations.

Transferring security responsibility when crossing area of operations borders or at the nearest secure area, facility, or base.

Integrating fires.

Coordinating logistics support.

Conducting tactical troop movement.

Employing combat patrols.

Conducting counterambush actions.

Employing obscurants.

Checkpoints

2-111. It is often necessary for commanders to control the freedom of movement in the area of operations. Military police accomplish this by placing short- or long-duration checkpoints along designated avenues and roadways or on key terrain identified through an analysis of the mission variables. Checkpoints are used to monitor and control the movement of personnel and vehicles, inspect cargo, enforce laws and regulations, and provide information. They may be used simply to coordinate movement and surveillance activities.

2-112. Establishing checkpoints is a critical measure in a commander's overall protection efforts. A commander designates checkpoints along a movement route to assist marching units in complying with the timetable. The movement overlay identifies critical points along the route where interference with movement might occur. The commander positions traffic control posts along the route to prevent congestion and confusion. The traffic control posts may be manned by military police or other unit personnel. These Soldiers report to the appropriate area movement control organization when each convoy, march column, or march serial arrives and completes passage of their location. Checkpoints may indicate critical terrain features, help coordinate air-ground integration, and enable effective civil control. See ATP 3-39.30 for information regarding checkpoints.

Tactical Overwatch (Port and Pier Security)

2-113. Military police provide area security for port and pier areas. The joint force commander and subordinate joint force commanders ensure that port security plans and responsibilities are clearly delineated and assigned. Military police who are assigned a port area as part of their area of operations must develop and organize plans to ensure that Soldiers are trained and equipped to protect or secure port areas and cargo, as necessary. The patrol of harbors and anchorages is generally the mission of a dedicated port security unit and may include waterfront security operations. See JP 3-10 for additional information on port security units.

Area Damage Control

2-114. Military police provide support to area damage control when the damage and scope of the attack is limited and they can respond and recover with local assets and resources. Optimally, commanders aim to recover immediately. This involves resuming operations; maintaining or restoring order; administering first aid; searching and rescuing entrapped, sick, and injured personnel; evacuating casualties; isolating danger or hazard areas; and mitigating personnel and materiel losses.

RECONNAISSANCE AND SURVEILLANCE

2-115. Military police serve as the eyes and ears of the commander, especially in support areas, by seeking out the enemy and reporting information obtained by reconnaissance patrols. Military police units conduct reconnaissance and surveillance to monitor likely high-speed avenues of approach and potential landing zones and drop zones. Military police units become familiar with towns and other populated areas, ridgelines, woods, and critical terrain features from which the enemy can influence movements along road networks. Military police units pay close attention to areas near facilities that are designated as critical by the commander. These areas may include key main supply route bridges, tunnels, depots, terminals, sustainment bases, ammunition supply points, communication centers/nodes, critical routes, and command headquarters. MWD teams typically provide patrol and explosive detection/tracking capabilities that enhance reconnaissance operations.

Route Reconnaissance

2-116. Military police units conduct hasty route reconnaissance to obtain information on routes and nearby terrain where the enemy can influence troop movement. Route reconnaissance focuses on continually monitoring the condition of main supply routes, alternate supply routes, and specified key terrain along routes and reporting to the tactical commander. Military police patrols look for restricting terrain, effects of weather on the route, damage to the route, CBRN contamination, and enemy presence or absence. When enemy activity is spotted, military police patrols report it, maintain surveillance, and develop the situation according to the commander's plan and intent. To gather information for proposed traffic plans, military police units look at the type and number of available routes, load classifications, route widths, obstructions, and restrictions. This information is critical to the commander's situational understanding and the development of the common operational picture. Route reconnaissance may be conducted as part of a multifunctional team with engineer, CBRN, and other specialties. See ATP 3-34.81/MCWP 3-17.4 for additional information on route reconnaissance.

Employment of Unmanned Aircraft Systems

2-117. Small, unmanned aircraft systems are designed for reconnaissance, surveillance, and remote monitoring and are capable of locating and recognizing the enemy forces, moving vehicles, weapons systems, and other targets that contrast with their surroundings. Small, unmanned aircraft systems are capable of locating and confirming the position of friendly forces and the presence of noncombatant civilians, monitoring detainee operations, supporting border operations, and searching for missing or isolated personnel. Military police commanders and their staffs may integrate small, unmanned aircraft systems to perform the reconnaissance and surveillance of specific locations and routes during military police tactical or law enforcement operations in support of posts, camps, and stations to help clarify and verify facts and assumptions in the operational environment. Military police can launch and recover a small, unmanned aircraft system from unprepared terrain in minutes without special equipment. The system can be remotely controlled from the ground control unit or can fly completely autonomous missions using Global Positioning System waypoint navigation for launch and recovery. See ATP 3-04.64/MCRP 3-42.1A/NTTP 3-55.14/AFTTP 3-2.64 for additional information on the employment of unmanned aircraft.

ANTITERRORISM

2-118. Antiterrorism is the defensive measures used to reduce the vulnerability of individuals and property to terrorist acts, to include rapid containment by local military and civilian forces (JP 3-07.2). It is an element of protection. Antiterrorism is a consideration for all forces during military operations. Military police are trained extensively in antiterrorism measures and methods for assessing the threat, implementing preventive measures, and responding to terrorist incidents in a law enforcement capacity and in general terms. Military police advise leaders and staffs from other units on antiterrorism requirements, measures, and response requirements.

2-119. Military police identify potential terrorist threats and other threat activities to enhance the freedom of action by U.S. forces. The identification of threats is necessary to establish measures to protect from surprise, observation, detection, interference, espionage, terrorism, and sabotage. The identification of threats enables U.S. forces to take action and implement procedures to reduce vulnerabilities to terrorist acts or attacks. These actions reduce personnel vulnerability to terrorism through education to enhance an understanding of the nature of terrorism, the maintenance of heightened situational understanding regarding current threats, and the mitigation of vulnerabilities to terrorist acts by implementing appropriate protective measures.

2-120. Military police are trained and prepared to rapidly respond to terrorist attacks when prevention efforts fail. These emergency response actions incorporate measures to treat casualties, apprehend perpetrators, preserve evidence, minimize property damage, restore operations, and expedite the criminal investigation and collection of lessons learned from a terrorist incident. USAMPS provides the Antiterrorism Officer Basic and Advanced courses to train antiterrorism officers and subject matter experts. See AR 525-13 and ATP 3-37.2 for additional information on antiterrorism.

PHYSICAL SECURITY

2-121. Physical security is that part of security concerned with physical measures designed to safeguard personnel; to prevent unauthorized access to equipment, installations, material, and documents; and to safeguard them against espionage, sabotage, damage, and theft. The Army employs physical security measures in depth to protect information, personnel, and critical resources in all locations and situations against various threats by developing and implementing effective security policies and procedures. This total system approach is based on the continuing analysis and employment of protective measures, to include physical barriers, clear zones, lighting, access and key control, intrusion detection devices, defensive positions, and nonlethal capabilities. See AR 190-13 and ATP 3-39.32 for additional information on physical security requirements and procedures.

2-122. Physical security measures are applied in depth as a critical aspect in applying security and antiterrorism measures on static locations. They are key in preventing unauthorized access to restricted, controlled, or vulnerable areas. Physical security measures must be prioritized based on vulnerability and threat assessments to protect critical sites, personnel, and equipment. They should be used in conjunction with other security measures, such as mobile patrols, operations, and information security, as part of a holistic security program. Critical areas requiring extensive physical security measures may include-

Bases and installations.

Troop housing areas (especially high-concentration areas).

Arms, ammunition, explosive-storage areas, and weapons.

Key command posts.

Aerial ports of debarkation, aerial ports of embarkation, seaports of debarkation, and seaports of embarkation.

Critical sustainment hubs.

Access points and entry control points.

2-123. Physical security policies, programs, and goals are approved by the Provost Marshal General under the authority of the Army Deputy Chief of Staff for Operations and Plans. USAMPS provides the Physical Security Course to train physical security inspectors and subject matter experts; the course provides military police Soldiers with a H3 identifier. The course is a requirement for physical security inspectors on Army installations, posts, camps, and stations. Installation provost marshals are responsible for providing physical security expertise, to include periodic inspections to ensure compliance with physical-security directives. Military police are well versed in physical-security applications and procedures and can provide commanders and staffs with subject matter expertise on the physical security of their personnel and assets. In an operational environment where strict adherence to physical-security standards is not possible, military police personnel trained in physical security can assist commanders and staffs in developing measures to mitigate gaps in physical-security requirements. While military police employ significant physical-security measures in the course of military police operations, physical-security measures are required by all Army units. Physical- security measures employed to protect personnel and equipment may include the following:

Establishing checkpoints. Checkpoints are established to monitor and control the movement of personnel and vehicles, inspect cargo, enforce laws and regulations, and provide information. Establishing checkpoints can be a critical measure in a commander's overall protection efforts. Checkpoints can enable effective civil control. Military police can provide expertise to commanders on the construction and procedures involved in checkpoint operations. Military police may be used to operate critical checkpoints, control traffic flow, enforce laws, and control movement at critical locations (such as border crossing sites) or control access to critical facilities. ATP 3-39.32 provides additional information on access control and checkpoint operations.

Controlling access to equipment, installation, material, and documents. Access control involves the establishment of a system of complementary, overlapping security measures to control access to critical resources and information. Measures may include physical barriers, clear zones, lighting, access and key control, the use of security badges, intrusion detection devices, defensive positions, and nonlethal capabilities. ATP 3-39.32 provides additional information on access control and checkpoint operations; AR 190-11 covers physical-security requirements, to include access control requirements for arms, ammunition, and explosives; and AR 190-13 covers physical-security requirements, to include access control requirements for Army assets other than arms, ammunition, and explosives.

Employing intrusion detection devices. The employment of intrusion detection devices includes conducting site surveys and installing and operating intrusion detection systems to protect Army installations, personnel, operations, and critical resources in tactical and nontactical situations. See ATP 3-39.32 for additional information on the employment of intrusion detection devices.

MILITARY WORKING DOGS

2-124. MWDs provide a variety of unique capabilities that may contribute to security and mobility operations. MWDs range from single-purpose canines that are trained on one specialized task to dual-purpose canines that are capable of performing several complex tasks (scouting, patrolling, or detecting explosive and narcotic scents). MWDs should be a valued asset for those missions that include reconnaissance, although their value to surveillance missions may be limited. MWD teams provide patrol and explosive-detection and tracking capabilities that enhance reconnaissance operations. Commanders can integrate MWD teams to clear routes and roadways of hazards during most operations. See ATP 3-39.34 for additional information on capabilities and limitations of MWD teams and the planning factors used to optimize their performance.

POPULACE AND RESOURCES CONTROL

2-125. Military police conduct populace and resources control to support military operations and shape the operational environment. Military operations are not conducted in an operational environment that is free of civilian presence or influence. Whatever the operational environment, military operations can be disrupted by the uncontrolled, uncoordinated, or otherwise unregulated activities of civilians or the exploitation of man- made or natural materials. Conversely, military operations can be enhanced by implementing measures that control, direct, or use those same populations and resources.

2-126. Populace and resources control measures are ideally designated, implemented, and enforced by the host nation. However, during extreme conditions in which host-nation capabilities have broken down or are nonexistent, U.S. forces must conduct populace and resources control for practical and security reasons. Military forces use populace and resources control measures to varying degrees during the range of military operations.

2-127. Populace and resources control measures are conducted to provide security for a population, deny personnel and materials to the enemy, mobilize population resources, and detect and reduce the effectiveness of the threat. Dislocated-civilian operations and noncombatant evacuation operations are two special categories of populace control that require extensive planning and coordination among military and nonmilitary organizations. Populace controls can include-

Maintaining curfews.

Restricting movement in specified areas.

Requiring travel permits.

Resettling specific portions of a population.

2-128. Resources control regulates the movement or consumption of materiel resources, mobilizes materiel resources, denies materiel to the enemy, and detects and reduces the effectiveness of enemy and criminal activity. Resources control directly impacts the economic systems of a host nation or territory occupied and governed by U.S. forces. During a civil or military emergency, proper authorities define, enact, and enforce resources control measures to maintain public order and enable the execution of primary stability tasks in the areas of civil security, civil control, restoration of essential services, and support to economic and infrastructure development. Resources control measures may also include the following tasks:

Requiring licenses.

Implementing and enforcing regulations or guidelines.

Conducting checkpoints and inspection stations.

Implementing amnesty programs.

Implementing ration controls.

Dislocated-Civilian Operations

2-129. Military operations that are conducted across the range of military operations often require the temporary resettlement of civilian populations. Military police provide support to dislocated-civilian operations, which includes establishing and operating facilities and supporting civil affairs efforts to ensure that routes remain open and clear to the maneuver commander. Dislocated-civilian operations are conducted by military police to shelter, sustain, guard, protect, and account for civilians who are dislocated as a result of military or civil conflict or natural or man-made disasters. The level of control is drastically different from those interned during detainee operations.

2-130. During detainee operations, the level of control and supervision is high, based on security risk. During dislocated-civilian operations, dislocated civilians are allowed freedom of movement as long as such movement does not impede military operations. However, it is important to note that facilities that are housing large numbers of individuals for a significant period of time are prone to unrest and the formation of disruptive and criminal networks. Some of the same information-gathering techniques employed to identify and mitigate disruptive and dangerous activities within a detention facility may be required in a dislocated- civilian facility. Additional tasks that support and complement dislocated-civilian operations include enforcing curfews, restricting movement, checking travel permits and registration cards, properly operating checkpoints, instituting amnesty programs, and conducting inspections.

2-131. Civil affairs personnel perform a significant number of key tasks during dislocated-civilian operations. Dislocated-civilian operations minimize civilian interference with military operations and protect civilians from combat operations. Dislocated-civilian operations should be conducted by host-nation elements when possible, minimizing the requirement for military resources. Civil affairs elements coordinate with host-nation agencies to facilitate dislocated-civilian operations. Nonmilitary international aid organizations and other nongovernmental organizations are the primary resources used to assist civil affairs forces. However, civil affairs forces may depend on other military units, such military police units, to assist with a particular category of dislocated civilians. The term dislocated civilian refers to several categories of civilians, such as a displaced person, an evacuee, an internally displaced person, a migrant, a refugee, or a stateless person. Legal and political considerations define these categories. See ATP 3-39.30 for additional information.

2-132. Controlling dislocated civilians is essential during military operations because uncontrolled masses of people can seriously impair the military mission. Commanders plan measures to protect dislocated civilians in the area of operations and to prevent their interference with the mission. Military police commanders and staffs must have a clear understanding of the operational environment, rules of engagement, and legal considerations before setting up a dislocated-civilian facility in support of dislocated-civilian operations. Military police are specifically trained to provide care and shelter for dislocated civilians. See ATP 3-57.10 for additional information on civil affairs support for dislocated-civilian operations.

2-133. Military police units providing traffic regulation and enforcement on main supply routes may encounter dislocated civilians who could hinder military traffic flow. These units ensure priority to military traffic by diverting dislocated civilians from main supply routes and other areas to dislocated-civilian routes or resettlement facilities. They deny the movement of civilians whose location, direction of movement, or actions may be a threat to themselves, tactical operations, or sustainment operations. If functioning, the host- nation government is responsible for identifying routes for the safe movement of dislocated civilians out of an area of operations. If needed, military police units assist the civil affairs unit and host-nation assets in redirecting dislocated civilians to alternate routes.

2-134. United States and military police forces do not assume control of dislocated civilians unless they are requested to do so by the host nation or are operating in an environment with a hostile government. When the joint force commander or geographic combatant commander assumes responsibility, military police elements coordinate with civil affairs elements to set up traffic control posts at critical points along the route to direct dislocated civilians to secondary roadways and areas not used by military forces. When directed, dislocated civilians may be housed within resettlement facilities operated by U.S. forces and supported by military police.

Noncombatant Evacuation Operations

2-135. Noncombatant evacuation operations (NEO) refer to the authorized and orderly departure of noncombatants from a specific area by the Department of State, DOD, or other appropriate authority. Although the United States usually considers NEO in connection with combat operations, it may conduct an NEO in anticipation of, or in response to, any natural or man-made disaster in a foreign country. Civil unrest in a country may warrant evacuation to the United States or another safe haven.

2-136. The primary support that military police units provide to NEO centers on controlling the movement of evacuees and providing security at departure locations and extraction sites and for convoys carrying evacuees. Military police are skilled in interpersonal communications and the graduated use of force from their law enforcement experiences. This skill set transfers well to working in direct contact with the evacuees and dealing with hostile incidents. Military police are key members of marshalling teams that are responsible for locating evacuees and getting them to assembly areas and evacuation sites. See JP 3-68 for additional information on NEO.

PROTECTIVE SERVICES OPERATIONS AND HIGH-RISK PERSONNEL SECURITY

2-137. High-risk personnel are those personnel designated as high risk for targeting by terrorist or criminal elements due to their grade, assignment, symbolic value, vulnerabilities, or specific threats. There are four levels of high-risk personnel:

Level 1 and Level 2 high-risk personnel require significant protection, to include dedicated personal security details and other security measures as outlined in DODI O-2000.22.

Level 2.5 high-risk personnel are authorized the designation of a CID personal security advisor, who coordinates travel security for assigned high-risk personnel. The advisor may be armed only if acting as part of a larger (temporary) protective detail.

Level 3 high-risk personnel are not authorized protective services, however, they should receive additional antiterrorism and personal protective measure training.

2-138. The Deputy Secretary of Defense is the approval authority for high-risk personnel levels. Approval authority for high-risk personnel level 2.5 for OCONUS travel is delegated to the Under Secretary of Defense for Policy by the Deputy Secretary of Defense.

2-139. Specially trained USACIDC special agents provide continuous executive-level protective service to designated Level 1 and 2 high-risk personnel. USACIDC provides all close-in protection for Level 1 and 2 high-risk personnel, but it often requires the augmentation of military police teams assigned or attached to USACIDC and trained in protective service tasks. Military police coordinate with USACIDC when augmenting personal security details. MWD teams may be employed to enhance military police and USACIDC detection and protection capabilities. USAMPS provides the Protective Services Training Course to train personnel who will conduct Protective Services Operations; the course provides military police Soldiers with a D7 identifier.

LOGISTICS SECURITY

2-140. Logistics security is concerned with the integrity of the logistics system through the prevention, identification, and investigation of criminal acts committed by terrorists, criminal elements, or insider threats ranging from the U.S. Army logistics provider to the military force on the ground. It includes criminal or terrorist actions intended to divert, steal, destroy, or substitute an inferior product or sabotage supplies delivered to, or used by, the U.S. military or to damage, destroy, or impede elements of the transportation infrastructure or conveyances within control of the U.S. Army. The logistics security mission is the responsibility of all CID field elements, and each echelon of CID should be involved, as required, to achieve cohesive, effective support to the Army, when requested or required, that would enhance combat readiness, safety, and security or be a combat force multiplier.

2-141. Logistics security encompasses security of the entire logistics system, from the acquisition of materials (with procurement fraud operations under the investigative purview of the Major Procurement Fraud Unit, 701st Military Police Group, CID); through all modes of the transportation network and storage sites; retrograde cargo through the transportation system; and reutilization, disposal, or demilitarization operations. Supply diversion is normally encountered during in-transit movement of supplies or cargo and falls to the investigative purview of the mainstream CID forces.

2-142. Criminal investigators, as required and assigned, provide battlefield investigative support and criminal intelligence to each echelon of command from battalion through echelons above corps. USACIDC assesses the threat, capabilities, and intent of the criminal and terrorist threats. USACIDC assists the supported command in actions to eliminate threat activities or minimize their effects.

POLICE INTELLIGENCE OPERATIONS

2-143. Police intelligence operations is a continuous military police task, integrated within all military police operations. Police intelligence operations is the application of systems, technologies, and processes that analyze applicable data and information necessary for situational understanding and focusing policing activities to achieve social order. Police intelligence operations supports the operations process and informs military police operations through the analysis of police information and the production and dissemination of police intelligence. Commanders direct police information collection activities by approving CCIRs and by driving the operations process. The success of information collection is measured by its contribution to the commander's understanding, visualization, and decision making.

Note. During DSCA, information collection is limited and categorized as information awareness and assessment (IAA). The distinction between information collection and IAA emphasizes that during DSCA, neither Army forces nor any DOD component may collect information on U.S. persons for intelligence purposes. IAA leverages traditional DOD and other government information capabilities in support of homeland operations while assuring strict adherence to all applicable legal frameworks. IAA supports the purposes of DSCA: to save lives, alleviate suffering, and protect property. IAA addresses the limited information collection activities permitted in the homeland in support of these purposes. IAA processes consolidate information and provide analysis of the physical environment, weather impacts, terrorist threats, CBRN hazards, and other operational or mission variables. See ADP 3-28 for additional information.

2-144. Police information collection requirements are developed before the conduct of military police operations, updated, as necessary and, on analysis, may contribute to satisfying CCIRs; intelligence-led, time- sensitive operations; or policing strategies necessary to forecast, anticipate, and preempt crime or related disruptive activities to maintain order. This police information and subsequent analysis enhance situational understanding, protection, civil control, and law enforcement activities.

Note. Collection on U.S. persons implicates many legal considerations and restrictions. Judge advocates should be consulted during planning and collection of police information to ensure adherence to legal requirements.

2-145. Military police, corrections and detention specialists, and USACIDC special agents develop police intelligence operations skills and knowledge while supporting police and detention operations, enabling them to integrate these skills across all military police disciplines (police operations, detention operations, and security and mobility) in support of unified land operations. The following key definitions provide a framework and understanding for police intelligence operations:

Police information is information collected during military police operations concerning crime, disorder, criminal activity, and criminal threats. Police information includes, but is not limited to, a variety of data and information about crime, law enforcement, police institutions and their effectiveness, and other general information in the operational environment that is collected for the purpose of analysis through a policing lens in an effort to solve problems with crime and disorder. Police information is analyzed to produce police intelligence products.

Crime analysis is the systematic examination and interpretation of police information to determine when, where, and why crime, disorder, fear of crime, and other destabilizing events occur in specific places. It may be specifically categorized as administrative, tactical, or strategic crime analysis based on the focus of the analysis and the purpose it is intended to serve. Crime analysis supports apprehending criminals, preventing crime, and measuring police effectiveness.

Criminal intelligence is police information compiled, analyzed, and disseminated in an effort to anticipate, prevent, or monitor criminal activity. It may be specifically categorized as tactical or strategic criminal intelligence based on the direction given to analysis and the purpose it is meant to serve.

Police intelligence is the product resulting from the collection, processing, analysis, and integration of criminal intelligence and crime analysis about crime, disorder, criminal activity, and criminal threats. Police intelligence provides commanders and military police with a complete picture of the criminal environment.

2-146. CID detachments collect criminal information and produce and manage criminal intelligence to deter criminal and terrorist activity. The CID police intelligence operations role in a deployed environment focuses on providing tactical and strategic criminal intelligence to provide the commander a clear understanding of known criminal and security threats throughout the operational environment. The collection of criminal information and production of criminal intelligence in operational environments are critical to police intelligence operations efforts and the continuous integration within the operations process. At its very heart, subversive activities are criminal offenses that require criminal investigation. CID assets conduct terror- related criminal investigations in-theater when appropriate. See ATP 3-39.20 for additional information on police intelligence operations.

POLICE INTELLIGENCE OPERATIONS FRAMEWORK

2-147. In complex operational environments, the distinction between criminal, terrorist, and other irregular threats, known as the crime-terror nexus, is often blurred due to the interaction among threat networks, employment of similar illicit methods, and overlapping interests between criminal and other threat actors or networks. Police intelligence operations addresses challenges associated with the crime-terror nexus by providing commanders with technical police capabilities, knowledge, and experience to analyze and understand criminal behavior and activities and the factors within their operating environments that promote crime opportunities. As members of armed groups, insurgents and other belligerents use or mimic organizational structures, activities, and practices that are often associated with criminal networks that move contraband, raise funds, or further their goals and objectives through indirect means. Police intelligence operations focuses on identifying the linkages between criminals and other irregular threats to enable commanders and staffs to better understand and act in complex environments.

2-148. Police intelligence operations is conducted in the following four strategic steps:

Step 1. Plan and Direct. Military police commanders and staffs plan and direct by establishing the information collection plan and tasking collection assets.

Step 2. Collect and Process. Military police collection assets collect and process police information.

Step 3. Produce. Military police leaders, staffs, and police intelligence analysts produce police intelligence through analysis and the integration of criminal intelligence (strategic and tactical) and crime analysis (administrative, strategic, and tactical) about crime, disorder, criminal activity, and criminal threats throughout the operational environment.

Step 4. Disseminate Police Intelligence Products. Military police personnel disseminate police intelligence products to military police, Army organizations, and authorized unified action partners to inform, influence, and support current and future operations. Figure 2-3 provides the framework for conducting police intelligence operations in support of military police operations.

Figure 2-3. Police intelligence operations framework

2-149. Military police commanders and provost marshals at all echelons are responsible for police intelligence operations. Military police, USACIDC, and provost marshal staffs provide police intelligence products that allow commanders to identify indicators and contributing factors promoting crime, disorder, criminal threats, and criminal behavior that may impact Army operations or threaten Army property, facilities, and/or personnel. The focus of these police intelligence products can be for administrative, tactical, and/or strategic purposes (see figure 2-4):

Criminal intelligence.

Tactical criminal intelligence is the result of directing criminal analysis toward identifying potential criminal offenders, co-offending networks, or criminal organizations responsible for specific crimes or crime patterns within a given jurisdiction or area of operations to apprehend or target criminal offenders, networks, or organizations.

Strategic criminal intelligence is a category of criminal intelligence focused on identifying broad patterns and trends of criminal activity and offenders across a broad jurisdiction or area of operations by serial offenders, large-scale criminal networks, and transnational criminal organizations to prevent, deter, or mitigate criminal activity.

Crime analysis.

Administrative crime analysis is directed at the administrative needs of military police, corrections personnel, government partners, and communities. (Examples include providing community town hall participants with updates on crime trends in specific neighborhoods; providing an overview of crime across an installation or area of operations; composing military police activity reports; responding to media requests, providing host-nation police assessments, and providing corrections capabilities and facilities.)

Tactical crime analysis encompasses the results of directing crime analysis toward solving a crime problem (such as responding to a criminal incident or patterns of incidents) at specific locations or times and/or of victim or target profiles to determine environmental factors, patterns or trends, and other factors contributing to a particular crime problem.

Strategic crime analysis is a category of crime analysis that is directed and focused with the purpose of identifying broad patterns, trends, and problems to determine long-term problems across space and time and the root causes of those problems.

Figure 2-4. Police intelligence product focuses

2-150. Police intelligence operations incorporates two interdependent and overlapping analysis processes to produce criminal intelligence and crime analysis, each focused on different aspects of criminals and crime. Criminal analysis focuses on analyzing crime to understand criminal offender motivations, characteristics, methods, patterns of activity, and associations to gain knowledge of the people and networks posing a criminal threat. This produces criminal intelligence that is predictive in nature and seeks to anticipate, prevent, and monitor potential criminal activity.

2-151. Crime analysis is generally responsive in nature, focusing on crimes that have occurred and the patterns they establish to understand a specific crime incident or evaluate situational factors that produce crime and disorder. This focus supports the investigation and apprehension of criminal subjects; environmental changes to reduce crime-conducive conditions; and policing strategies aimed at preventing, deterring, and reducing crime. The integration of criminal intelligence and crime analysis produces police intelligence that provides commanders and military police with a complete picture of the criminal environment.

2-152. Commanders and provost marshals must determine the best way to employ available staff resources to integrate and monitor the execution of police intelligence operations within their jurisdiction or area of operations. See appendix C for additional information on the police intelligence operations framework.

Chapter 3

Military Police Forces

The experience of the American Expeditionary Forces in France has demonstrated the necessity of a well-trained and organized military police in times of war with many units not attached to tactical divisions, immediately available for use at the disposition of the High Command.

Brigadier General Harry H. Bandholtz, 1919

Military police Soldiers are the centerpiece for the Military Police Corps Regiment. They are the foundation of military police forces and are designed to provide policing and corrections technical capabilities and expertise that are required in support of the combined arms teams. The following chapter describes the architecture of military police forces and the capabilities available to the combatant commander.

SECTION I - THE MILITARY POLICE CORPS

3-1. The military police Soldiers skills and mind-set form the basic building blocks for the Military Police Corps Regiment. Joining three of these uniquely trained Soldiers into a team forms the basic military police team that is the foundation and centerpiece of the tactical military police organizations. Four teams establish a squad. Three squads build a platoon, and three platoons create a military police company. These units become tailored forces and repository of the expertise and technical skills required to provide military police support to the maneuver commander. Regardless of the importance of equipment or the expansion of technological capabilities, military police Soldiers are the key human components that accomplish missions and enable successful military police operations.

3-2. The military police Soldier is highly suited for unique interaction with local populations. He must be technically and tactically proficient and must know how to effectively use interpersonal communication skills. His competence, character, and commitment represent the foundation of a trained and ready military police force. For advancement, military police professionals must demonstrate competence (mastery of specific technical capabilities and tactical tasks). The character of military police professionals ensures that they use their expertise on behalf of the American people and according to the law. The commitment of military police reflects the Soldier's willingness to put the requirements of the Army and Nation above his personal goals.

3-3. Military police Soldiers must be able to accomplish tasks while operating alone or in groups. The operational environment requires military police Soldiers to have a fundamental understanding of the operational variables used to frame the analysis of the operational environment. Military police Soldiers and leaders must exercise mature judgment and innovation under stressful circumstances and be capable of learning and adapting to meet the demands of an adaptive and changing enemy and criminal threat. Leadership links the technical and tactical competence of Soldiers to operational success by employing and maintaining increasingly complex and sophisticated equipment and executing a variety of offensive, defensive, stability, and DSCA tasks.

3-4. The Military Police Corps Regiment consists of Regular Army, Army National Guard, and Army Reserve military police organizations and DA Civilians with a diverse range of capabilities that are focused toward supporting the Army and the mission. The regular Army component of the Military Police Corps Regiment consists of the United States Army Corrections Command, Office of the Provost Marshal General (OPMG), Regular Army military police units, USACIDC, and USAMPS within the geographic combatant commands and Army commands. The Army National Guard and Reserve military police structures consist of two military police commands, criminal investigative organizations and detention organizations, at the brigade level and below. The Reserve Component military police force constitutes approximately 70 percent of the Army military police force structure and includes a wide range of specialized capabilities.

3-5. The generating force of the Military Police Corps Regiment includes the Army Corrections Command, OPMG, USACIDC, USAMPS, and human resource managers in the U.S. Army Human Resources Command. Together, these components generate and manage the centerpiece of those forces that conduct military police operations. The Military Police Corps Regiment trains, educates, and manages military police Soldiers in a variety of military police-related occupational specialties. The Military Police Corps Regiment is represented by various military police organizations and capabilities at the strategic to tactical levels (see table 3-1).

Table 3-1. Military Police Corps Regiment across the components

Military Police Organizations | Force Provider
RA | USAR | ARNG
Military police command headquarters units | Military police command |  | x | x
Military police brigade | x | x | x
CID group | x |  |
Military police battalion | x | x | x
Military police detention battalion | x | x | x
CID battalion | x | x |
Organic military police staff elements | Corps PM section | x |  |
Division PM section | x |  | x
MEB military police operations cell |  | x | x
ABCT PM section | x |  | x
IBCT PM section | x |  | x
SBCT PM section | x |  | x
Baseline companies | Military police company | x | x | x
Military police detention company | x | x | x
Specialized military police units, teams, and individuals | GBI security company |  |  | x
Military police law enforcement detachment | x | x | x
Detention camp liaison detachment |  | x |
Theater detainee reporting center |  | x | x
CID detachment | x | x |
Military police security force assistance team | x |  |
MWD headquarters team | x |  | x
MWD squad | x |  | x
MWD patrol drug detection dog team | x |  | x
Forensic exploitation laboratory | x |  |

Legend:

ABCT

armored brigade combat team

ARNG

Army National Guard

CID

criminal investigation division

GBI

ground-based interceptor

IBCT

infantry brigade combat team

MEB

maneuver enhancement brigade

MWD

military working dog

PM

provost marshal

SBCT

Stryker brigade combat team

RA

Regular Army

USAR

U.S. Army Reserve

OFFICE OF THE PROVOST MARSHAL GENERAL

3-6. The Provost Marshal General is the senior Regular Army leader within the Military Police Corps Regiment. He serves as the DOD executive agent for detainee operations, forensics, and biometrics and as the commander for USACIDC. As a special staff officer on the Army staff, the Provost Marshal General advises the Secretary of the Army; the Chief of Staff, U.S. Army; the Vice Chief of Staff, U.S. Army; the Director of the Army Staff; and departmental heads of the Army staff on matters that are related to military police operations. The OPMG staff establishes policy for the Military Police Corps Regiment.

3-7. The OPMG provides a comprehensive Army policing strategy to reduce crime, increase safety, and enhance security within military communities. The OPMG leads and directs policy for matters that relate to Army law enforcement, police intelligence, physical security, forensics, biometrics, corrections and detention, criminal investigations, provost marshal activities, and military police support throughout the range of military operations. Additionally, the OPMG provides direct support to the Army Deputy Chief of Staff, operations staff officer (G-3)/assistant chief of staff, plans (G-5)/information operations staff officer (G-7) management and execution of the Army force protection mission by providing antiterrorism operation and intelligence cell capabilities. The OPMG supports the Army by developing policies, plans, and programs; establishing requirements; and providing resources to support manning, training, and equipment requirements to meet current and future operations as defined by the Secretary of the Army. The OPMG is also responsible for establishing enduring expeditionary forensic and biometrics capabilities through the Defense Forensics and Biometrics Agency.

3-8. Pursuant to Title 10 of the USC, section 3013, General Orders Number 2017-01, and other relevant sections, the OPMG had been delegated the authority necessary to fulfill the related responsibilities, on behalf of the Secretary of the Army for the following-

Serving as the Department of the Army's independent criminal investigative authority, free of actual or perceived undue command influence, reporting directing to the Secretary of the Army and Chief of Staff.

Oversees the execution of Level III corrections; coordinating procedures necessary to carry out the execution of military prisoners; and exercising authority, direction, and control over the Army Corrections System.

Oversees the execution of detainee operations, to include exercising authority, direction and control over the National Detainee Reporting Center (NDRC).

Leading the development, dissemination, and implementation of Army protocols for forensics and biometrics related activities to support Army, DOD, and interagency efforts.

Serving as the DOD policy proponent for policing related responsibilities assigned to the Army including the joint DOD Traffic Supervision Program and Armed Forces Disciplinary Control Board.

Developing policy and providing oversight for the Army physical security program, subject to the Assistant Secretary of the Army (Installations, Energy and Environment)'s direction and guidance.

Planning and organizing law enforcement support to the Army and establishing and implementing minimum law enforcement standards, training, and certification of military police, DA civilian police, and security guards in accordance with DOD Peace Officer Standards and Training Commission directives.

Leading the implementation, development, and dissemination of Army protocols for conducting law enforcement and suspicious activity reporting, analysis, and production.

Leading the implementation, development, and dissemination of Army protocols for the apprehension of Soldier absentees and deserters.

Representing Army interests in the national and international policing communities.

UNITED STATES ARMY CRIMINAL INVESTIGATION COMMAND

3-9. The history of USACIDC goes back to World War I, when General John J. Pershing directed the Provost Marshal General of his American Expeditionary Forces to organize a CID within the Military Police Corps for the purpose of detecting and preventing crimes within the territory occupied by the American Expeditionary Forces. Today, USACIDC is the sole Army agency responsible for investigating felony crimes (as outlined in AR 195-2). USACIDC provides investigative support to commanders at all echelons. The Headquarters, USACIDC, and the United States Army Crime Records Center are generating force elements. USACIDC groups and battalions are elements of the operational Army. While they are categorized as generating or operational force elements, USACIDC elements have generating-force and operational missions. The USACIDC mission includes-

Investigating and deterring serious crimes.

Conducting sensitive, special, or serious investigations.

Collecting, analyzing, and processing police information and producing and disseminating police intelligence.

Providing forensic laboratory support.

Maintaining Army criminal records.

Providing protective services to key Army and DOD leadership.

Enhancing the commander's crime prevention and protection programs.

Performing logistics staff officer security operations.

3-10. Headquartered at Quantico, Virginia, USACIDC is the primary criminal investigation organization of the Army. The unit is commanded by a general officer and staffed with officers, warrant officers, enlisted Soldiers, and DA Civilian employees. Investigative personnel, regardless of military rank, are known as CID agents or special agents. The command provides overarching management and supervision of all Army criminal investigation functions. Chiefs of staff within USACIDC are responsible for strategic-level planning and the execution of command functions. USACIDC is the approving authority and manager of agent accreditation functions throughout the command. USACIDC commanders at all levels retain mission command, operational, and UCMJ authority over assets organic to their subordinate units, regardless of basic command and support relationships. As a result, USACIDC elements can give supported commanders an independent, unbiased investigation, free from fear of improper command influence. Coordination is effected with specific agencies and commands as identified in figure 3-1.

Figure 3-1. USACIDC chain of command and coordination

3-11. The USACIDC operations support the senior mission commander or geographic combatant commander in maintaining discipline and order by preventing and investigating felony crimes that reduce the unit ability to train and fight. During investigations, USACIDC concentrates efforts on serious crimes, such as wrongful deaths, controlled substance offenses, theft (based on the amount limit identified in AR 195-2), fraud, sexual misconduct, assault, cyber-crimes, war crimes, and other national security offenses. The USACIDC conducts sensitive and special investigations involving senior Army officials and those associated with classified programs. The USACIDC provides technical investigative support, integrating its organic capabilities with those of other federal investigative agencies, joint and combined police activities, Army military police activities, and other sources of military police-related reachback support.

STRUCTURE

3-12. USACIDC is composed of supportive tactical units, logistics and administrative operational units, and strategic-planning units to support the range of military operations. USACIDC is unique in that there are table-of-distribution-and-allowances and table-of-organization-and-equipment elements at all levels. These units, in succession from strategic to operational and tactical, are as follows:

USACIDC.

Defense Forensics Science Center (DFSC).

U.S. Army Criminal Investigation Laboratory and the forensic exploitation directorate.

CID group.

CID battalion.

CID detachment.

Forensic exploitation team.

United States Army Crime Records Center

3-13. The United States Army Crime Records Center is one of the table-of-distribution-and-allowances unit that is subordinate to USACIDC. The United States Army Crime Records Center receives, safeguards, maintains, and disseminates criminal history and reports information from all Army law enforcement records. These records are retained for a minimum of 50 years (and maintained to support criminal investigations and background checks) before being destroyed. The United States Army Crime Records Center assists the Command Intelligence Operation Center at headquarters, USACIDC, in correlating and analyzing criminal statistics to provide the Army and other authorized federal agencies with data for planning and executing law enforcement functions. The United States Army Crime Records Center conducts more than 10,000 criminal- history name checks each month to identify victims and perpetrators of criminal offenses. The checks are conducted for military police; special agents; and other military, civilian, and federal law enforcement agencies. The United States Army Crime Records Center is responsible for the review, research, and dissemination of information requested under the Freedom of Information Act. Army polygraph program administration and worldwide polygraph support are provided by the United States Army Crime Records Center.

Defense Forensics Science Center

3-14. DFSC is another table-of-distribution-and-allowances organization subordinate to USACIDC. The DFSC mission is to provide full-service forensic support (traditional, expeditionary, and reachback) to Army and DOD entities worldwide; provide specialized forensic training and research capabilities; serve as the executive agent for the DOD Convicted Offender DNA Databasing Program; and provide forensic support to other federal departments and agencies, when appropriate. DFSC subordinate units include the U.S. Army Criminal Investigation Laboratory; forensic exploitation directorate; and the Office of Quality Initiatives and Training with its subordinate unit, the Office of the Chief Scientist.

3-15. The U.S. Army Criminal Investigation Laboratory provides forensic laboratory services to DOD investigative organizations and other federal law enforcement agencies. The U.S. Army Criminal Investigation Laboratory is the only full-service forensic laboratory in the DOD. It provides training for special agents and investigators from the Army, Air Force, Navy, and Marines in the Special Agent Laboratory Training Course and manages the CID criminalistics and visual information programs. The examiners and analysts testify in federal, military, state, and multinational courts.

3-16. The DFSC Office of Quality Initiative and Training is responsible for quality assurance operations and training needs. It develops and maintains examiner training, professional certification, and laboratory accreditation procedures, which reflect DOD and recognized national and international forensic science standards. The DFSC Office of the Chief Scientist is a subordinate organization of the Office of Quality Initiative and Training. It manages and conducts research, development, testing, and evaluation related to forensics to meet current and future warfighter and law enforcement requirements. It collaborates closely with dozens of interagency, academic, private industry, and international partners in a way that brings transparency to related research, minimizing redundancy and leveraging similarity while allowing its scientists to stay abreast of forensic technology advancements. The DFSC Office of the Chief Scientist provides support for DOD acquisition organizations and subject matter expertise to other DOD and USG agencies with a vested interest in forensics and biometrics.

3-17. The forensic exploitation directorate deploys a scalable and modular forensic exploitation team to provide the joint force commander or combatant command with a deployable forensic capability. The forensic exploitation team is sourced by the forensic exploitation directorate with highly qualified DA Civilian scientists. The forensic exploitation team supports forensic analysis in remote locations and utilizes reachback to CONUS forensic capacity in the DFSC. Forensic exploitation teams can work out of available fixed facilities or can deploy with expandable laboratory shelters. The capability is scalable, modular, and adaptable to support a commander's needs; it can also be adjusted to infrastructure availability.

PERSONNEL

3-18. Personnel assigned to CID detachments come from several sources. Commissioned officers and enlisted support personnel are assigned by the U.S. Army Human Resources Command. Civilian personnel are hired and assigned through the civilian personnel hiring process. CID special agents may be enlisted Soldiers, warrant officers, or civilians. Unit assignments of military CID special agents, whether enlisted Soldiers or warrant officers, are controlled and assigned by USACIDC headquarters in concert with the U.S. Army Human Resources Command. These personnel provide support to posts, camps, and stations and provide critical law enforcement capabilities in support of the range of military operations.

3-19. Special agents, which make up the majority of USACIDC assets, are selected by USACIDC headquarters after a formal application process. On acceptance, prospective special agents attend an extensive initial training program at USAMPS. The training conducted by USAMPS personnel provides prospective special agents with the requisite skills, knowledge, and abilities to operate in any environment. All special agents serve a 1-year apprenticeship period before being fully accredited. All CID special agents (military and civilian) are recognized as Federal Agents under Title 28 Code of the Federal Regulations (CFR), Part 60.3a (2).

3-20. Military police Soldiers may be attached or assigned to support CID detachments. These Soldiers are selected at the local level, and although OPCON belongs to CID, administrative and UCMJ control remains with the parent unit. These military police Soldiers perform duties as military police investigators or police intelligence analysts and can be found conducting drug suppression operations, gang activity investigations, sexual assault investigations, or other criminal investigative functions as designated by the CID special agent in charge.

3-21. The USACIDC employs civilian personnel with special expertise. Civilian employees with specialized skills in laboratory analysis are hired through normal civilian personnel channels to support forensic analysis requirements and in support of requirements emanating from the range of military operations. The computer investigations unit and the major procurement fraud unit are primarily composed of civilian special agents. At the CID battalion level, there are civilian special agents who perform assistant operations officer duties or digital forensic examiner duties. These civilian employees are hired through civilian personnel channels and then attend the CID Special Agent Training Course at USAMPS, if required. Additionally, CID employs civilian investigative analysts at all echelons who provide analytical support to criminal investigations and the Army Protection Program.

DEFENSE FORENSICS AND BIOMETRICS AGENCY

3-22. The Defense Forensics and Biometrics Agency serves as the executive agent for DOD forensics and biometrics casework and research. Defense Forensics and Biometrics Agency capabilities assist the DOD in combating networks that threaten the force by denying criminals and adversary anonymity. The Defense Forensics and Biometrics Agency and Biometrics Operations Division operates the DOD authoritative biometric database and the DOD Automated Biometric Identification System, providing continuous access to Soldiers and antiterrorism officers with a need to identify potential threats. The Automated Biometric Identification System contains biometrics from known and suspected terrorists and threat actors from around the world. The DOD Automated Biometric Identification System has the ability to query interagency databases. A check against the DOD system turns up derogatory activity known to other U.S. agencies.

UNITED STATES ARMY CORRECTIONS COMMAND

3-23. The Army Corrections Command is a field-operating agency under the OPMG. The Army Corrections Command provides a single headquarters that exercises mission command, operational oversight, and policy support for the Army Corrections System. The Army Corrections Command also provides mission command for civilian and military personnel and manages military prisoners in military and Federal Bureau of Prisons facilities or on mandatory supervised release or parole. The Army Corrections Command is primarily a generating force headquarters with assigned operational Army units.

3-24. The Army Corrections Command supports combatant commanders by developing trained corrections/detention units, leaders, and individual Soldiers who combine their corrections experience with sound warfighting skills to conduct corrections and detention operations worldwide. The Army Corrections Command provides a safe and secure environment for the incarceration of U.S. military prisoners, protects society by incarcerating U.S. military prisoners, and prepares U.S. military prisoners for their release, whether returning to duty or civilian status, with the prospect of becoming productive Soldiers/citizens by conforming to U.S. military or civilian environments. On behalf of the Provost Marshal General, the Army Corrections Command directs the activities of the Detainee Operations Division, provides subject matter expertise for detainee operations policies, and oversees other executive agent responsibilities as outlined by the Secretary of the Army, to include operation of the National Detainee Reporting Center. Other responsibilities include the following:

Exercises authority, direction, and control over the Army Corrections System (Levels I, II, and III).

Supports the Provost Marshal General's delegated authorities as the DOD executive agent for long-term (Level III) incarceration and for the DOD detainee program.

On behalf of the Provost Marshal General, oversees the operation of the National Detainee Reporting Center.

Ensures the maintenance of American Correctional Association accreditation of all Army Corrections Command headquarters and Army Corrections System facilities. Maintains readiness to conduct executions.

Provides oversight of five facilities, including the U.S. Disciplinary Barracks, Midwest Joint Regional Correctional Facility, Northwest Joint Regional Correctional Facility, U.S. Army Regional Correctional Facility-Europe, and U.S. Army Regional Correctional Facility-Korea.

Oversees the training and readiness of corrections/detention units and personnel in support of combatant command requirements.

Coordinates with Army service component commands on requirements for corrections/detention capabilities.

Deploys trained corrections/detention units, leaders, and individual Soldiers to meet combatant commander requirements worldwide.

3-25. The Secretary of the Army is the DOD executive agent for Level III correctional operations (sentences that are more than ten years) and for U.S. military prisoners transferred to the Federal Bureau of Prisons. The Army Corrections Command oversees Level II correctional operations (pretrial and sentences that are up to ten years) at CONUS Army regional correctional facilities, and Level I correctional operations (pretrial and short-term posttrial up to one year) at OCONUS Army regional correctional facilities. The Army Corrections Command coordinates the disposition of all prisoners, to include transfers and designations, mandatory supervised releases, clemency and parole, and the execution of condemned U.S. military prisoners.

3-26. The Army Corrections Command is responsible for correctional operations that provide experiential learning for MOS 31E Soldiers preparing for deployment in support of detention operations worldwide. Military police detention Soldiers are those who have been specifically trained for corrections and detention missions within the military police career management field and are awarded the MOS of 31E. See AR 190-47 for additional information on Army corrections.

3-27. The Army Corrections Command provides efficiencies and a unified and consistent application of policy and best industry practices to provide U.S. military prisoners with treatment, education, and vocation programs in a safe and secure corrections environment. The Army Corrections Command prepares military prisoners to be productive, law-abiding members of society after release.

ORGANIZATION

3-28. The Army Corrections Command is headquartered in Arlington, Virginia, and is staffed with military and civilian personnel. The command headquarters is composed of three sections-the command group, the resource management division, and the operations/plans division. The Army Corrections Command is a generating force headquarters consisting of elements that are part of both the operational and the generating force.

3-29. The Army Corrections Command was established to divest Army commands (U.S. Army Forces Command and U.S. Army Training and Doctrine Command) and Army service component commands (U.S. Army Europe, Seventh Army and U.S. Army, Pacific Command, Eighth Army) of the corrections mission and to align that responsibility under a single command. The Army Corrections Command standardizes corrections operations across the Army and synchronizes policy and operations with the DOD and sister services. Correctional facilities and detention units are tenants on their installations, but they are subordinate to the Army Corrections Command.

ARMY CORRECTIONS SYSTEM

3-30. To maintain good order and discipline within the Army, the Army Corrections Command ensures that corrections operations are standardized throughout all Army correctional facilities. Operations in Army Corrections Command correctional facilities are conducted to internationally recognized corrections standards according to the American Correctional Association and the Prison Rape Elimination Act. Correctional facilities require specially trained Soldiers and DA Civilians to plan and conduct corrections operations. Persons subject to the UCMJ that are convicted of a crime by a court-martial or military tribunal are transferred to Army Corrections System facilities. These correctional facilities conduct the terms of incarceration as determined by the court. Correctional treatment and vocational training are provided to U.S. military prisoners who are confined within the Army Corrections System.

3-31. The U.S. Disciplinary Barracks located at Fort Leavenworth, Kansas, is the only Level III facility in the DOD. It is a maximum-security facility that confines male U.S. military prisoners from all Services who have sentences that are more than ten years. U.S. military prisoners who have been deemed extremely violent, pose a high risk of escape, or have a sentence to death are confined at the U.S. Disciplinary Barracks.

3-32. The Midwest Joint Regional Correctional Facility located at Fort Leavenworth, Kansas, and the Northwest Joint Regional Correctional Facility located at Joint Base Lewis-McChord are Level II facilities. These Level II facilities confine prisoners from all Services who have sentences less than ten years, and they confine those awaiting trial. The Army Corrections Command, in coordination with the local staff judge advocate, determines where a U.S. military prisoner is confined.

Note. The Joint Regional Correctional Facility Southwest (the Naval Consolidated Brig) is a military prison operated by the U.S. Navy at Marine Corps Air Station Miramar in Miramar, San Diego, California. It houses some Tier II male prisoners of the United States Navy who serve sentences of up to ten years and female prisoners from all areas of the U.S. DOD.

3-33. The following are Level I U.S. Army regional correctional facilities located OCONUS:

U.S. Army Regional Correctional Facility-Europe, located in Sembach, Germany.

U.S. Army Regional Correctional Facility-Korea, located at Camp Humphreys, Korea.

Note. These Level I correctional facilities provide pretrial confinement and short-term posttrial corrections operations. Level I correctional facilities may confine prisoners for up to one year.

DEATH PENALTY SENTENCES

3-34. The Provost Marshal General is responsible for establishing policies and procedures for carrying out death penalty sentences imposed by general court-martial or military tribunals, per the UCMJ and the Manual for Courts-Martial. Additional details of responsibilities and procedures are established in AR 190-55.

MILITARY AND CIVILIAN CORRECTIONS COLLABORATION

3-35. The professional collaboration between the U.S. Army and the American Correctional Association dates back to 1870, when Major Thomas A. Barr attended the first conference of the National Prison Association. The first American Correctional Association-accredited military prison was the U.S. Disciplinary Barracks established in 1982. Since 2010, all U.S. Army correctional facilities have been accredited by the American Correctional Association. The Military Corrections Committee, which provides interface with the American Correctional Association to promote and foster understanding of the DOD Corrections, remains important to the current corrections mission. Mirroring the fiscal challenges of federal and state correctional systems, the Army Corrections Command is seeking to build further efficiencies in the correctional system. Military corrections procedures apply the American Correctional Association standards for training and procedural applications within correctional institutions.

3-36. Accreditation by the American Correctional Association provides commanders with a tool for maintaining facilities according to nationally recognized standards for sound correctional practice and a mechanism for evaluating compliance with those standards. Correctional accreditation is valid for a 3-year period during which the standards that address administration and management, training, institutional operations, institutional services, and inmate programs are continually reviewed, evaluated, and modified to remain timely, legally relevant, and applicable to current correctional practices. The American Correctional Association has a correctional certification program designed to ensure that leaders at all levels maintain their individual standards of technical excellence.

3-37. In 2012, the President of the United States directed the DOD to become compliant with the Prison Rape Elimination Act. The Prison Rape Elimination Act has established high standards to prevent, detect, and respond to allegations of sexual abuse in correctional facilities. The Army Corrections Command has developed policies and procedures to effectively combat sexual abuse and champions the Prison Rape Elimination Act throughout the command. The 3-year Prison Rape Elimination Act compliance and audit requirement is a continual process that encompasses all levels of the correctional staff. Immeasurable commitment by this command and countless man-hours since the President's order have been spent to continually monitor, train, and investigate allegations and reviews by retaliation committees to maintain a safe environment and ensure operational security. The Army Corrections Command is compliant with the Prison Rape Elimination Act.

3-38. Commanders coordinate with U.S. probation officers working for the U.S. Parole Commission for community supervision of prisoners released on parole and mandatory supervised release.

3-39. Collaboration with civilian correctional institutions underscores professionalizing Army corrections and demonstrates that the Soldiers and DA Civilians of the Army Corrections Command epitomize the Army profession. The skills obtained through this collaboration enhance units and Soldier readiness; improve the Army ability to meet the needs of geographic combatant commanders; and support train, advise, and assist requirements.

JOINT CORRECTIONS COLLABORATION

3-40. Army corrections leaders must coordinate corrections across the joint family to ensure the consistency of corrections procedures. There are many military facilities, including the following:

Consolidated Naval brigs at Charleston, South Carolina; Chesapeake, Virginia; Miramar, California; and Pearl Harbor, Hawaii.

Marine pretrial confinement facilities at Camp Lejeune, North Carolina; Camp Pendleton, California; Okinawa, Japan; and Quantico, Virginia.

Army regional correctional facilities and the wide array of smaller, short-term confinement facilities from all military branches.

UNITED STATES ARMY MILITARY POLICE SCHOOL

3-41. USAMPS provides military police Soldiers with professional military training and education, including core, tactical, technical, and leader education for officers, noncommissioned officers, and junior enlisted Soldiers. Additionally, specialized functional course training is provided, including physical security, criminal investigation, advanced law enforcement, police intelligence, crime analysis, and MWD handling training. More than 42 functional courses are offered beyond initial-entry military police training and professional military police education courses.

3-42. The USAMPS also hosts and manages several standing and ad hoc boards, bureaus, centers, cells, working groups, conferences, and seminars to support the doctrine, organization, training, materiel, leadership and education, personnel, and facilities domains of the Army staff, generating force, and Army service component commanders. USAMPS gathers operational lessons learned from military police units and integrates those lessons into the institutional training base. Operational support is provided to combatant commanders, military police forces, and staffs through reachback, mobile training teams, and other mechanisms.

3-43. USAMPS produces tactically and technically competent military police Soldiers who are capable of contributing to the first unit of assignment. Professional military education for officers, warrant officers, and noncommissioned officers enables them to immediately contribute as military police leaders. Chapter 5 discusses military police staff roles and responsibilities in greater detail. USAMPS, as the military police branch proponent, works closely with OPMG to leverage a vast pool of additional technical competencies provided by DOD Civilians and affiliated contractors and agencies within the civilian community who work with the USAMPS and the OPMG. Technical support is available in the direct support of military police staff and forces through reachback capabilities. Personnel may obtain information from the USAMPS Web site.

SECTION II - MILITARY POLICE FORMATIONS

Maintenance of a specially organized Military Police Corps in our peacetime military establishment with units that may be actively engaged in military police duties, is of absolute necessity.

Brigadier General Harry H. Bandholtz

3-44. Army military police of the operational force operate at the strategic, operational, and tactical levels across the range of military operations. Units are organized for purpose to support military police peacetime, combat, investigative, and detention operational requirements. Military police forces operate as an integral member of the combined arms team during peace and war to provide a full range of military police capabilities. They execute military police tasks at the tactical through strategic levels of war in support of combat maneuver forces and provide technical policing and detention expertise throughout the range of military operations. (See chapter 5 for additional information on Army command and support relationships.)

3-45. Military police provide a complementary and interdependent relationship among four major categories. These categories include military police (including staff elements) organic to nonmilitary police organizations and three categories of military police designed through different military police force structure. The force structure consists of military police headquarters, baseline, and specialized military police units. The force structures exist to augment or be task-organized to BCT, divisions, corps, and theaters or they can be organized at echelon to provide necessary military police capabilities (see appendix A for additional information).

MILITARY POLICE HEADQUARTERS

3-46. The mission command of military police forces is provided by three primary echelons of military police headquarters units-the command, brigade, and battalion. Multifunctional support units at the brigade echelon, discussed later in this chapter, may exercise mission command for military police forces in cases for which military police support is integral to the mission. Mission command for military police technical capabilities and missions is provided by the theater military police command, the military police brigade (or CID group), and the battalion (three varieties-military police, detention, and CID). Each has a staff that allows the commander to exercise mission command for assorted and various military police organizations. Most of them are capable of providing mission command for other selected nonmilitary police units to support multifunctional missions, such as area security, detention operations, dislocated-civilian operations, or gap-crossing operations.

THEATER MILITARY POLICE COMMAND

3-47. The theater military police command is the only organization designed for operational level command without the augmentation of military police capabilities at echelons above corps level. It exercises the command and staff element for the joint force commander if an operational military police headquarters is required. The theater military police command is focused on the operational level command of military police operations across the three military police disciplines and serves as the senior theater or land component military police headquarters. It is the headquarters for all assigned or attached Army military police brigade and other military police units and missions for the combatant or joint task force commander. While not providing command over CID groups, it does provide required sustainment. When directed, it may provide command, control, and support for policing elements from other Services, nations, and contract security personnel.

3-48. Tasks performed by the theater military police command include providing support for all operational planning for the theater across all of the military police disciplines and integrating police intelligence operations throughout all missions. The theater military police command synchronizes military police planning and support for the combatant or joint task force commander, providing peacetime training and support of building partner capacity for the supported respective combatant commanders. The command plans and operates in close coordination with the senior contract construction agents in the area of operations. When deployed, the commander of the theater military police command is designated as the theater provost marshal and also serves as the commander of detainee operations.

MILITARY POLICE BRIGADE

3-49. The military police brigade is a functional brigade of the Army and is capable of planning, integrating, and directing the execution of military police missions conducted by up to five mission-tailored military police battalions; integrating capabilities from all three military police disciplines; and integrating police intelligence operations. It may also command other units that are focused on performing area support, detention, or dislocated-civilian tasks and on synchronizing military police support across multiple organizations that control the area of operations in support of stability tasks. A functional military police brigade is not designed to control terrain; significant augmentation and task organization is required to accomplish a terrain management mission.

3-50. One or more military police brigades is/are required in the division or corps when the number of military police units or the functional nature of military police missions (such as the synchronization of technical military police capabilities across the area of operations) requires functional brigade level mission command capability. A military police brigade is also required when military police missions exceed the mission command capability of the multifunctional MEB. A corps is allocated a military police brigade headquarters for providing mission command of military police units. Once deployed, military police brigades become the focal point for apportioning and allocating mission-tailored military police forces across the area of operations.

3-51. The military police brigade is capable of supporting a joint task force commander or component commander (land, air, or sea) and providing command, control, and integration of all U.S. military police units and host-nation security forces and the management of contracted civilians within the area of operations. The military police brigade has the ability to provide a deployable command post and the staff expertise to provide mission command of military police operations, as required. With augmentation, the military police brigade may serve as a joint military police headquarters and may be the senior military police headquarters that provides the synchronization, coordination, and mission command of technical policing and detention operations when deployed in a joint operations area if full-theater military police command deployment is not required.

3-52. Based on the tactical situation, a military police brigade commander may be designated as the theater provost marshal and the commander of detainee operations when a military police command is not required. In this situation, the brigade commander and staff provide the overall mission command of deployed military police units. If the theater military police command is not available, the military police brigade is capable of integrating policing expertise and support (operationally and tactically) with unified-action partners. It may provide the mission command of task-organized forces that include units from other functional brigades or specialty units.

CRIMINAL INVESTIGATION DIVISION GROUP

3-53. The CID group ensures connectivity among all CID units within-and external to-the theater. It establishes and maintains links with supported units and unified-action partners on matters pertaining to CID operations. The CID group is investigative-focused and provides the functional mission command of USACIDC regionally focused battalions.

3-54. CID units are not in the chain of command of other non-CID military police units, but they receive support from military police units as they are dispersed across the battlefield to perform the mission. When possible, CID units collocate with other military police units. This provides unified military police support and facilitates sustainment. A CID group typically collocates with the senior military police organization in theater if it is deployed and provides command, control, and integration for all CID battalions in-theater.

MILITARY POLICE BATTALIONS

3-55. Military police battalions are structured to exercise mission command for two to five companies or elements. Each military police battalion is designed to perform a different collection of military police tasks (although there are overlapping abilities among the three types of battalions), and each supports the detention operations discipline and the police intelligence operations integrating function. The military police battalion headquarters is capable of providing mission command for tactical military police missions or a multifunctional task force organized for specific missions. CID battalions are often found at the corps or theater level.

Military Police Battalion

3-56. The military police battalion has the largest number of units in the military police force pool. The military police battalion is the most versatile of the battalion headquarters, conducting all three military police disciplines, and it is the only military police battalion level element optimized to conduct those military police tasks that comprise the security and mobility support discipline. While selected military police companies may conduct detention operations, the military police battalion is focused on other missions. It is the most likely of the three military police battalions to perform as a task force and in support of close combat operations.

3-57. When placed in support of a BCT or division, a military police battalion exercises mission command for the integration of military police operations. The battalion may be focused on a single military police discipline or several disciplines at once. The military police battalion may be organized to perform as a task force when the BCT is conducting combined arms operations. The battalion may be given responsibility for a main supply route reconnaissance or clearing operation and may be designated as a task force headquarters. The military police battalion headquarters is a likely mission command element for a movement corridor.

Military Police Detention Battalion

3-58. The military police detention battalion has the second largest number of units in the military police force pool and is designed with a focus on the military police tasks that comprise the detention operations discipline. When fully operational, the military police detention battalion may operate a detainee facility capable of interning 4,000 detainees.

Military Police Battalion (Criminal Investigation Division)

3-59. The military police battalion CID is an operational unit that is subordinate to a CID group. These battalion headquarters exercises mission command, staff supervision, and administrative oversight for the subordinate CID detachments. Generally, one CID battalion supports a corps or division area of operations and exercises mission command for two to five CID detachments or expeditionary forensic laboratories operating within the area of operations. These battalions perform technical supervision and coordination of criminal investigations criminal intelligence programs, drug suppression activities, and polygraph support and manage logistics security.

BASELINE MILITARY POLICE COMPANIES

3-60. There are two types of baseline companies in the military police force pool-military police and detention. These baseline companies are the primary building blocks from the military police force pool and the main components of military police battalions. Each is designed to perform a different collection of military police tasks. These units may be task-organized to BCTs or to a military police battalion headquarters to provide the specific, tailored capabilities needed to support mission requirements. Within the MEB or in support of BCT operations, the military police company may find itself part of a CBRN- or engineer-led task force supporting the MEB or providing multifunctional support outside of the MEB area of operations, including operations in support of a movement corridor.

3-61. Each BCT is organized with an organic military police planning cell that includes a provost marshal and an operations noncommissioned officer. During offensive, defensive, or stability tasks, the BCT should plan for the task organization of additional baseline military police elements, to include a military police company and, in special cases, a battalion for necessary mission command of military police operations. Other specialized military police units and equipment may support tailored military police operations for which advanced skill sets are required.

3-62. The military police staff cells at the BCT and echelons above the BCT ensure that the integration of military police capabilities takes place within their echelons. Military police staff members may be split among the various command posts of a given echelon, but the senior military police officer functions as the provost marshal for that echelon and headquarters. The military police staff representation within the MEB is designed to be robust to support the standard roles performed by the MEB. See FM 3-81 for additional information on the MEB.

MILITARY POLICE COMPANY

3-63. Military police companies are focused on support to combat maneuver organizations at the tactical level. As with the military police battalion, the military police company is optimized for those military police tasks that comprise the security and mobility support discipline. The only company designed to support close combat is the military police company. Military police companies are ideally suited for conducting police operations on military bases and base camps. Military police companies also contribute advanced law enforcement skills to assist with policing, corrections, and judicial support for host-nation government and stability tasks in the area of operations. Selected military police companies may perform a detention role to supplement detention requirements. Military police companies exist in two variations-standard and airborne.

MILITARY POLICE DETENTION COMPANY

3-64. Military police detention companies contribute temporary or long-term support to theater detention operations. They can contribute training and expertise to establish or improve corrections operations for the local government. These Soldiers can assist with establishing a model prison operating system in a new or reused facility managed by the local government.

SPECIALIZED MILITARY POLICE UNITS

3-65. Specialized military police units, teams, and individuals are available to support commanders. The Military Police Corps Regiment possesses many unique capabilities at the operational and strategic levels that are designed for specific augmentation and use at the tactical level. These key capabilities are organized within units that are of limited availability and lower density within the military police force pool than the core military police units. These smaller, more specialized units are designed to support larger military police- related missions and tasks, provide specialized skills augmentation to selected headquarters elements, or provide theater-unique mission sets. This section highlights some of the specialized units and capabilities provided by military police. There are also other elements that are created and trained for special missions, such as special reaction teams or police transition teams.

MILITARY POLICE GROUND-BASED INTERCEPTOR SECURITY COMPANY

3-66. The Military Police Ground-Based Interceptor Security Company provides fixed-site security for a ground-based interceptor site. The company provides the operational Army with the capability to detect, identify, and eliminate hostile threats to a critical facility. The sole mission of the Military Police Ground- Based Interceptor Security Company is to secure the ground-based interceptor missile site. This mission focus allows the company to dedicate its tactical assets to the security and defense of the critical site with minimal diversion of combat power to collateral or other economy-of-force efforts. The Military Police Ground-Based Interceptor Security Company provides a fully functioning, properly resourced guard force capable of conducting sustained and continuous operations necessary for securing critical assets within the expanded perimeter of the ground-based interceptor missile site.

USACIDC SPECIALIZED CAPABILITIES

3-67. The nature of the USACIDC mission, regardless of the environment, necessitates several highly specialized elements with special capabilities. These elements are described in the following paragraphs:

Field investigative unit. The field investigative unit is a unique investigative organization and conducts the most sensitive criminal investigations in the Army. Much of the activity of the field investigative unit is classified. Unit investigations frequently support intelligence and acquisition communities. In addition, the field investigative unit conducts investigations of senior Army personnel and classified programs.

Protective Services Battalion. The Protective Services Battalion provides worldwide, executive level personal protection to the Secretary of Defense; the Deputy Secretary of Defense; the Chairman and Vice Chairman, Joint Staff; the Secretary of the Army; the Chief of Staff, U.S. Army; the Chief, National Guard Bureau and their foreign counterparts on official visits to the United States; and other DOD high-risk personnel, as directed. The USACIDC provides protective services to high-level deployed commanders.

Computer crimes investigative unit. The computer crimes investigative unit conducts investigations involving intrusions and related malicious activities involving U.S. Army computers and networks. The computer crime investigative unit works closely with other U.S. federal and foreign government law enforcement agencies. The computer crime investigative unit provides expert investigative support to USACIDC field elements conducting criminal investigations with computer implications.

Major procurement fraud unit. The major procurement fraud unit is composed of highly skilled DA Civilian special agents who conduct investigations involving major Army contracting activities. These units may be collocated at an Army installation or may be a stand-alone office located near a major Army contracting epicenter. The major procurement fraud unit special agents conduct complex multifaceted investigations.

Polygraph support element. Polygraph support for criminal investigative activities conducted by CID detachments or military police is provided by specialized special agents. These special agents receive extensive training in polygraph at the Defense Academy for Credibility Assessment. Although normally geographically located within the CID battalion, the polygraph examiner scope of responsibility is limited to the conduct of polygraph examinations as assigned by the United States Army Crime Records Center. Polygraph examiners operate independently from the CID battalion headquarters to which they may be assigned.

Forensic science officer. The forensic science officer is a specially trained warrant officer with the ability to conduct complex forensic investigations. This is a unique capability within CID. Upon graduation from specialized training, these personnel are only assigned at the CID group or battalion level. These specialists have advanced training in the identification, preservation, collection, and analysis of evidence. The forensic science officer coordinates with the DFSC on behalf of field agents as technical aspects of the evidence require advanced discussion. Additionally, USACIDC has forensic science technicians who, although not trained to the level of forensic science officers, have received advanced forensic and crime scene training to allow them to process more complicated death and sexual assault scenes. These forensic science technicians are assigned to CID detachments and elements.

Digital forensic examiners. The digital forensic examiner is a civilian or military special agent who has been specially trained and equipped to conduct in-depth examinations of digital media. Digital forensic examiners are normally placed into three-man teams co-located with the CID battalion headquarters to provide digital forensic support for battalion subordinate elements. A digital forensic examiner is located at the CID group headquarters to provide technical supervision and management of the digital forensic examiners at subordinate units.

Terrorism and criminal investigation. The Terrorism and Criminal Investigation unit investigates offenses committed against U.S. military and DOD Civilian personnel, other U.S. nationals, or U.S. interests by terrorist organizations or individuals, as directed by the Secretary of the Army. It provides dedicated investigative support to the Office of the Chief Prosecutor for Military Commissions and conducts other criminal investigations as directed by the commander, 701st Military Police Group (CID).

Forensic exploitation team. A forensic exploitation team is a subordinate element of the DFSC. It consists of the necessary forensic equipment or instruments and properly trained forensic examiners to support the combatant commander. Forensic exploitation teams have the inherent resources to provide a full range of forensic exploitation services including, but not limited to-

Latent prints.

DNA.

Explosive/drug chemistry.

Firearms.

Toolmark examinations.

With augmentation, the capabilities of the forensic exploitation team can be expanded to include explosive triage, electronic engineering, weapons technical intelligence, and DOMEX.

Forensic examiner. DFSC/forensic exploitation directorate formally educated and highly trained forensic examiners provide scientific evaluations of evidence used to aid law enforcement and the intelligence community, including that of host nations. While deployed, these examiners document findings and create detailed reports to contribute to the Joint Force Commander's intelligence analysis process to remove anonymity from the battlefield. This extraordinary capability has found a role in the practical application of collected biometric data, leading to the development of identity intelligence.

Military Police Criminal Investigation Detachments

3-68. CID detachments are operational units that are subordinate to a CID battalion. CID detachments are staffed and equipped with the minimum mission-essential requirements of equipment and supplies. CID detachments are responsible for the conduct of all criminal investigations, criminal intelligence, logistics, administration, training, and maintenance. These elements have minimal organic administrative and logistics capabilities. They rely on the CID battalion, military police units and, occasionally, other organizations for maintenance, supply, and administrative support. This need for sustainment support is the basis for collocating CID detachments with military police companies or battalions, when possible.

High-Risk Personnel Protection

3-69. The USACIDC provides protective service details to Army high-risk personnel serving in designated positions based on rank, position, and geographical location. The USACIDC trains agents in protective services tasks and assigns teams to individuals, as required. The USAMPS provides the Protective Services Training and Antiterrorism Evasive Driving Course (Staff Driver), Antiterrorism General Officer Driving Course (General Officer), and High-Risk Personnel Security Course to train for high-risk personnel protection. The Protective Services Training and Antiterrorism Evasive Driving Course (Staff Driver) and the Antiterrorism General Officer Driving Course (General Officer) provide specialized training to personnel who conduct protective service operations for executive level DOD leaders who are potential targets of terrorism and criminal acts. Emphasis is placed on the spectrum of protective service tasks that Soldiers may perform to protect senior leaders. The High-Risk Personnel Security Course provides specialized training to personnel, regardless of MOS, who are assigned to conduct high-risk personnel security operations in combat environments and are responsible for protecting commanders in key leadership positions, as designated by the combatant commander or identified through a personal security vulnerability assessment. See ATP 3-39.35 for additional information on protective services.

Forensics Exploitation Laboratory

3-70. The forensic exploitation laboratory is a deployable laboratory with adaptive forensic capabilities that enhance the exploitation of captured enemy materiel and evidence gathered, supporting protection, targeting, sourcing, criminal prosecution, and mission success. When a deployable forensic laboratory capability is required, the forensic exploitation team can be scaled to meet any size operational requirement. The laboratory provides a standardized exploitation process by integrating technical exploitation capabilities, including explosive exploitation and electronic reengineering, with the inherent forensic disciplines of serology, deoxyribonucleic acid (DNA), chemistry, latent prints, and firearms/toolmarks. Forensic exploitation laboratories have on-site capabilities and the ability to obtain institutional support from the U.S. Army Criminal Investigation Laboratory through reachback.

DIRECTORATE OF EMERGENCY SERVICES

3-71. Military police law enforcement and other emergency services operations are conducted under the supervision and control of the director of emergency services. The director of emergency services is responsible for advising the garrison commander on emergency services (including police operations), providing oversight and ensuring the execution of police operations that are consistent with the priorities and protection efforts of the garrison and senior commander. The directorate of emergency services structure includes the provost marshal's office and other emergency response assets. See ATP 3-39.10 for additional information on the directorate of emergency services.

Note. At some locations, military police battalion commanders also serve as the director of emergency services.

DEPARTMENT OF THE ARMY CIVILIAN POLICE AND SECURITY GUARDS

3-72. DA Civilian police and guards are trained professionals who ensure public safety on Army installations by providing police and security activities. Multiple Army installations have only DA Civilian police and guards to perform the law enforcement and security duties. Army Civilian police can be employed across the range of military police law enforcement capabilities, but they are not deployed to support decisive action. Army Civilian police and security guards are governed by AR 190-56. Army Civilian police officers and guards are trained via a standardized program of instruction, and USAMPS is the proponent for Army Civilian police and guard training and doctrine. DA security guards perform access control and other physical security duties that do not require trained law enforcement personnel. A DA security guard may detain, but is not authorized to apprehend, personnel. A DA security guard is not qualified for use as a law enforcement officer.

MILITARY POLICE LAW ENFORCEMENT DETACHMENTS

3-73. Military police law enforcement detachments are built as table of organization and equipment units to be employed in a team concept. These specialized teams can provide advanced skills that can be deployed to support specific law enforcement requirements in area of operations. Modules that comprise an operational military police law enforcement detachment may be deployed as an entire detachment to provide comprehensive policing capabilities; as individual teams to augment existing capabilities; or to meet specific capability requirements.

MILITARY WORKING DOGS

3-74. The Military Police Corps Regiment is the Army proponent for MWD training. Training for dogs and dog handlers is conducted at Lackland Air Force Base, Texas and Fort Leonard Wood, Missouri. There are two types of MWDs in the Military Police Corps Regiment:

Patrol explosive-detection dogs. Patrol explosive-detection dogs are trained to passively respond to explosive material and components.

Patrol drug detection dogs. Patrol drug detection dogs are trained to passively respond to drug paraphernalia and narcotics.

Note. Select patrol explosive-detection dogs receive enhanced training at Fort Leonard Wood, Missouri and are certified to work off the leash (ahead of the MWD handler) under the direct control of the MWD handler.

3-75. Patrol explosive-detection dogs and patrol drug detection dogs are trained as patrol dogs. Patrol dogs are used in routine military police law enforcement patrol operations at bases and base camps. The patrol explosive-detection dog can provide support to maneuver commanders in tactical search missions against hostile forces by detecting firearms, ammunition, and explosives. All dogs train and certify with a handler, and they must be employed as a team. See ATP 3-39.34 for additional information on MWD capabilities.

CUSTOMS

3-76. The Military Police Corps Regiment provides military police Soldiers with trained customs skills to support unit deployment and redeployment operations. Customs support is executed with U.S. Customs and Border Protection approval and oversight. Military police Soldiers inspect and examine DOD cargo, equipment, aircraft, vehicles, and people leaving from OCONUS through forward-deployed locations. Inspectors also ensure that returning military equipment conforms to U.S. Department of Agriculture standards and that gear returning with personnel who have served abroad complies with U.S. customs regulations for reentry into the United States. Army customs inspectors have jurisdiction over customs and operational wash-down sites in the area of operations.

POLICE DEVELOPMENT AND SUPPORT TEAMS

3-77. The Military Police Corps Regiment provides military police Soldiers to teach and train host-nation police operations to maintain order and enable the rule of law. This training specialty includes standing up and running an initial law enforcement training academy for host-nation police and establishes and runs police infrastructure and police station operations. The training includes many levels of assistance visits, including being embedded to frequent or infrequent visits, based on the needs of the supported host nation. See ATP 3-39.10 for additional information on host-nation police development.

MILITARY POLICE SECURITY FORCE ASSISTANCE TEAM

3-78. The Military Police Security Force Assistance Team is an organic element under the U.S. Army Special Operations Command. The Military Police Security Force Assistance Team assists in developing partner nation security forces in a culturally attuned manner with a combined general-purpose/special-operations force to support geographic combatant commanders and U.S. embassy and theater Special-Operations Command mission objectives by building a partner nation capacity for security and principle governing matters.

SPECIALTY DETENTION UNITS

3-79. The Military Police Corps Regiment conducts detention operations by using military police brigades and military police detention battalions. These units require specialized augmentation by several specialty units for the operation to be in full compliance with international laws, treaties, and DOD and Army policies. The specialty units that provide unique services are the detainee camp liaison detachment and the theater detainee reporting center. See FM 3-63 for additional information on detainee operations.

Detainee Camp Liaison Detachment

3-80. The detainee camp liaison detachment is assigned to a military police brigade. The camp liaison detachment maintains continuous accountability of detainees who have been captured by U.S. armed forces and transferred to the control of host-nation or multinational forces. The camp liaison detachment monitors the custody and care of U.S.-captured detainees who are being interned by host-nation or multinational forces according to the Geneva Conventions.

Theater Detainee Reporting Center

3-81. The theater detainee reporting center (or any element working in that capacity) is the in-theater detainee records custodian until the end of conflict. The national detainee reporting center provides direction on the shipment of detainee records to the national detainee reporting center record holding area. The theater detainee reporting center collects, processes, and disseminates information on detainees to authorized agencies. While operating at the theater level, the theater detainee reporting center may be directly linked to the theater detention facility to facilitate accounting. The theater detainee reporting center is a modular organization that is capable of breaking down into two to three separate teams to be deployed in support of smaller contingency operations at the team level. The theater detainee reporting center is assigned to the military police command, but it may also be assigned to the military police brigade.

SECTION III - MILITARY POLICE FORCE TAILORING

3-82. Within the Army, the organization of forces is dynamic at all levels. Army forces are continuously organized and reorganized to meet mission requirements. Actual requirements for forces in an operation are seldom identical to planning estimates. As a consequence, the theater Army commander recommends the appropriate mix of forces and the deployment sequence for forces to meet the geographic combatant commander's actual requirements. This is called force tailoring (selecting forces based on a mission and then recommending the deployment sequence), which may include operational Army and force generating elements.

3-83. Tailoring the military police force requires an adjusted mind-set-one that is completely divested from how the force is organized in garrison. It requires a leader's mind-set-thinking beyond home station structures to embrace combinations of military police capabilities and mission command to provide each echelon of the force with the right support. While the Military Police Corps Regiment is organized and equipped to provide support to unified land operations, military police can expect serious challenges in the operational environment when trying to execute the broad range of potential tasks. Careful prioritization must occur to ensure that the limited military police resources typical in the operational environment are effective. To accomplish all identified tasks in the desired timeframes, commanders must consider augmentation requirements and recognize which mission requirements can be supported through reachback rather than enlarging the military police footprint in the area of operations. Within the operational framework, military police units are more narrowly designed to accomplish specific types of tasks. Therefore, it is imperative that when tailoring the military police force, the broad range of needed capabilities is allocated from the military police force pool. Chapter 4 highlights the provost marshal's role in planning military police force structure.

3-84. Military police force packages must contain the right mix of capabilities to ensure timely and relevant military police support to the joint force commander. This mix needs to change during transitions, and the joint force military police must anticipate and plan for these changes. For example, military police battalions and companies make up the majority of military police forces in-theater during sustained combat operations; however, as a larger percentage of the mission set transitions to stability, military police battalions and companies need augmentation to provide the required capabilities to accomplish tasks associated with extensive stability. Force mix analysis must take into consideration detention operations requirements, criminal investigation needs, law enforcement requirements, assets to confine U.S. military prisoners accused of UCMJ violations, and other military police tasks that receive less visibility under combat operations.

3-85. The joint force commander is able to draw from a force pool of military police units available for integration into joint forces at various echelons. This structure enables expeditionary action and the flexible tailoring of military police forces to meet changing situations. Mission command for military police capabilities and missions is primarily provided by the military police command, the military police brigade, and the military police battalion. The BCT and MEB may exercise mission command for military police forces when military police support is integral to the mission. An analysis of operational variables establishes the suitable tailoring of functional and multifunctional headquarters, while mission variables are analyzed to determine task organization.

BRIGADE COMBAT TEAM

3-86. Each brigade combat team (BCT) has an organic provost marshal cell that is responsible for the planning, coordination, integration, and employment of military police assets task-organized to the BCT. Each BCT should plan for the task organization of at least one military police company from the force pool during large-scale ground combat operations and stability. During stability, the BCT should plan for an additional military police platoon to conduct host-nation police development.

3-87. The military police company is capable of performing prioritized tasks from within any of the military police disciplines (police operations, detention operations, and security and mobility support). The supported commander must prioritize the efforts of the company and optimize its unique technical capabilities to support and nest within the overall main effort or decisive operation. This may be in an economy-of-force, shaping, or sustaining role. During offensive, defensive, or stability tasks, the BCT should plan for the task organization of additional baseline military police elements and, in special cases, for a battalion for necessary mission command of military police operations. Other specialized military police units and equipment may support tailored military police operations when advanced military police skill sets are required. See FM 3-96 for additional information on military police support to a BCT.

MANEUVER ENHANCEMENT BRIGADE

3-88. The maneuver enhancement brigade (MEB) is designed as a mission command headquarters with a robust multifunctional brigade staff that is optimized to conduct support area and maneuver support tasks. Maneuver support integrates the complementary and reinforcing capabilities of mobility, countermobility, protection, and sustainment tasks to enhance decisive action. The MEB contains no organic units other than its headquarters and headquarters company and brigade signal company. The staff includes functional operations and planning cells (military police, CBRN, and engineer). The staff includes a fires cell, an area operations section, and an air and missile defense cell that support the capability of the MEB to be assigned to the area of operations. Each MEB is uniquely tailored with augmentation for its directed mission. An MEB includes a mix of several types of battalions and separate companies that may include civil affairs, CBRN, engineer, explosive ordnance disposal, and military police units. It may also contain other units, to include military intelligence assets and a tactical combat force when assigned to an area of operations with a Level III threat. In certain circumstances, the MEB may include air and missile defense units. The number of MEBs supporting a headquarters depends on the mission variables and the critical considerations of span of control and functional area focus. A joint force commander may place an MEB in support of another Service component, such as a Marine expeditionary force. An MEB may be placed in support of multinational forces. See FM 3-81 for additional information on MEBs.

HIGHER-ECHELON HEADQUARTERS

3-89. Command headquarters above the BCT consist of divisions, corps, and theater Army headquarters. The division is optimized for the tactical control of brigades during ground combat operations. The corps provides a headquarters that specializes in operations as a joint force land component command headquarters or may be employed as an intermediate tactical headquarters. The theater Army headquarters serves as the Army Service component command, with administrative control over Army forces and some theater-wide planning and controlling support to joint forces. The Army Service component commander focuses on geographic combatant command level land power employment and support to joint, interagency, and multinational forces. All three headquarters are modular entities designed to employ expeditionary forces tailored to meet the requirements of specified joint operations.

DIVISION

3-90. Divisions can control up to six BCTs during offensive, defensive, and stability tasks. A division force package may include a mix of armored BCTs, infantry BCTs, and Stryker BCTs. In addition to BCTs, each division controls a tailored array of multifunctional support and functional brigades. It may control functional groups, battalions, or separate companies; however, these are normally task-organized to a brigade. Each division is tailored for a specific operation; the composition of the division is completely variable. Figure 3-2, provides a notional organization for a division conducting offensive tasks with an MEB in support and a division tailored for stability with a military police brigade headquarters and an MEB in support.

Figure 3-2. Notional examples of tailored divisions

3-91. The tailored military police force supporting a division is not set by rules of allocation. Rather, the force is tailored to meet anticipated requirements based on a mission analysis of the situation. The divisional military police force may be organized under a multifunctional headquarters (such as the MEB) or under a functional military police headquarters. While a military police battalion, military police brigade, or multifunctional headquarters may be allocated as the divisional military police headquarters, a battalion echelon headquarters or the MEB is typical for most operations. A military police brigade may be required for special situations.

3-92. When the division is tailored with an MEB, military police assets allocated to the division are typically organized within the MEB for mission command (see figure 3-3). In some situations, the division may require a combination of military police forces organized functionally and multifunctionally. A functional military police brigade may be tailored as a division echelon headquarters. In addition to an MEB, a military police brigade is allocated to a division headquarters based on an analysis of mission variables and a determination that the division requires significantly increased military police mission command capability to conduct functional military police missions. Another primary consideration for task-organizing a functional military police brigade at the division level is a division requirement for the capability to uniformly integrate and synchronize military police capabilities across the entire division area of operations. An example is a stability task during which an MEB assigned to the division is given an area of operations to control and large-scale, host-nation police support is required to be consistently applied and synchronized across the division area of operations.

Figure 3-3. Notional military police support to a division

3-93. A military police brigade is provided to a division or higher organization when the magnitude of functional military police requirements exceeds the limited capability of the MEB to provide functional military police mission command. In these instances, military police brigade level mission command capability is required to appropriately allocate, synchronize, control, and provide technical oversight for military police assets and to provide the consistent application of military police capabilities across the area of operations. If requirements for military police capabilities within the division exceed two battalions, military police brigade mission command capability is required.

CORPS

3-94. The corps is optimized to serve as an intermediate tactical headquarters for land operations. With augmentation, it may serve as an Army force headquarters, a joint task force headquarters, and a joint force land component headquarters. A corps can deploy to any area of responsibility to exercise mission command for Army, joint, and multinational forces. A military police command is not shown in this example; however, in certain situations, a corps may require one. The corps force is likely to include a joint military police headquarters or joint military police elements organized under a multicomponent headquarters. A military police brigade headquarters is allocated to a corps for most operations. Figure 3-4 provides a notional organization for a military police brigade headquarters and a joint military police headquarters supporting a corps.

Figure 3-4. Corps as an intermediate land force headquarters

3-95. Like the division, the tailored military police force supporting a corps is not set by rules of allocation. Rather, the force is tailored to meet anticipated requirements based on a mission analysis of the situation. The military police brigade headquarters focuses training on support to corps and echelon-above-corps operations. The military police brigade is capable of providing effective mission command of military police operations for contingencies in which a corps headquarters is required and is the most likely military police headquarters to be tailored for a corps echelon. For most operations, the corps echelon requires the early or phased deployment of at least one military police brigade headquarters to provide for integrated and synchronized military police capability across the area of operations. Stability or DSCA may require the deployment of multiple military police brigades in support of a corps headquarters.

THEATER

3-96. The theater Army can access a mix of regionally aligned forces (supporting commands and sustainment, signal, intelligence, civil affairs, and medical units). These forces are theater-assigned, theater- allocated, or Service-retained combatant command-aligned. The situation in each theater dictates the size of the formations (commands, brigades, or groups). Command relationships vary across theaters between the theater Army and supporting capabilities. In some theaters, the commands are assigned; in others, commands are operationally controlled or aligned for planning only.

3-97. The theater Army normally receives one military police command when more than one military police brigade is required (see figure 3-5). The military police command is a modular organization that can be tailored based on mission requirements. Within the military police command are two deployable command posts that provide flexibility and rotational capability. The military police command can deploy its main command post and two deployable command posts. The deployable command post can be augmented with other policing assets from a variety of sources. Capabilities that may be included with this augmentation are contracting, real estate support, and interagency coordination capability. The military police command can leverage reachback capabilities to capitalize on continental United States-based assets. If a military police command is not deployed in support of a theater Army, a military police brigade can provide expertise and capability similar to the military police command, but at a reduced level.

Figure 3-5. Notional theater military police command

3-98. The military police command provides mission command and an organizational framework for the operational-level military police effort within the area of responsibility. Nonmilitary police organizations may be task-organized to the military police command to perform specific missions. The military police command focuses on reinforcing and augmenting tactical-level military police efforts and developing the theater detention or dislocated-civilian resettlement operations base requirements. The commander of the military police command also serves as the commander of detainee operations.

Chapter 4

Military Police Support to Army Operations

Success in war can be achieved only by all branches and arms of the service mutually helping and supporting one another in the common effort to attain the desired endstate.

Major General Leonard Wood, Field Service Regulations, 1914

Military police missions that are synchronized through the warfighting functions contribute significant combat power (lethal and nonlethal) to decisive-action tasks. This chapter describes military police combat power applications linked through the mission command, movement and maneuver, intelligence, fires, sustainment, and the protection warfighting functions. The Army defeats enemies on land using offensive and defensive operations and engages the population and civil authorities in the area of operations through stability or DSCA operations. The effort accorded to each task is proportional to the mission and varies with the situation. Military police support Army operations through the integration of the military police disciplines applied through the elements of combat power to support combined arms operations.

SECTION I - ARMY OPERATIONS

4-1. The Army conducts operations across multiple domains and the information environment. An operation is a sequence of tactical actions with a common purpose or unifying theme (JP 1). The Army operational concept refers to unified land operations and is the Army contribution to unified action. Unified land operations is simultaneous offensive, defensive, and stability or defense support of civil authorities' tasks to seize, retain, and exploit the initiative to shape the operational environment, prevent conflict, consolidate gains, and win our Nation's wars as part of unified action (ADRP 3-0). The goal of unified land operations is to apply land power as part of unified action to defeat the enemy on land and establish conditions that achieve the joint force commander's desired end state. See ADRP 3-0 for additional information on unified land operations.

UNIFIED LAND OPERATIONS

4-2. Successful unified land operations require Army forces to seize, retain, and exploit the initiative by forcing an enemy to respond to friendly action. By presenting multiple dilemmas to an enemy, commanders force the enemy to react continuously until it is finally driven into untenable positions. Seizing the initiative pressures enemy commanders into abandoning their preferred options and making mistakes. Enemy mistakes allow friendly forces to seize opportunities and create new avenues for exploitation. Throughout operations, commanders focus on combat power to defeat enemy forces, protect populations and infrastructure, and consolidate gains to retain the initiative within the overall purpose of an operation.

4-3. Operations to shape consist of various long-term military engagements; security cooperation; and deterrence missions, tasks, and actions intended to assure friends, build partner capacity and capability, and promote regional stability. Operations to shape occur in support of the geographic combatant commander's theater campaign plan or the theater security cooperation plan. These operations help counter actions by adversaries that challenge the stability of a nation or region that is contrary to U.S. interests. Shaping activities are continuous within an area of responsibility. Commanders, provost marshals, and military police planners must synchronize, integrate, and organize military police capabilities and resources throughout operations to shape and protect U.S. interests and build partner capacity and partnerships.

4-4. Operations to shape include unit home station activities (maintaining operational readiness, training, contingency planning). Combined exercises and training, military exchange programs, and foreign military member attendance at Army schools are examples of home station shaping activities. At home stations, military police conduct law enforcement, criminal investigations, police engagement, corrections, physical security procedures, antiterrorism, and protective services tasks to maintain safe and secure environments that enable commanders to generate, project, and preserve combat power during training and deployment tasks that are associated with Army Sustainable Readiness requirements in support of unified land operations.

4-5. The purpose of operations is to prevent and deter adversary actions that are contrary to U.S. interests. They are conducted in response to activities that threaten unified action partners and require the deployment or repositioning of credible forces in a theater to demonstrate the willingness to fight if deterrence fails (see FM 3-0). Operations to prevent are characterized by actions to protect friendly forces and indicate the intent to execute subsequent phases of a planned operation. Military police support operations to prevent to improve security within partner nations, enhance international legitimacy, gain multinational cooperation, and influence adversary decision making.

4-6. All Army operations are multidomain operations, and all battles are multidomain battles, involving not only the domains of land, maritime, air, space, and cyberspace but also the electromagnetic spectrum and the information environment. Multidomain operations include airborne and air assault operations, air and missile defense, fires, aviation, cyberspace electromagnetic activities, IO, space operations, military deception, and information collection. Large-scale ground combat operations such as these entail significant operational risk, synchronization, capabilities convergence, and high operational tempo.

4-7. During large-scale ground combat operations, Army forces focus on the defeat and destruction of enemy ground forces as part of the joint team. Army forces close with and destroy enemy forces on any terrain, exploit success, and break their opponent's will to resist. Army forces attack, defend, conduct stability tasks, and consolidate gains to attain national objectives. Divisions and corps are the central formations to the conduct of large-scale ground combat operations; they are organized, trained, and equipped to enable subordinate organizations.

4-8. In large-scale ground combat operations against regional peer enemies, commanders conduct decisive action to seize, retain, and exploit the initiative. This involves the orchestration of many simultaneous unit actions in the most demanding of operational environments. Large-scale ground combat operations introduce levels of complexity, lethality, ambiguity, and speed to military activities not common in other operations. Large-scale ground combat operations require the execution of multiple tasks synchronized and converged across multiple domains to create opportunities to destroy, dislocate, disintegrate, and isolate enemy forces from positions of relative advantage. Military police enable Army forces to defeat enemy organizations, control terrain, protect populations, and preserve the joint force by conducting tasks from all three military police disciplines (police operations, detention operations, and security and mobility support). See FM 3-0 for additional information on multidomain battle and large-scale ground combat operations.

4-9. Consolidate gains are activities to make enduring any temporary operational success and set the conditions for a stable environment allowing for a transition of control to legitimate authorities (ADRP 3-0). Consolidation of gains activities occur in portions of an area of operations where large-scale ground combat operations are no longer occurring. The consolidation of gains is not separate or isolated from large-scale ground combat operations; consolidation of gains activities are a form of exploitation inherent to large-scale ground combat operations. Army forces conduct consolidation of gains throughout the range of military operations. Military police that support the consolidation of gains focus their priorities toward the performance of the six primary stability tasks as the security situation stabilizes. See FM 3-0 for additional information on the consolidation of gains.

4-10. Military police execute missions as part of an integrated combined arms effort through decisive action. Decisive action is the continuous, simultaneous combinations of offensive, defensive, and stability or DSCA tasks. While some tasks are executed as part of a purely functional unit activity, all executed tasks and missions must be conducted within the intent and in support of the overall combined arms effort.

OPERATIONAL FRAMEWORK

4-11. The operational framework provides Army leaders with basic conceptual options for arraying forces and visualizing and describing operations. An operational framework is a cognitive tool used to assist commanders and staffs in clearly visualizing and describing the application of combat power in time, space, purpose, and resources in the concept of operations (ADP 1-01). The operational framework provides an organizing construct for visualizing and describing operations by echelon in time and space within the context of an area of operations, area of influence, and area of interest. The operational framework also provides a logical architecture for determining the responsibilities, permissions, and restrictions for subordinate echelons and enables freedom of action and unity of effort. When used in conjunction with effective operational graphics, it gives commanders the ability to provide intent, develop shared visualization, and create the shared understanding necessary for the exercise of initiative at every echelon.

4-12. The operational framework consists of four components:

Commanders are assigned an area of operations for the conduct of operations; they then assign area of operations to subordinate units based on the visualization of the operation. Units should be assigned area of operations commensurate with the ability to influence what happens within the unit.

Commanders designate deep, close, support, and consolidation areas within their unit's assigned area of operations to describe the physical arrangement of forces in time, space, and purpose.

Commanders establish decisive, shaping, and sustaining operations to further articulate an operation in terms of purpose.

Commanders designate the main and supporting efforts to designate the shifting and prioritization of resources. See ADRP 3-0 and FM 3-0 for additional information on the operational framework.

4-13. Commanders must designate a close area and a support area. They also designate a deep area and a consolidation area, as required. Military police primarily conduct military police operations in support of decisive action in the commander's designated close area (security and mobility support and detention operations), support area (security and mobility support and detention operations), and consolidation area (security and mobility support, police operations, and detention operations). Figure 4-1, page 4-4, depicts a military police support to a corps area of operations (organized into deep, close, support, and consolidation areas) within a theater of operations.

4-14. The following are designated areas:

The deep area is the portion of the commander's area of operations that is not assigned to subordinate units (ADRP 3-0).

The close area is the portion of a commander's area of operations assigned to subordinate maneuver forces (ADRP 3-0).

The support area is the portion of the commander's area of operations that is designated to facilitate the positioning, employment, and protection of base sustainment assets required to sustain, enable, and control operations (ADRP 3-0).

The consolidation area is the portion of the commander's area of operations that is designated to facilitate the security and stability tasks necessary for freedom of action in the close area and to support the continuous consolidation of gains (ADRP 3-0).

4-15. There are fundamental principles that are common to all support areas. Support areas may be designated by an Army echelon or by operational necessity but are usually associated with organizations that are capable of synchronizing and integrating the continuing activities necessary to control terrain. A joint force designates a joint security area. Support area operations are conducted by the assigned area owner and tenants to prevent or minimize interference with mission command and support operations and to provide unimpeded movement of friendly forces; protection; operations to find, fix, and destroy enemy forces or defeat threats; and area damage control.

4-16. When a corps or division support area is designated, the MEB, is usually assigned responsibility for it. The MEB normally receives at least one military police battalion that supports movement, protection, area security, and defense tasks throughout the support area. Military police provide area security (base/base camp defense, critical-asset security, response forces, area damage control, lines of communication, supply routes, and convoy security) as the predominant method of protecting support areas and areas that are necessary to facilitate the positioning, employment, and protection of resources required to sustain, enable, and control forces. If conditions in the support area degrade, then the success of operations is affected. A degraded support area inhibits the ability to shape the deep area for the BCTs involved in close operations. Therefore, the protection of support areas requires planning considerations equal to those in the close areas.

Figure 4-1. Notional military police support to a corps

4-17. Corps and division commanders may establish a consolidation area (particularly in the offense as the friendly force gains territory) to exploit tactical success while enabling freedom of action for forces operating in other areas. When designated, a consolidation area refers to the area of operations that is assigned to an organization and extends from its higher headquarters boundary to the boundary of forces in close operations, where forces have established a level of control and large-scale ground combat operations have ceased.

4-18. The division and corps consolidation areas generally have different characteristics based on the situation. For a division, the BCT that is assigned responsibility for the consolidation area initially focuses on security tasks that help maintain the tempo of operations in other areas. The BCT is likely to conduct offensive tasks to defeat or destroy enemy remnants to protect friendly forces positioned in, or moving through, the area. Military police provide support to consolidation area offensive tasks primarily through the detention operations and security and mobility support disciplines. Limited police operations may be conducted to facilitate the future transition to stability tasks.

4-19. The division consolidation area grows as the BCTs in close operations advance. When division boundaries shift, which is likely (during the offense), the corps consolidation area grows and the balance of security and stability tasks may shift toward a stability focus, as conditions allow. The division responsible for the corps consolidation area conducts tasks designed to set conditions for the hand-over of terrain to host- nation forces or legitimate civilian authorities. Through all three disciplines, military police capabilities can be employed in support of corps consolidation area stability tasks. However, police operations are typically the primary focus in support of the corps consolidation area.

SECTION II - MILITARY POLICE SUPPORT TO DECISIVE ACTION

I am a Solider, I fight where I am told, and I win where I fight.

General George S. Patton, Jr.

4-20. Decisive action requires the simultaneous combination of offense, defense, and stability or DSCA tasks (see ADRP 3-0). During large-scale ground combat operations, commanders describe the combinations of offensive, defensive, and stability tasks in the concept of operations. As a single, unifying idea, decisive action provides direction for an entire operation. Based on a specific idea of how to accomplish the mission, commanders and staffs refine the concept of operations during planning and determine the proper allocation of resources and tasks.

4-21. Military police support to decisive action is complex and requires an in-depth understanding of the operational environment, the commander's intent, the concept of operations, and the capabilities and limitations of military police in support of the operation. While the tasks of decisive action are discussed separately in the following paragraphs, the tasks are executed simultaneously. The relative weight of any one task in relation to the others is determined by the mission. Military police planners must continually assess and predict shifts in mission requirements and the required military police capability as operations transition between phases or as conditions change within the operational environment.

4-22. In support of decisive action, police intelligence operations occurs as an integrated activity within other military police missions. During offensive and defensive operations, police intelligence can enable the staff to identify organizations and networks (police and criminal) in the area of operations that may provide indications of disruptive activities and conditions requiring corrective action to establish stability. As operations become more protracted and conventional threat levels are reduced from a traditional military threat to a hybrid threat, the lines between criminal, terrorist, and insurgent activities normally associated with stability operations become blurred. Police intelligence operations planned and integrated by military police staffs and provost marshal sections contributes to the operations process and enhances the commander's situational understanding. This is true during stability operations in which the role of the military police focuses on developing the ability of a country to protect its communities and establish or reestablish civil security and civil control. See ATP 3-39.20 for additional information on police intelligence operations.

OFFENSE

4-23. Seizing, retaining, and exploiting the initiative to gain physical advantages and achieve definitive results is the essence of the offense. Offensive tasks seek to throw enemy forces off balance, overwhelm their capabilities, disrupt their defenses, and ensure their defeat or destruction by maneuver. An offense ends when the force achieves the purpose of the operation, reaches a limit of advancement, or approaches culmination. Army forces conclude an offensive task by consolidating gains through security and stability tasks, resuming the attack, shifting over to the defense, or preparing for future operations. Army forces conduct four types of offensive tasks-movement to contact, attack, exploitation, and pursuit. See ADP 3-90 for additional information on the conduct of offensive tasks.

4-24. Military police operations supporting the offense include the simultaneous application of military police capabilities through synchronizing warfighting functions throughout the depth of the area of operations. Military police operations in close support of maneuver forces are the primary focus during offensive tasks; however, all three disciplines are simultaneously applied to some degree. The primary focus is support that enables movement and maneuver, provides detention tasks to support captured or detained individuals, and provides protection (see figure 4-2).

Figure 4-2. Notional military police support in the offense

4-25. Military police support to offensive tasks varies according to the type of operation being conducted. The military police disciplines support each combatant commander based on mission variables. In the offense, military police mission priorities are often placed on detention operations and security and mobility support. Police intelligence activities are integrated throughout the execution of all other military police disciplines but may be limited during support to offensive tasks; limited police operations may be conducted to facilitate the future transition to stability tasks. Military police leaders who support offensive tasks must-

Exercise disciplined initiatives within the commander's intent.

Anticipate selective elements of the offensive force to pause, defend, resupply, or reconstitute while other forces attack.

Anticipate changes in the tempo of the operation and prepare the military police effort toward that action.

Provide military police support within the area of responsibility. Military police must understand how operations affect security functions in a joint supportability assessment and/or line of communication; this translates to the protection of mission command and the sustainment of information systems sustainment.

Understand the intelligence preparation of the battlefield, the CCIRs, and the priority intelligence requirements and integrate police intelligence activities in all military police operations to support those requirements.

Conduct police operations within the local population.

Perform detention operations to reduce the impact on combat forces. (Military police coordinate the treatment of dislocated civilians with the host-nation or foreign forces during dislocated- civilian operations.)

Conduct security and mobility support tasks to assist the commander in speeding the shift of forces to support the main effort and in enhancing overall trafficability.

Anticipate pursuit and exploitation by positioning military police forces to support follow-on forces. Military police organizations support as far forward as possible while protecting sustainment assets.

Support the movement of maneuver forces by enabling their ability to mass. Military police protect mission command nodes, such as the main command post and tactical command post. The security and mobility support tasks assist in orchestrating the efforts to mass, sustaining the offensive move. Military police quickly attack the enemy reconnaissance forces in the area of responsibility. Likewise, military police maintain surveillance, provide early warning, and attack the enemy with supporting and organic fires, ensuring the freedom of action of the force.

Know the location and composition of probable response forces/tactical combat forces to coordinate and assist in securing the joint supportability assessment against area threats.

4-26. During offensive tasks, military police support provided by military police units typically provides the commander with an agile, versatile, and capable force ready to contribute to overall mission success (see figure 4-3, page 4-8). Specific military police missions conducted during offensive tasks may include the following:

Supporting forced-entry operations (plan for detainee operations).

Conducting security and mobility support tasks, such as support for gap crossings (including river crossings, passages of lines, and breachings), convoys, and high-risk personnel security.

Supporting support area operations (base/base camp defense; critical-asset security; response forces; area damage control; port and pier security; police intelligence operations; police engagement; and lines of communication, supply route, and convoy security).

Conducting detention operations to reduce the impact of detainees on combat forces.

Conducting dislocated-civilian operations to reduce the impact of civilians on combat forces.

Supporting cordon-and-search tasks (outer cordon security, personnel recovery, and detainee operations).

Conducting police operations to begin building a greater situational understanding of the police and criminal environment, shaping the future stability effort, civil security and civil control LOEs.

Integrating police intelligence activities throughout military police operations to support the CCIR, enhance situational understanding, and provide a holistic common operational picture.

Conducting forensic analysis in support of targeting and identity intelligence.

4-27. Military police units use preparation activities to posture military police assets with their task- organized gaining or supported headquarters. Military police units establish early linkups with the maneuver units they support. As military police units prepare for offensive tasks, they focus on inspections, combined arms rehearsals, the movement of the combined arms force into position for the attack, and the evacuation and control of captured and detained individuals during the offense. Military police units join combined arms breaching and gap-crossing forces to conduct rehearsals for the breach, assault, and support forces. The provost marshal at the appropriate echelon coordinates military police capabilities focused to support offensive tasks. Preparation may include establishing protection measures and holding areas for tactical units moving across main supply routes to assembly areas. If explosive or chemical hazards are anticipated, military police units are tasked-organized with engineer, CBRN, explosive ordnance disposal, and other forces focused on route reconnaissance, inspections, and clearance activities to facilitate trafficability through movement corridors. Military police unit preparation activities occur in close proximity and are closely aligned and integrated with maneuver force preparations.

4-28. Provost marshal offices at every echelon coordinate military police unit support to the offensive maneuver plan. Military police assets can be placed in command or support relationships with the maneuver force. Military police assets require advanced movement on main supply routes to be in place to support movement, given the nature of the heavy and wheeled equipment of the tactical force being employed in offensive tasks. For movement beyond established main supply routes into forward assembly areas, the additional reconnaissance of road networks is required. Specialized military police assets, such as detention units for detainee operations or USACIDC elements for the facilitation of criminal investigative support to the commander, may be necessary to accomplish certain missions. At the operational and tactical levels, some military police operations may not be conducted as part of a combined arms mission; nonetheless, they must be fully coordinated with the maneuver commander responsible for the area of operations. These operations may enable the sustainment warfighting function or other areas not directly related to close combat that may be critical to the preparation for an offensive operation.

Figure 4-3. Notional military police support to a division in the offense

4-29. Provost marshal offices at every echelon coordinate military police unit support to the offensive maneuver plan. Military police assets can be placed in command or support relationships with the maneuver force. Military police assets require advanced movement on main supply routes to be in place to support movement, given the nature of the heavy and wheeled equipment of the tactical force being employed in offensive tasks. For movement beyond established main supply routes into forward assembly areas, the additional reconnaissance of road networks is required. Specialized military police assets, such as detention units for detainee operations or USACIDC elements for the facilitation of criminal investigative support to the commander, may be necessary to accomplish certain missions. At the operational and tactical levels, some military police operations may not be conducted as part of a combined arms mission; nonetheless, they must be fully coordinated with the maneuver commander responsible for the area of operations. These operations may enable the sustainment warfighting function or other areas not directly related to close combat that may be critical to the preparation for an offensive operation.

4-30. During offensive tasks, measures to protect unit movement, sustainment assets, and high-risk personnel are required. The emphasis relies on preserving the mobility of the force. Stationary mission command facilities, communication nodes, and critical supplies require protection to reduce the force vulnerability. During the early planning stages, military police units can provide information on main supply route conditions that are along march routes to facilitate movement and protection for the force.

4-31. When executing offensive tasks, the maneuver force uses its common operational picture to link its detection efforts to maneuver to avoid encountering obstacles along the route of the attack. The maneuver force supported by military police units can actively avoid man-made obstacles by interdicting threat countermobility before emplacement or can passively avoid man-made obstacles by identifying, marking, and bypassing them. Assessment enables execution as decisions are made to breach or bypass obstacles. Bypasses are preferred when possible and may be handed off to follow-on military police units to guide additional forces through the bypass routes. As soon as possible, military police units conduct assessments of the routes to determine trafficability and feasible or suitable improvements to the lines of communication.

Lundendorf Bridge at Remagan

On 7 March 1945, the railroad bridge at Remagen was one of only two bridges remaining across the Rhine River. Major General Louis A. Craig immediately sent for his provost marshal, Major Clair Hall Thurston, and ordered him to move out with his military police to mark a route for the 47th Infantry Regiment Combat Team, which would become the first to breach the bridgehead.

The ability to quickly establish a bridgehead on the eastern side of the Rhine and get Allied Forces into Germany allowed the Allies to envelop the German industrial area of the Ruhr. First US Army sent six divisions across the damaged bridge before it collapsed ten days after it was capture. During this ten day period, German forces desperately attempted to recapture or destroy the bridge, but military police kept traffic flowing across the Rhine and into Germany. Numerous MPs on the bridge were killed or wounded as a result of the constant enemy artillery fire and air attacks, but continued to direct and maintain traffic flow over the vital bridge. This successful crossing operation undoubtedly assisted in shortening and ending the war.

DEFENSE

4-32. Defensive tasks are combat operations conducted to defeat an enemy attack, gain time, economize forces, and develop conditions favorable for offensive or stability tasks. The defense alone normally cannot achieve a decision. However, it can create conditions for a counteroffensive operation that allows Army forces to regain the initiative. Defensive tasks can establish a shield behind which stability tasks can progress. Defensive tasks counter enemy offensive tasks. They defeat attacks, destroying as much of the attacking enemy as possible. They preserve control over land, resources, and populations. Defensive tasks retain terrain, guard populations, and protect critical capabilities against enemy attacks. They can be used to gain time and economize forces so that offensive tasks can be executed elsewhere.

4-33. Defending forces anticipate the enemy attacks and counter them. Waiting for attacks is not a passive activity. Commanders conduct aggressive surveillance, reconnaissance, and security operations to seek out the enemy forces and deny information to them. They engage them with Army and joint fires and maneuver to weaken them before close combat. Commanders use combined arms and joint capabilities to attack enemy vulnerabilities and seize the initiative. There are three types of tactical operations associated with defense: mobile defense, area defense, and retrograde defense. ADP 3-90 provides details on the conduct of defensive tasks.

4-34. Military police operations supporting the defense include the simultaneous application of military police capabilities through synchronized warfighting functions and throughout the depth of the area of operations. Support to defensive operations is consistent with the commander's intent and priorities. Military police support a defending force by assisting in movement and sustainment to maintain the initiative. Military police support reflects the maneuver commander's focus of destroying an attacking force, retaining or denying key terrain, moving away from an enemy force, or a combination of these tasks. In support of defensive operations, military police leaders must-

Exercise disciplined initiative within the commander's intent.

Anticipate operational changes and/or transitions and prepare the military police effort toward that action.

Provide military police support within the area of responsibility. Military police must understand how operations affect security functions in a joint supportability assessment and/or line of communication; this translates to mission command protection and information system sustainment.

Conduct security and mobility support to aid a force to maneuver and mass. Military police must anticipate transitions from the defense to the offense and assist the forward movement of reserve or reaction forces.

Conduct security and mobility support to deny information to enemy reconnaissance elements seeking the location of the defending force. The military police unit is positioned where it can control key terrain or improve the defensive capability of bases and base clusters. Military police conduct aggressive reconnaissance and surveillance to deny enemy access to critical logistics and sustainment facilities.

Consider the type and size of the area of responsibility, line-of-communication security, and threat and plan for detainee operations and dislocated civilians to determine how the military police presence may affect the movement of forces.

Perform detention operations to control and protect detainees resulting from previous offensive or ongoing stability tasks to reduce the impact on operational forces.

Coordinate the treatment of dislocated civilians with the host-nation or foreign forces.

Know the location and composition of probable response forces/tactical combat forces to coordinate and assist in securing the joint supportability assessment against area threats.

Protect sustainment resources while supporting the lateral, forward, and rearward movement of combat forces.

Conduct police operations within the local population.

Understand the intelligence preparation of the battlefield, CCIRs, and priority intelligence requirements to facilitate the integration of police intelligence activities within all military police operations in support of requirements.

Integrate police intelligence operations, which may be limited during defensive operations, within defensive tasks.

4-35. Successful military police operations in the defense depend on the leader's understanding of the commander's intent and the ability to properly employ military police resources. Military police perform three disciplines when assisting the defending commander by providing a lethal, mobile force, permitting the commander to quickly concentrate efforts and resources in fixing the enemy. Figure 4-4 shows a notional application of military police capabilities supporting defensive operations.

Figure 4-4. Notional military police operations in the defense

4-36. In the three types of defensive primary tasks, the main focus for the military police force is to ensure movement of the repositioning or counterattacking forces and to provide and support the evacuation of captured or detained individuals. Defensive missions demand focused efforts to provide freedom of movement for repositioning forces and the reserve (when it is committed). (See figure 4-5, page 4-12, for additional information.) These units are provided the priority of movement along main supply routes. Additional activities in the defense include providing protection to sustainment activities (such as critical headquarters, communication facilities, convoys, and supply sites). Examples of expected missions include-

Conducting detention operations.

Establishing a movement corridor.

Conducting convoy escorts.

Conducting response force operations (including personnel recovery).

Conducting lines of communication security.

Providing support to support area operations. See FM 3-81 for additional information on support area operations.

Figure 4-5. Notional military police support to a division in the defense

The Battle of Kunu-ri and "The Gauntlet"

For five days and nights in November 1950, the Eighth Army withdrew is forces through a six-mile-long Chinese communist fire-block, called "The Gauntlet". In what qualifies as the part of the longest retreat in US military history during the Korean War, military police fulfilled their crucial role in support of mobility operations. In particular, SFC Robert Keiser, of the 2nd Military Police Company, distinguished himself above and beyond the call of duty.

As his convoy entered the Kunu-ri Sunchon pass, where the enemy was exacting a heavy tolls on the 2nd Infantry Division, SFC Keiser moved forward to where the road was blocked and began clearing the route under continuous hostile weapons fire. Using vehicles that were still operational, he pushed disabled vehicles off the road and into a steep ravine. For 2 ½ hours, he worked to clear the road.

He assisted in loading dead and wounded Soldiers into operational trucks and jeeps and pulling able-bodied Soldiers from ditches alongside the road to drive these vehicles through "The Pass" and to the safety of friendly lines. Once the road was clear, SFC Keiser then proceeded to a stream half a mile south of the pass and continued to directed men and vehicles through the ford.

STABILITY

4-37. During consolidation of gains, operations focus on stability tasks to establish conditions that support the transition to legitimate authorities. They are designed to establish a safe and secure environment and facilitate reconciliation among local or regional adversaries. Stability tasks can establish political, legal, social, and economic institutions and support the transition to legitimate local governance. It is essential that stability tasks maintain the initiative by pursuing objectives that resolve the causes of instability. The combination of tasks conducted during stability depends on the situation. Stability consists of six primary tasks-maintain civil security, maintain civil control, restore essential services, provide support to governance, provide support to economic and infrastructure development, and conduct security cooperation. The primary stability tasks are discussed in detail in ADRP 3-07.

4-38. Preparing for stability tasks may be more difficult than preparing for combat operations because of the technical nature of requirements and the broad range of potential military police missions associated with them. An early on-the-ground assessment can be critical to tailor the military police force with required specialties and military police resources. The results of this assessment are passed to planners to ensure that an adequate military police force arrives in the area of operations in a timely manner. This early, on-the- ground military police reconnaissance and the associated assessment or survey identifies-

Basic security requirements and police intelligence networks within the area of operations.

Needs of the host nation and necessary military police capabilities to address police operations and detention requirements.

Other special considerations that affect the military police force.

4-39. Offense and defense military police support for stability tasks include the simultaneous application of capabilities. Military police disciplines supporting the restoration of essential policing and corrections services in support of civil security and civil order lines of effort are the primary military police focus in stability tasks; however, all three of the military police disciplines are applied simultaneously to some degree. Extensive detention operations may result from extended stability tasks. Figure 4-6, page 4-14 shows a notional application of military police capabilities providing support to stability tasks.

Figure 4-6. Notional military police operations supporting stability

4-40. Military police can support stability tasks through all three disciplines. However, during stability operations, the primary focus may be on police operations. Conducting policing activities in support of civil security and civil control lines of effort is critical in establishing the rule of law. Police intelligence operations is integrated and executed throughout military police operations; this includes potentially establishing, using, and transferring host-nation police intelligence operations. Police operations may include the following:

Conducting police technical assessments to determine critical capability and capacity.

Establishing a strategic law enforcement stationing plan.

Executing theater law enforcement operations.

Establishing, operating, and transferring police stations to trained and skilled host-nation police.

Establishing regional police academies.

Controlling the movement of civilians and providing relief for human suffering.

Establishing and training regional/urban police patrol operations (traffic control management and emergency first responder operations).

Establishing and training special police technical skills (special-reaction teams, emergency response, protective services, riot control, and functional patrols).

Establishing and training criminal investigative capabilities.

Establishing host-nation highway patrol capabilities.

Establishing host-nation police information systems (administrative, logistics, training, and operations).

Establishing vehicle registration systems.

Conducting joint information management liaison operations for all required echelons.

Establishing host-nation police reports, forms, databases, and management protocols.

Recommending the procurement of material to create a police infrastructure, communications equipment, and uniform sets.

4-41. Military police detention operations support to host nations during stability tasks is critical. Detainees must be effectively managed and transferred to appropriately trained and disciplined host-nation police. Specific military police detention operations conducted during stability tasks may include the following:

Conducting prison or detention technical assessments to determine critical capability and capacity.

Establishing a strategic detainee/corrections system template.

Executing theater detainee operations.

Establishing, operating, and transferring theater level detention facilities to host-nation control.

Establishing regional detainee/corrections academies.

Transferring/adjudicating criminal detainees.

Establishing juvenile detainee operations.

Training special teams (special-reaction, forced cell move, escort, and riot control teams).

Conducting facility security and protection efforts.

Conducting multilevel information management liaison operations.

Establishing rehabilitative and reconciliation programs to facilitate the return of detainees to society.

Providing detainee/corrections reform transition teams.

Recommending the procurement of detention infrastructure (utilities, communication equipment, and uniforms).

Establishing host-nation detainee automation/information systems (administration, logistics, training, and operations).

Establishing standard detainee reports, forms, databases, and management protocols.

Establishing and supporting resettlement facilities in support of civil affairs operations.

4-42. Stability tasks tend to be of long duration compared to the other tasks of decisive action. As such, the military police level of effort is very high at the onset and decreases as theater and host-nation capabilities mature. Preparation activities include determining the level of the civil rule of law in the policing and corrections services and identifying significant infrastructure and base development construction projects for police stations, training centers, and corrections institutions. The highest-priority projects may be executed using general engineering capabilities, while others may compete for contingency funding and execution through a contract capability. Military police forces may be engaged in counterinsurgency-type operations as the security structure of the host nation evolves.

4-43. Military police capabilities and operational and supporting tasks are integral to stability tasks. Military police-related skills are highly compatible and essential to the desired end state of stability tasks, and the military police force provides a highly capable, politically acceptable force suitable for a variety of stability tasks. Military police possess robust capabilities to shoot, move, and communicate, but are trained to exercise judgment and resolve issues using the lowest level of force possible according to the use-of-force continuum. They are trained to transition to deadly force only when other options have been exhausted. Military police units must project a professional law enforcement and policing image. This presence is extremely important when tailoring a force that requires significant capabilities with a low political profile.

4-44. Military police missions must be prioritized to achieve the greatest mission effect. The specific discipline performed at any given time is determined by the supported commander's needs and the availability of military police resources. The supported commander, taking into consideration the recommendations of the provost marshal, sets the functional priorities for military police operations. The provost marshal must prioritize tasks to accomplish the requirements for military police support. See figure 4-7, page 4-16.

Figure 4-7. Notional military police support to a division conducting stability

4-45. Military police capabilities are further enhanced by training, the policing mind-set, and experience in dealing with people in highly stressful and confusing situations. Military police can conduct combat operations, when required, but are highly trained in escalation of force considerations and the employment of the minimum essential force to contain potentially violent situations. This mind-set serves as the framework for military police law enforcement training and is critical in military police support for stability tasks. Furthermore, this policing mind-set is exercised and reinforced daily in peacetime law enforcement activities. Military police learn and receive constant reinforcement training in controlling the level of situational violence and have the ability to make on-the-spot decisions to deescalate a situation, minimizing the possible loss of control.

4-46. Military police with detention skills have the necessary training and experience to advise host-nation corrections authorities in making operations functional. USACIDC special agents have the investigative skills to complete complex criminal and war crime investigations or train investigative techniques to host- nation police personnel.

4-47. Four essential training competencies are stressed for military police Soldiers: technical and tactical proficiency, the understanding of human dimension and attitude, a strong sense of camaraderie and teamwork, and leadership. These competencies are the foundation for all military police operational performances and are especially important to stability tasks. Military police Soldiers are mentally equipped to exercise discretion in dealing with others and to protect and assist those in need. These abilities permit the military police Soldier to accomplish the varying demands of stability tasks.

4-48. Civil affairs may be critical in supporting military police operations. Typically, civil affairs operations include activities that interface with nonmilitary organizations, the broader civil component of the operational environment, and other unified-action partners. Similarly, military police capabilities may be applied to provide specific technical support integrated within the civil affairs plan. Integration occurs through operations process activities and is facilitated by coordination among military police planners and civil affairs staff at the civil-military operations center. Civil affairs operations are covered in depth in FM 3-57.

Call Sign "Raven 42"

It was Palm Sunday (20 March 2005) and two US convoys were about to converge at a crossroads 30 miles south of Baghdad when they were struck by one of the largest groups of insurgents ever to attack a convoy in Iraq. The stretch of road was guarded by the 617th Military Police Company from Richmond, Kentucky, and elements of 4th platoon, 2nd squad responded in three armored HMMWVs, operating as "Raven 42".

With both convoys under heavy attack, the squad returned fire and raced to an access road also coming under heavy fire. As a round knocked the squad leader's gunner unconscious, SSG Nein turned and saw 28 men getting out of seven cars near a berm. With two MPs wounded already, SSG Nein called for reinforcements and air support and then went on the offensive. Calling to his vehicle commander, SGT Leigh Ann Hester raced for her weapon and jumped into the trench with SSG Nein. With suppressive fire coming from SGT Morris, SSG Nein and SGT Hester moved down the trench and successfully cleared it. As they moved, they alternated between firing grenades from their M203 grenade launchers and engaging insurgents with their M4 carbine assault rifles. At the end of the firefight, 24 insurgents were dead, nine wounded, and one captured.

Three contractor drivers from the convoy were also killed and handcuffs found on the enemy indicated plans to try and kidnap more. All the men and women of Raven 42 exemplified the heritage of the U.S. Army Military Police Corps Regiment to "Assist, Protect, and Defend."

DEFENSE SUPPORT OF CIVIL AUTHORITIES

4-49. Military police first-responder capabilities are key aspects to the DSCA mission. DSCA is support provided by U.S. federal military forces, DOD Civilians, DOD contract personnel, DOD component assets, and National Guard forces (when the Secretary of Defense, in coordination with the governors of the states, elects and requests to use those forces in Title 32, United States Code [32 USC] status) in response to requests for assistance from civil authorities for domestic emergencies, law enforcement support, and other domestic activities or from qualifying entities for special events. DSCA missions are known as civil-support missions. (See DODD 3025.18 for additional information.) Military police support to domestic operations is constrained by various laws. (See ADP 3-28.) It is accurate to say that most military police tasks performed in domestic support are common to overseas operations; however, military police conduct these tasks under very different conditions. National Guard forces serving in 32 USC status, preserve abilities to execute law enforcement. Figure 4-8 identifies military police capabilities that are conducted under DSCA if authorized by law.

4-50. Many features of DSCA are distinct from other decisive-action tasks. DSCA tasks stress the employment of nondestructive means to save lives, alleviate suffering, and protect property. The Army National Guard is often the first military force to respond on behalf of state authorities. Army DSCA includes four primary tasks: provide support for domestic disasters, provide support for domestic CBRN incidents, provide support for domestic civilian law enforcement agencies, and provide other designated support, as required. See ADP 3-28 for additional information on DSCA.

Figure 4-8. Notional military police operations during DSCA

4-51. Military police operations in DSCA may include the simultaneous application of all military police disciplines. Specialized military police capabilities may be employed. Military police support may be required for Army forces providing mission command, protection, and sustainment to government agencies at all levels until those agencies can function normally. In a martial-law situation, extensive military police support may be required. Military police Soldiers have the essential training and technical capabilities needed for relief operations, focusing on restoring civil order. Restoration of civil order requires-

Operational unity.

Effective coordination.

Public acceptance.

Threat awareness.

Minimal use of force.

4-52. There are a few unique military police missions performed under DSCA that are not performed during other operations. The mission is dependent on the context. The Posse Comitatus Act carefully limits the actions that military forces, particularly Regular Army units (to include federalized National Guard units), can conduct within the United States and its territories. National Guard units, remaining under the control of their respective state governors, are not restricted in the manner that federal (active duty) forces are restricted. Regarding legal differences, civil-support operations are always conducted in support of state and federal agencies. Army forces closely cooperate and synchronize their efforts with them. These agencies are trained, resourced, and equipped more extensively than similar agencies involved in stability operations overseas. Policies issued by the federal government govern the essential services that Army forces provide in response to a disaster. Within this context of support to federal agencies, the focus for military police during DSCA support operations is to support federal agencies restoring essential services. Essential services of concern for the military police include-

Rescues.

Food and water.

Emergency shelter.

Basic sanitation, such as sewage and garbage disposal.

Minimum essential access to affected areas.

SUPPORT TO COMBINED ARMS OPERATIONS

4-53. Combat power depends on combined arms to achieve its full destructive, disruptive, informational, and constructive potential. Combined arms is the synchronized and simultaneous application of all elements of combat power that together achieve an effect greater than if each element was used separately or sequentially (ADRP 3-0). Applying combat power is the way that Army leaders conceptualize capabilities. There are eight elements of combat power: leadership, information, mission command, movement and maneuver, intelligence, fires, sustainment, and protection. The Army employs combat power through combined arms operations. Combined arms operations are organized through tailoring and task-organizing Army forces to optimize the elements of combat power for a particular mission. Military police operations are synchronized to support combined arms through the warfighting functions.

4-54. Military police operations contribute significant combat power-lethal and nonlethal-to all decisive- action tasks. Based on an analysis of the mission variables, corps, divisions, and BCTs are task-organized with required military police capabilities to meet mission requirements. For offensive and defensive tasks, the military police task organization may consist of a military police company, battalion, or brigade headquarters to provide the necessary mission command for military police units and capabilities augmenting at the corps, division, or BCT echelon. Other, more technically specialized military police capabilities provide general support requirements for security and mobility support. These same capabilities may be employed at division, corps, and theater echelons to enable mission command, force mobility, protection, and sustainment. Stability operations generally require a shift in focus for military police to military police disciplines requiring a greater degree of technical capability-police operations and detention operations. As requirements for military police technical capabilities increase and the uniform application of those capabilities across the entire area of operations becomes critical (generally as stability operations become dominant), the consolidation of military police assets and capabilities under the mission command of military police battalions and brigades within the division, corps, and theater echelon may be required to ensure the integration and synchronization of military police technical capabilities across the area of operations.

4-55. Lethal force is at the heart of offensive and defensive actions, and its application is critical to success in these operations. However, the use of nonlethal actions is becoming increasingly important. Today's threats operate from populated areas; they are wary of U.S. combat capabilities and welcome the potential collateral damage to noncombatants when combat erupts. The adversary may effectively use information propaganda to dramatize any harm inflicted on noncombatants by friendly forces. There is an inherent, complementary relationship between the use of lethal force and the application of military nonlethal effects, actions, and capabilities to achieve results through less coercive means.

4-56. Although each situation requires a different mix of force responses, when used together, lethal and nonlethal actions complement each other and create new dilemmas for the opponent. The result of nonlethal actions in situations for which the use of lethal force is counterproductive-or when its use might result in unintended consequences and/or noncombatant casualties-denies the enemy this propaganda tool. Military police units from the force pool can provide critical, nonlethal capabilities to support the range of military operations with the employment of a nonlethal capabilities set from pre-positioned theater stocks. Military police bring significant capability and experience at operating within the restrictive use of force parameters. Military police are inherently adept at implementing escalation-of-force criteria due to the law enforcement training and experience they have acquired.

4-57. Every unit, regardless of type, generates combat power and contributes to the operation. A variety of military police capabilities and unit types contribute combat power. As discussed earlier, military police disciplines are military police-interrelated areas of expertise, grouped together to help joint force commanders integrate, synchronize, and direct military police operations. Tasks within these disciplines are each aligned with a specific warfighting function (see ADRP 1-03). Refer to chapter 5 in ADRP 3-0 for a full discussion of combat power and warfighting functions.

4-58. Alignment within the warfighting functions provides the framework for military police tasks in the Army Universal Task List. While these functional relationships reflect the primary task alignments, the military police disciplines, in reality, have a much broader range of influence and support. The subordination of a task beneath a specific warfighting function does not negate its relevance within another warfighting function. The military police disciplines collectively support all of the warfighting functions, and each military police discipline is applied within one or more of the warfighting functions. An analysis of tasks within the Army Universal Task List reflects a primary (not all-inclusive) alignment of each military police discipline as follows:

Police operations are primarily focused on protection.

Detention operations are primarily linked to protection.

Security and mobility support are primary focused on movement and maneuver and protection.

SECTION III - APPLICATION OF MILITARY POLICE SUPPORT TO COMBAT POWER THROUGH WARFIGHTING FUNCTIONS

These brave men won a costly change of image for the military police, one for which all past, present, and future members of the Military Police Corps can justifiably point to with pride and humility-for this was indeed the Corps' finest hour.

Colonel Richard E. George, Provost Marshal, Saigon, 1968

4-59. The warfighting functions provide military police commanders a common framework within, and link the required military police disciplines and respective capabilities to, the synchronized application of combined arms. Figure 4-9 highlights the integration of military police combat power across the warfighting functions and identifies the primary and secondary relationship of each discipline to each warfighting function. The following text links the military police disciplines to the warfighting functions and shows how military police disciplines support the geographic combatant commander across the range of military operations.

Figure 4-9. Application of military police combat power

MISSION COMMAND

4-60. The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions (ADRP 3-0). Through mission command, commanders integrate and synchronize operations. Commanders, supported by their staffs, exercise mission command throughout the conduct of operations. Mission command is the exercise of authority and direction given by the commander using mission orders to enable disciplined initiatives within commander's intent to empower agile and adaptive leaders in the conduct of unified land operations. This philosophy of command helps commanders capitalize on the climate of trust and professional judgment of subordinates to take action to develop the situation and integrate military operations to achieve the commander's intent and desired end state. Mission command emphasizes centralized intent and dispersed execution through disciplined initiative. This precept guides leaders toward mission accomplishment. See ADRP 6-0 for additional information on mission command.

4-61. Military police plan, integrate, synchronize, and execute missions and activities across all six warfighting functions, to include those tasks aligned with the mission command warfighting function. Military police support mission command through a myriad of command- and staff-related tasks. Most of these tasks are not specific to military police, although military police execute these tasks to ensure adequate support at strategic, operational, and tactical levels throughout the operational environment. Asset management and prioritization are two of the most critical challenges for commanders and staffs in the operational environment. A lack of military police resources may be typical in the operational environment and may impede the commander from executing all identified tasks. Careful prioritization must occur. Even more challenging is the issue that once in the area of operations, force-tailored military police units must be able to rapidly transition among elements of operations. Because the available force-tailored military police units are designed for more specific types of tasks, military police capabilities must be shifted within the area of operations to match the operational component requirements and the capabilities of modular military police units. For military police units, consideration must be given to administration and support, to include the control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions but inherent in administrative-control responsibilities.

4-62. Military police assets are extremely limited, especially when those assets are leveraged against high- demand, technical policing disciplines such as detention operations or police operations support to host- nation police for civil security and civil control requirements during stability operations. Commanders favor decentralized control; wherever possible, it is the doctrinal solution to uncertainty and increased tempo. However, decentralized control is not appropriate in all cases. Centralized control is better for managing scarce resources, especially those that can produce effects throughout the area of operations. It may be necessary to decisively mass effects in some cases. Centralized control is suitable for operations in which greater-than-normal coordination-within the force or with other Service or nation forces-is involved. See ADRP 6-0 for additional information.

4-63. The negative impacts of unsynchronized and inconsistent application of detainee operations or efforts to build host-nation policing capability across the area of operations or joint operations area can have significant strategic implications and cause major delays in operational benchmarks for success. When extensive and long-term military police technical capabilities and uniform effect are required across the area of operations or joint operations area, military police brigade mission command of military police assets is required to ensure the technical oversight, synchronization, coordination, and consistent application of military police capabilities. This is especially true when stability tasks are dominant within the area of operations.

4-64. Within the mission command warfighting function, inform and influence audiences inside and outside their organizations. Staffs support the commander in the exercise of mission command by conducting information operations (see FM 3-0). Information operations is the integrated employment, during military operations, of information-related capabilities in concert with other lines of operation to influence, disrupt, corrupt, or usurp the decision-making of adversaries and potential adversaries while protecting our own (JP 3-13). Military police operations and, in particular, police engagement, contribute significantly to the accomplishment of mission command by helping to shape the information environment to friendly advantage within and beyond the area of operations. When employed to affect the information environment, police engagement is an information-related capability.

4-65. Military police units must execute mission command and the operations process activities for the unit and interact with the mission command activities of supported units. This interaction may be primarily through a military police staff, which is assigned to the supported unit or through staff counterparts. A supported unit may not have an assigned military police staff, but the supporting unit usually provides this support. This relationship and degree of interaction is determined by many factors, including the type of unit and echelon being supported and the command or support relationship established. See ADRP 5-0 for an in-depth discussion of Army command and support relationships.

4-66. Military police capabilities are integrated throughout the levels of war by a combination of military police commands and integrated staff positions. Military police serve at varying levels of command and staff throughout their careers and provide the expertise to integrate functions. Provost marshal sections are organic within the BCT, MEB, division, and corps staff designs. See chapter 5 for additional discussion on military police staff integration into Army staffs and the responsibilities of military police staff.

PROVOST MARSHAL

4-67. Commanders exercise control over assigned forces in the area of operations. The staff has the primary function of assisting the commander, and subordinate commanders exercise control. Control allows commanders to direct the execution of operations. Unlike command functions, which remain relatively similar among echelons of command, control functions increase in complexity at each higher echelon. As the control function becomes increasingly complex, units are assigned larger staff to ensure integration through the warfighting functions and synchronization of combat power. The staff assigned to BCT, division, corps, theater Army, and other joint organizations includes a number of military police personnel in various sections and cells.

4-68. The senior military police officer on the staff is designated as the provost marshal and is responsible for assisting the commander in exercising control over military police forces in the area of operations. The provost marshal is responsible for coordinating military police assets and operations for the command. The commander designates the provost marshal as a personal staff officer for law enforcement issues concerning U.S. military forces and U.S. personnel. This ensures appropriate sensitivity and security for criminal investigations and personal information. Each echelon down to brigade level has an organic provost marshal and staff element to integrate military police forces. The provost marshal office is aligned within the S-3/G-3. In division and higher staffs, the provost marshal cell is normally assigned to the protection cell. Regardless, the provost marshal cell has significant coordination requirements with other staff elements to ensure that military police assets are properly employed and that military police capabilities support the commander's intent and stated requirements in an efficient and effective manner.

4-69. A senior military police commander may be dual-hatted as the echelon provost marshal. Although military police planners are assigned within the BCT, MEB, division, and corps staff designs, a maneuver commander may designate the military police commander as the provost marshal based on experience, mission, or other variables. Military police planners are assigned within all BCT, MEB, division, and corps staff designs. Ultimately, the decision on whether the senior military unit commander serves in both roles is made by each supported force commander based on the specific situation. The following are specific considerations for determining the relationships of the senior military police staff advisor and the senior military police unit commander and designating an individual as the echelon provost marshal:

What staff assets are available to support the military police staff advisor versus the military police unit commander? Are these elements from the same unit, or are separate units resourced for each role?

What experience level is needed for the military police staff advisor? Should this role be resourced with a current or former commander?

How long will the augmenting military police unit, commanded by the senior military police unit commander, be working for or with the force? Is there enough time for this military police commander to acclimate and effectively advise the force commander?

What working relationship is established between an existing military police staff advisor and the force commander? Similarly, is there an existing working relationship between the military police unit commander and the force commander?

BRIGADE COMBAT TEAM PROVOST MARSHAL

4-70. Each BCT is organized with an organic military police staff section. The military police staff section supports the BCT and its subordinate organizations, while focusing on military police operations within the BCT. It provides the framework for planning military police augmentation to the BCT.

4-71. The BCT provost marshal is responsible for coordinating military police operations and is the senior military police officer in the BCT unless augmented by a more senior military police unit commander. If a military police battalion is task-organized in support of the BCT, the BCT commander determines if a change occurs in provost marshal designation. This decision is based on the duration of the task organization and the focus of the mission being performed by the supporting military police battalion. It is important for the military police battalion commander and the BCT provost marshal to coordinate the planning and execution of military police operations that support the BCT. For the maneuver battalion level inside the BCT, the provost marshal plans and recommends military police support. The provost marshal performs the following tasks in support of the planning of military police operations:

Provides organizational focus for tasked-organized military police assets.

Synchronizes military police support across the entire brigade.

Coordinates and prioritizes tasks across the military police disciplines.

Integrates specified and implied military police tasks into brigade planning.

Coordinates and prioritizes MWD, custom, and forensic support.

4-72. The BCT provost marshal is usually located in the main BCT. However, if the BCT is located in some type of sanctuary and the tactical command post is deployed forward, the provost marshal may be located in the tactical command post. The primary duty of the provost marshal is to plan, coordinate, and facilitate the execution of military police missions in support of the commander's scheme of maneuver. In this role, the provost marshal must-

Conduct mission analysis to determine military police requirements.

Integrate the military police disciplines into future brigade plans.

Develop the necessary input to BCT orders, annexes, and military police unit orders.

Make time-sensitive military police decisions on requests for immediate tactical support received from BCT tactical commanders.

Train the provost marshal cell located at the brigade main command post.

Formulate and recommend schemes of military police support to meet the BCT commander's intent.

Visualize the future state of military police operations in the BCT.

Recommend the military police priorities of effort and support, essential tasks, and acceptable mission risks to the BCT commander.

Determine and evaluate critical aspects of the military police situation.

Determine what military police missions must be accomplished to support current and future fights.

Develop a scheme of military police operations concurrent with the BCT maneuver courses of action.

Integrate the necessary orders and instructions into higher headquarters plans and orders.

Issue timely instructions and orders to military police assets through the BCT base order to simplify preparation and integration.

Monitor the execution of military police orders and instructions by tracking the current fight.

Alter the military police plan using the feedback received from maneuver battalions and military police assets, as required.

Identify any BCT requirements for echelons-above-brigade military police and other related assets to support the brigade.

Make the BCT commander aware of the capabilities, limitations, and employment considerations of military police-related assets.

Recommend the military police organization for combat.

Plan, coordinate, and resource military police operations within the BCT staff.

Advise the commander on-

Using military police assets.

Employing police operations capabilities.

Employing detention operations capabilities.

Employing security and mobility support capabilities.

Integrating police intelligence operations.

Produce detention operations planning and overlays that show temporary holding areas and the flow of detainees or dislocated civilians.

Produce dislocated-civilian planning and overlays that show dislocated-civilian facilities and the flow of dislocated civilians.

Assist the S-2 with the intelligence preparation of the battlefield, including information from police intelligence operations pertaining to crime, disorder, and irregular and criminal threats.

Participate in appropriate working groups.

Provide information on the status of military police assets on hand.

Track and report changes to main supply route information.

Recommend main supply route regulation enforcement measures.

Recommend protection measures for logistics areas.

Advise the commander on policing and corrections as they relate to the rule of law and stability tasks.

Recommend the use of specialized military police support (such as customs, investigative, or forensic support), when required.

Participate in the target working group to provide critical police intelligence generated by crime and criminal target analysis that provides valuable information to commanders to enable effective targeting.

ECHELONS-ABOVE-BRIGADE PROVOST MARSHAL

4-73. Depending on the echelon and type of unit, military police staff members may be assigned under the provost marshal section or within other staff sections, such as protection. The provost marshal is assigned within the operations section. Even though the division or corps headquarters may serve as a joint task force headquarters, the division provost marshal and corps provost marshal staff duties and responsibilities are similar to those previously listed for the brigade provost marshal. Regardless of mission, every Army staff has common areas of expertise that determine how commanders divide duties and responsibilities. Grouping related activities by the area of expertise gives commanders an effective span of control. It facilitates unified effort by the staff. Areas of expertise may vary slightly, depending on the command echelon, the mission, and the operational environment. For example, at the battalion level, there is normally no resource manager and certain logistics units combine the intelligence and operations areas of expertise. As previously mentioned, the section of assignment and grouping of the military police staff varies among echelons and unit types.

4-74. The division and corps provost marshal may also be assigned as the chief of protection. The chief of protection is the principal advisor to the commander on all matters relating to the protection warfighting function. (See ADP 3-37 for additional information on protection.) The chief of protection-

Plans and coordinates protection functions and missions.

Advises the commander on where to allocate and employ protection capabilities.

Chairs protection working group meetings, coordinates input, and makes recommendations to the commander regarding protection priorities.

Manages the writing of the protection annex and provides input to plans, orders, branches, and sequels.

Synchronizes with other staff cells, nodes, and functional groups.

Provides guidance on the execution of protection tasks and systems.

Continually monitors and assesses the overall protection effort.

MOVEMENT AND MANEUVER

4-75. The movement and maneuver warfighting function is the related tasks and systems that move and employ forces to achieve a position of relative advantage over the enemy and other threats (ADRP 3-0). Direct fire and close combat are inherent in maneuver. This warfighting function includes tasks that are associated with force projection related to gaining position of advantage over the enemy.

4-76. Military police support that is applied through the movement and maneuver warfighting function is primarily executed through security and mobility support. Military police units are an integral part of the ability of the combined arms unit to maneuver. The maneuver warfighting function is focused on support to close operating forces. Military police units enhance force momentum by controlling the movement of forces across the area of operations to make the most efficient use of the space and time necessary to generate mass and speed while denying the enemy the ability to maneuver. By enhancing the ability to maneuver, military police units accelerate the concentration of combat power, increasing the velocity and tempo of the force necessary to exploit critical enemy vulnerabilities. By executing security and mobility support, military police units limit the enemy ability to generate harassing attacks and help preserve the combat force for the main effort by preventing the enemy ability to disrupt movement, which would cause a tactical commander to divert combat forces. Police intelligence operations integrated within military police operations supports movement and maneuver through the collection, analysis, and dissemination of police information and police intelligence gathered and developed by military police teams and military police staff. The results of police intelligence operations can provide critical and timely information on criminal activity or conditions within the operational environment that can threaten friendly operations or impede freedom of movement.

4-77. Military police units supporting movement and maneuver have capabilities that are task-organized to BCTs and MEBs. Functional military police brigade support is required when the mission requires more than two military police battalions to support the freedom of maneuver and protection of the combined arms team.

4-78. Security and mobility support tasks that are performed in support of the movement and maneuver warfighting function may include-

Supporting gap-crossing (wet or dry) operations, breaching, and passage of lines.

Providing straggler movement control.

Controlling the movement of dislocated civilians.

Conducting route reconnaissance and security.

Conducting main supply route regulation enforcement.

Conducting population and resource control.

Conducting movement corridor operations.

Conducting reconnaissance operations.

Conducting response force operations and critical site, asset, and high-risk personnel security.

Conducting base defense operations.

Providing protection and physical security.

Conducting antiterrorism operations.

FIRES

4-79. The fires warfighting function is the related tasks and systems that provide collective and coordinated use of Army indirect fires, air and missile defense, and joint fires through the targeting process (ADRP 3-0). Army fires systems deliver fires in support of offensive and defensive tasks to create specific lethal and nonlethal effects on a target. The fires warfighting function includes the following:

Deliver fires.

Integrate all forms of Army, joint, and multinational fires.

Conduct targeting.

4-80. The fires warfighting function also includes tasks associated with integrating and synchronizing the effects of Army indirect fires, air and missile defense, and joint fires with the effects of other warfighting functions.

4-81. Military police enable the fires warfighting function through the police intelligence tasks that contribute to the targeting process. Police intelligence operations supports commanders at all levels through the integration of police intelligence activities within military police operations. In many operational areas, the threat is more criminal than conventional in nature. Also, in these environments, belligerents use or mimic established criminal enterprises and methods to move contraband, raise funds, or expand their goals and objectives. In all operational areas, criminal activity impacts the mission of Army forces and threatens Army personnel and assets. Assessing the impact of criminal activity on military operations and properly distinguishing that activity from other threat or environmental factors can be essential to effective targeting and mission success.

INTELLIGENCE

4-82. The intelligence warfighting function is the related tasks and systems that facilitate understanding the enemy, terrain, weather, civil considerations, and other significant aspects of the operational environment (ADRP 3-0). Police intelligence operations directly supports the intelligence warfighting function and tasks associated with surveillance, reconnaissance, intelligence operations, and security operations.

4-83. Commanders make decisions and direct actions based on their situational understanding and common operational picture. They also keep their common operational picture current by continuously assessing the situation and reiterating the information needed in the CCIRs. The required information is obtained through various detection methods and systematic observation, reconnaissance, and surveillance. Military police capabilities can be employed during key activities in the operations process to add to the commander's common operational picture.

4-84. Tactical and technical police information collected as part of deliberate collection efforts, such as military police reconnaissance missions conducted during security and mobility support or assessments during police operations, provides relevant police information regarding the operational environment. Subsequent analysis and dissemination of police information and police intelligence improve the commander's understanding of enemy actions, the nature of dislocated civilians in the area of operations and their movement, and trends within the police and criminal environment that may affect the operational plan. Military police information generated can also provide data that contributes to answering specific CCIRs. As an integrated task function, police intelligence operations pulls and pushes information and police intelligence from three military police disciplines-police operations, detention operations, and security and mobility support-to provide input to the common operational picture. Police intelligence operations activities are an important part of the surveillance and reconnaissance mission.

4-85. Military police responsibilities that are in support of the intelligence effort and the common operational picture include-

Providing military police staff planning and coordination to support information collection in conjunction with the execution of military police operations.

Performing route reconnaissance and surveillance to fulfill information requirements and to advise the commander on primary and alternate route status and potential movement disruptions.

Performing military police reconnaissance in conjunction with security and mobility support to collect threat information and identify conditions affecting the operational plan.

Conducting police assessments during police operations and detention operations.

Establishing police intelligence policies, procedures, and collections plans to be executed during military police operations.

Executing program management for police information collected during military police operations.

Serving as a member of intelligence working groups.

Coordinating system requirements, such as communications, technology, hardware, and software.

Disseminating police intelligence and forensics-enabled intelligence.

4-86. Military police provide a vast array of information as a result of deliberate and passive collection efforts. Information that results from the execution of military police operations falls into the following areas:

Avenues and routes for joint forces and likely enemy avenues of approach.

Unit movement along the main supply route and alternate supply routes.

Information on threats to airfields and ports.

Enemies, irregular threats, and criminal networks and their areas of influence.

Crime-conducive conditions.

Law enforcement gaps and mechanisms.

Information on urban operations and operations in other complex terrain.

Conflicts within populations.

Crime rates, trends, and patterns.

Disorder.

Level of trust between host-nation security forces and the population.

Collusion between irregular threats and criminal networks.

Information on high-payoff targets.

Viability of lines of communication and main supply routes and potential protection of base camps.

Identification of potential detention or resettlement sites, enemy landing zones, and dislocated- civilian evacuation routes.

Route reconnaissance that is focused on route choke points, ambush sites, temporary holding sites, and traffic flow.

Area reconnaissance that is focused on criminal intelligence, alternate route identification, and dislocated-civilian movement.

Gap-crossing and passage-of-lines reconnaissance that is focused on determining requirements for a main supply route, temporary holding sites, traffic control, strong points, and maintenance rest halts.

Area reconnaissance that is focused on establishing protective measures for high-risk facilities.

Area reconnaissance that is performed in support of urban combat operations.

Reconnaissance that establishes an initial assessment of infrastructure factors for detention or resettlement missions.

Police assessments that determine the capabilities and capacity in specified areas of police and prison operations.

Infrastructure surveys that support policing and corrections operations.

4-87. Military police contributions to the intelligence preparation of the battlefield and intelligence analysis include the standards, processes, Soldiers, and equipment required to generate, manage, analyze, and disseminate the police information and police intelligence necessary to enable optimum situational understanding for the command. These efforts are included in the police intelligence operations integrated task. Combined with other intelligence, police intelligence provides more knowledge of crime and criminal aspects within the area of operations and improves and broadens the intelligence available to support the commander in the decision-making process.

4-88. Police intelligence operations includes-

Identifying gaps in criminal and police data and developing collection plans.

Managing police intelligence activities.

Establishing intelligence requirements to drive the collection of police information.

Inputting field-collected and partner-added information.

Validating, extracting, analyzing, fusing, and producing relevant data and products for intelligence and police intelligence products or operations.

Providing police information and police intelligence for the common operational picture and battle command systems.

Integrating and synchronizing police information and police intelligence with other staff sections.

Managing databases and disseminating police information and police intelligence.

Coordinating with the S-2 to incorporate information requirements/priority intelligence requirement production into the collection plan.

4-89. Technology provides the capability to use and combine police intelligence data in various ways to create customized products. Geospatial and analysis software applications allow the police intelligence analyst (using tools such as automated link diagrams or association matrices and mapping tools) to quickly make more complex connections between different types of data and information than previously possible. Police intelligence can now be combined with a wider variety of data, including that from other intelligence sources (such as signal intelligence and human intelligence) through collaborative processes to provide more accurate, comprehensive, and relevant products.

4-90. Police intelligence resulting from police operations contribute significantly to the overall understanding of the operational environment. Police information obtained during the execution of police operations is especially relevant during counterinsurgency and stability tasks. The day-to-day interaction of military police with the local population, host-nation police, and unified action partner policing organizations results in a significant amount of critical information. This information may be police related, relevant to policing and criminal investigative requirements, and/or valuable to the tactical commander for protection and targeting purposes.

4-91. The detention operations discipline supports the intelligence warfighting function by providing tactical and police information obtained through passive collection by military police Soldiers as they interact with detainees in the transport or guard phases of detainee operations. While military police do not perform interrogations or active collection measures within the context of the detention operations discipline, observations and information obtained from personnel during the execution of detention tasks frequently add critical information to the intelligence collection effort. When conducting criminal investigations, USACIDC and military police investigator personnel may conduct law enforcement interrogations of detainees within any detention facility.

4-92. Route reconnaissance conducted by military police within the security and mobility support discipline provides critical information about the condition of main supply routes and alternate supply routes, friendly troop movement along the routes, possible interference from dislocated civilians, and tactical information about enemy actions along the supply routes. In the security and mobility support role, military police units are spread across the area of operations and have the communications capability to immediately report police information with potential intelligence value.

4-93. Military police reconnaissance capabilities range from these tactical reconnaissance tasks to highly technical assessments on investigative and forensic capabilities (see figure 4-10). During stability tasks, reconnaissance conducted by military police is normally conducted with a specialized, technical focus on policing and investigative aspects of the environment. As requirements for technical capabilities provided by military police increase (generally as stability tasks become dominant), the consolidation of military police assets and capabilities under the mission command of military police battalions and brigades within the division, corps, and theater echelons may be required to ensure the integration and synchronization of military police technical capabilities across the area of operations.

Figure 4-10. Military police reconnaissance capabilities

4-94. Military police reconnaissance is a deliberate information collection mission. Military police units may conduct route, zone, or area reconnaissance, surveillance, or countersurveillance to gain information to help guard against unexpected enemy attacks in the area of operations or to gain information critical to understanding, planning, and executing missions supporting civil security and civil control.

4-95. Military police reconnaissance efforts may be focused on technical assessments of the police and criminal environment. These assessments may be in support of any number of police operations or detention operations that further support civil security and civil control efforts. They may be focused on infrastructure, systems, or persons. These technical assessments are attempts to provide information regarding POLICE.

4-96. The resulting information collected during military police reconnaissance missions is assessed, analyzed, and disseminated as police intelligence, as appropriate. The police intelligence and unanalyzed police information identified as exceptional and time-sensitive information are continually fed into the operations process for use in military police planning and execution and for fusion within Army operations at large.

4-97. The security and mobility support discipline provides military police units that execute patrol operations across the area of operations. These patrols bring military police Soldiers into contact with a host of friendly units, civilians on the battlefield, and other nongovernmental organizations. These contacts produce a significant amount of information that is collected and added to tactical and police intelligence through passive and deliberate collection. Military police perform reconnaissance to fulfill general and specific information requirements in support of the overall intelligence collection effort. Military police units play a major role in the process by anticipating and providing route reconnaissance information for main and alternate supply routes, airfields, seaports, and landing zones within the area of operations.

SUSTAINMENT

4-98. The sustainment warfighting function is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance (ADRP 3-0). Military police operations missions that support sustainment operations may include-

Collecting and disseminating police intelligence products relevant to criminal and irregular threats against the sustainment base and logistics efforts.

Executing law enforcement activities to prevent or deter criminal elements from disrupting logistics operations.

Assessing and reporting battle damage along main supply routes and within movement corridors.

Patrolling and maintaining security near main supply routes and adjacent terrain. This operation includes-

Conducting reconnaissance on roads and highways.

Enforcing traffic flow along main supply routes.

Protecting critical airfield facilities.

Protecting fixed bridges.

Protecting pipelines and tank farms.

Providing security near and adjacent to main supply routes.

Providing military police convoy escort for designated critical supplies.

Conducting area, base, and base camp security.

Conducting reconnaissance in support of operational area security of sustainment areas and other assigned areas.

Conducting crime prevention surveys.

Conducting response force operations.

PROTECTION

4-99. The protection warfighting function is the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission (ADRP 3-0). The protection concept in today's operational environment includes protecting personnel (combatants and noncombatants) and physical assets. In addition to safeguarding bases and base camps, securing routes, and protecting forces within sustainment areas, protection considerations are applied in support of battle positions, combat outposts, forward operating bases, and host nation and other infrastructure. The battlefields of today require that commanders know survivability tactics and techniques that can provide protection. See ADP 3-37 for additional information on the protection warfighting function.

4-100. Military police units have organic equipment and personnel capabilities that are used to support protection efforts. Military police units provide support to the protection warfighting function through police operations, detention operations, and security and mobility support. Security and mobility support operations provide a distribution of military police forces that conduct aggressive patrolling and military police reconnaissance throughout the area of operations to protect units, critical facilities, and high-risk personnel and to control civilian populations.

4-101. Police operations support the protection warfighting function by providing policing and the associated law enforcement activities to control and protect populations and resources and to facilitate the existence of a lawful and orderly environment. Police operations and the associated skills and capabilities inherent in that function provide the fundamental basis for which military police operations are framed and conducted. The following tasks support the protection warfighting functions:

Performing law enforcement.

Conducting criminal investigations.

Conducting traffic management and enforcement.

Employing forensic capabilities.

Conducting police engagement.

Providing customs support.

Providing host-nation police development.

Supporting civil law enforcement.

Supporting civilian security and civil control.

Supporting border control, boundary security, and the freedom of movement.

4-102. The detention operations discipline supports the protection warfighting function by providing shelter and sustaining, guarding, protecting, and accounting for populations (detainees and U.S. military prisoners) as a result of military or civil conflict or to facilitate criminal prosecution. These operations inherently control the movement and activities of the population for security, safety, and intelligence gathering. The Army is the DOD executive agent for detainee operations and for the long-term confinement of U.S. military prisoners. Support of the protection warfighting function includes the following:

Detainee operations.

Confinement of U.S. military prisoners.

Host-nation corrections training and support.

4-103. The security and mobility support discipline supports protection efforts by securing the main and alternate supply routes through aggressive patrolling and route reconnaissance to identify potential threats and hazards that could endanger U.S. forces or equipment. Military police may be tasked to secure critical convoys to ensure safe transit. Military police tasks conducted in support of protection operations include the following:

Protecting against enemy activities within movement corridors and along main supply routes.

Securing supply routes and critical convoys.

Conducting reconnaissance and surveillance.

Evaluating and recommending protective measures for high-risk facilities.

Employing protective measures for high-risk individuals.

Employing protective measures for designated supplies.

Conducting area security.

Conducting actions to control populations.

Conducting response force operations.

Applying antiterrorism measures.

Conducting dislocated-civilian operations.

Implementing physical security measures.

4-104. When military police units perform protection tasks, survivability remains a key commander concern. Commanders must consider protecting vital resources (such as fuel sites, logistics convoys, bases, base camps, and logistics support areas) because the entire area of operations has an equal potential for enemy attack; therefore, the priority of work is more focused on protecting these types of resources. Vital resources requiring protection may include facilities that are critical to civilian infrastructure, such as key industrial sites, pipelines, water treatment plants, and government buildings.

4-105. The police intelligence operations task is integrated within police operations, detention operations, and security and mobility support missions supporting the protection warfighting function. The deliberate and passive collection of information obtained during ongoing interactions with host-nation police/security personnel and the civilian population provides valuable police information and police intelligence that are critical to the protection of U.S. military personnel, equipment, and bases. ADP 3-37 provides an in-depth discussion of the protection warfighting function.

OTHER CONSIDERATIONS

4-106. There are additional considerations for the employment of military police that may apply in special situations. This section discusses some of those considerations, to include participation in border operations, transition to the rule of law, and other special situations.

BORDER OPERATIONS

4-107. Military police Soldiers are periodically tasked to support border operations along U.S. borders to support the U.S. Border Patrol and/or the U.S. customs and border protection mission. The support provided includes technical equipment (such as thermal imagery, night vision, and infrared detection) and the operation of the equipment to help with the detection of personnel illegally entering the United States. The Posse Comitatus Act prohibits Regular Army and Army Reserve Soldiers from enforcing civil law; they may only respond to defend themselves or other personnel from imminent danger. Nonfederalized National Guard military police performing missions that are under the control of their respective state governors are not prohibited from this by the Posse Comitatus Act. Upon mobilization (federalization), National Guard Soldiers are restricted under the Posse Comitatus Act.

4-108. Support from military police units may be required at borders outside of the United States. Military police may be required to operate control posts, conduct border patrols, and supervise crossing points at international borders. Many countries control the movement of military personnel and civilians within their country borders. Border control is maintained for reasons of security; customs and tariff enforcement; protection of the civilian economy; and apprehension of criminals, absentees, and persons of intelligence interest. Control is maintained through the establishment of authorized road or rail crossing points, border patrols, control posts, and liaison with authorities of neighboring countries (if feasible). Prohibited or restricted zones are often used to help control circulation at the borders.

4-109. In conducting border control, military police normally coordinate with host-nation police, counterintelligence units, and civil affairs units. They watch for individuals or items that may be involved in criminal and customs offenses. They establish the identity and purpose of U.S. forces crossing borders and examine vehicles and travel documents. Support to border control may be paramount in preventing adversaries from moving weapons, supplies, and personnel across borders to attack or disrupt friendly forces.

4-110. Military police may be tasked to enforce customs laws and regulations in support of local government or host-nation officials. The U.S. military enforcement of customs laws of countries in which U.S. forces are stationed is often part of agreements, such as the North Atlantic Treaty Organization (NATO) status-of-forces agreement between the United States and the respective host nation. See ADP 3-37 and ATP 3-39.10 for additional information on border operations.

TRANSITION TO THE RULE OF LAW

4-111. Planning for follow-on to large-scale ground combat operations should begin in the early stages of planning for war. Efforts to transition to the rule of law must start as soon as stability tasks begin, often simultaneously with large-scale ground combat operations. First, security conditions that support policing, judicial, and corrections systems for fair and equitable treatment of citizens by the host-nation government must be established and political conditions initiated. This is often easier said than accomplished. Many nations simply do not have the underpinnings of the rule of law to understand and implement the system; they require coaching, mentoring, training, and support along a continuum toward peaceful existence. Additionally, if efforts in combat operations do not include shaping the area for stability, criminals, insurgents, and organized crimes will control the population and develop a government, making rule-of-law plan efforts exponentially more difficult. Citizens must have the right to ownership, fair treatment by policing and judicial systems, and corrections systems that enforce compliance with the law in a manner that is equitable and uniformly fair to everyone. Military police forces are well suited for providing host-nation assistance and training for principally two of the three legs of the rule of law-the policing and corrections aspects. Military police units must cultivate relationships with host-nation police and local officials in the operational area, if they exist, early in the operation to maximize efficiencies later during the transition period. This process provides valuable police intelligence that aids the unit in planning and recommending courses of action to assist in establishing the rule of law.

4-112. Military police support to transition to the rule of law is helping establish and train local police officers in basic to advanced law enforcement skills, operating police stations, and conducting police intelligence operations. Military police units can assist with developing requests for law enforcement equipment and sustainment items necessary for local law enforcement. Military police units can provide joint patrolling and can operate the police station, mentoring host-nation personnel until the host nation is capable of independent operations. Military police detention units can assist with establishing corrections operations in a reopened or temporary facility. They can train the guard forces and prison operations staffs to properly operate a facility. These activities encourage the local population to perceive that law-abiding citizens are treated fairly and equitably and that laws are equally and uniformly applied to all citizens. Citizens must understand that they are not unlawfully detained or imprisoned. They must be confident that the unlawful activity of others are policed and punished.

4-113. Military police capabilities that are relevant to the rule-of-law mission to support the training of host- nation police and security personnel in police and corrections tasks include-

Techniques for arrest and law enforcement interrogation.

Prison and jail security and procedures.

Tactical doctrine.

Crowd control.

The combating of organized crime.

Forensic and evidence collection.

Protection of sensitive facilities.

Election security.

High-risk personnel security.

CIVIL SECURITY AND CIVIL CONTROL

4-114. Civil security and civil control deny adversaries or insurgents access to the general population and resources and prevent incidental civilian activity from interfering with military operations. Military police units support local commanders and often assist civil affairs personnel in planning and conducting population and resource control programs employed during all military operations. These programs may consist of training host-nation police and corrections agencies and staffs, conducting police operations, enforcing curfews and movement restrictions, resettling dislocated civilians, conducting licensing operations, controlling rations, enforcing regulations, implementing amnesty programs, inspecting facilities, and guarding humanitarian assistance distributions. Military police units assist, direct, or deny dislocated civilians with regard to their use of main supply routes as they move to resettlement camps, where dislocated civilians are cared for as nongovernmental organizations work to coordinate relocations for them.

4-115. Military police forces are internationally recognized as law enforcement personnel rather than combat troops. Military police capabilities, coupled with their acceptability and their ability to interface with the population, make military police units well suited for civil security or civil control in a primary or economy-of-force role.

TERRORISM

4-116. Combating terrorism is actions, including antiterrorism and counterterrorism, taken to oppose terrorism throughout the entire threat spectrum (JP 3-26). Within the context of combating terrorism, military police actions generally fall within the included subcategory of antiterrorism. Military police and USACIDC elements coordinate with installation law enforcement, counterintelligence special agents, and local and federal law enforcement agencies to combat terrorism at local levels. The protection working group and the antiterrorism working group are two of the primary places where coordination and the sharing of information takes place. Military police and USACIDC Soldiers share police intelligence products and gain valuable information from other intelligence efforts of military and civilian agencies tied together at the local level. Each of these organizations ties that information back to regional and federal levels. The OPMG provides the military police policy on antiterrorism and coordinates the Army program at the departmental level. USAMPS provides functional courses to train Soldiers in antiterrorism.

CONTRACTORS

4-117. There is a proliferation of contractors on the modern battlefield. Many of these contractors provide security and protection functions; others provide technical or sustainment functions. Military police units must be aware of the presence of these contractors and coordinate, as required, to integrate actions that may be in conflict. Military police units may be inundated with requests from contractors for protection, convoy security as they move around the battlefield, or specific assistance with military police missions. Military police units cannot be diverted from their tactical missions to support these types of requests without proper command approval. Generally, the contract statement of work specifies that the supported command is responsible for providing protection and security to contractor personnel. When that information is missing from the contract, the operations directorate of a joint staff (J-3) and the deputy chief of staff, operations and plans (G-3) of the command area for which the contractor is required to operate must designate units responsible for contractor protection and security. Contractors must integrate into the units they are supporting to obtain support.

4-118. In some circumstances, civilian contractors accompanying the force may be subject to UCMJ and administrative action by the United States or contractor employers. There are several ways that jurisdiction may be exercised over contractors. Determining whether criminal jurisdiction exists over contractors may depend on the type of contractor and any applicable written provisions within the contract itself. Furthermore, civilians may be subject to the Military Extraterritorial Jurisdiction Act of 2000. This act establishes federal jurisdiction over offenses committed OCONUS by persons employed by, or accompanying, armed forces or by members of the armed forces who are released or separated from active duty before being identified and prosecuted for committing such offenses. Government contractors may be held liable for employee misconduct. Also, contract employees may be held personally liable. In all case involving suspected contractor misconduct, commanders should immediately consult the staff judge advocate assigned to the unit for specific legal advice. See FM 1-04 for additional information on contractors in support of military operations.

NONCOMBATANT EVACUATIONS

4-119. Military police units can provide support to noncombatant evacuations. Military police units are capable of providing security at departure locations and extraction sites and for convoys carrying evacuees. Military police are skilled in interpersonal communication and the graduated use of force from their law enforcement experiences. This skill set transfers well to working in direct contact with the evacuees.

COUNTERINSURGENCY

4-120. Counterinsurgency is the comprehensive civilian and military efforts designed to simultaneously defeat and contain insurgency and address its root causes (JP 3-24). In counterinsurgency, host-nation forces and partners operate to defeat armed resistance, reduce passive opposition, and establish or reestablish the legitimacy of the host-nation government. (See FM 3-24/MCWP 3-33.5 for additional information on counterinsurgency.) Counterinsurgency is a joint operation within the operational theme of irregular warfare where stability tasks are generally dominant. Military police units and Soldiers play a key role in counterinsurgency.

4-121. A successful counterinsurgency requires a weighted stability effort (see figure 4-11). Many considerations applicable to counterinsurgency are equally applicable to stability tasks in general. This is especially true following large-scale ground combat operations or severe disasters, whether natural or man-made, in which the infrastructure and the host-nation government have been decimated or rendered ineffective and civil security and control are at risk.

Figure 4-11. Aspects of counterinsurgency

Police Operations Considerations

4-122. Demanding and complex counterinsurgency draws heavily on a broad range of capabilities and requires a different mix and application of offensive, defensive, and stability tasks compared to what is expected in large-scale ground combat operations. The balance between these tasks and the nature of the police operations application depends on the local situation. A successful counterinsurgency effort, especially during stability, establishes host-nation institutions that can sustain government legitimacy. Security under the rule of law is essential to success in any stability operation. Without a secure environment, permanent reforms cannot be implemented and disorder spreads. To establish legitimacy, commanders transition security activities from combat operations to law enforcement as quickly as possible.

4-123. As the transition of security activities occurs, commanders must remember that there is a clear separation of police authority and roles from those of the military. The primacy of civil police organizations is not to augment the offensive capability of the military, but to assist in the establishment of the rule of law. The establishment of a legitimate and effective police force is critical to counterinsurgency. When insurgents are seen as criminals, they lose public support. Using a legal system established in line with local culture and practices to deal with such criminals enhances the legitimacy of the host-nation government. The establishment of courts, police, and corrections institutions operating within the rule of law is paramount; nowhere is this more evident than in the counterinsurgency fight.

4-124. Military police can be an effective force for countering small insurgent and criminal groups supported by the local community due to their frequent contact with the population. Developing effective host-nation security forces-including military police, community police, and paramilitary forces-is one of the highest-priority stability tasks for military police. This mission is supported by Army and joint military police elements as they provide training and the development of requisite skills for host-nation police. When supporting host-nation police, the military police presence not only provides security to communities but also aids in building support for the host-nation government. Military police experience in identifying and countering organized criminal networks is especially relevant to stability and counterinsurgency efforts. The operational environment during stability may be filled with hardened criminals and opportunists conducting criminal activity that jeopardizes civil security and the strategic and operational plan. The methods, structure, and local relationships of many insurgent groups have more in common with organized criminals than with conventional military threat forces.

4-125. The nature of the threat can often inhibit the ability of friendly forces to differentiate between a hostile act and a hostile intent or between insurgents and innocents within the civilian community. Military police clarify and verify facts, assumptions, and events in the operational environment through frequent and continuous engagement with the local population. For this reason, military commanders and forces must have the authority to detain civilians and an acceptable framework to confine and eventually release them back into the operational environment. This authority has the most legitimacy when sanctioned by international mandate or when it is bestowed or conveyed from the local or regional governmental power. The initial or baseline authority granted to military forces to use force and detain civilians determines the status of the persons they detain. The status of detained persons will further determine the manner in which they are processed, the degree of due process they are afforded, and whether or not their offense is military or criminal in nature. Detainee status and identification helps develop and determine eventual rehabilitative, reconciliatory, and release strategies.

Detention Operations Considerations

4-126. The need for information is crucial in counterinsurgency operations that lead to increased numbers of detained and interned persons. The time-sensitive nature of information and intelligence in counterinsurgency operations often leads to detentions based on incomplete or inaccurate information that makes identification and the determination of detainee status difficult and complex. The process of detainee identification and assessment is continuous and begins at the point of capture; is actively monitored during the period of detainee detention; and significantly impacts custody, control, and release decisions and strategies.

4-127. Detainee operations play a significant role in stability and counterinsurgency efforts because large detainee populations can become fertile ground for insurgent, extremist, and criminal recruitment if individuals are not processed quickly, ethically, humanely, and effectively. If not identified and mitigated, the development and growth of insurgent and/or criminal networks can pose significant threats to the detention cadre and the detainee population.

4-128. In stability operations, especially in protracted counterinsurgency environments, detainee populations are likely to steadily grow as the operation endures. Offensive surge operations can increase detainee growth very rapidly. This is especially characteristic of counterinsurgency-focused operations. Insurgents may try to infiltrate detention facilities to intimidate or assassinate political opponents or their supporters. Captured insurgents display a propensity to continue recruitment, assassination, and intimidation inside theater detention facilities, making it incumbent on forces supporting detainee operations to focus their efforts on countering insurgency within the facility while synchronizing their efforts with military operations outside the detention facility.

4-129. The theater of operations must have an effective plan to detain, assess, reconcile, transition and, eventually, release detained persons in a manner that is integrated with, and responsive to, the overall strategic and operational effort. Theater detention facility commanders often support larger coordinated approaches to deliberately shaping the information environment and reconciliatory efforts involving detainees. The capture, detention, rehabilitation/reconciliation, and repatriation of members of armed groups must be conducted in a manner that is not only consistent with the desired strategic end state, operational goals, and tactical realities, but is fully compliant with the rule of law to ensure legitimacy with the population.

4-130. During conflict with a conventional force, the segregation of officers, enlisted personnel, civilians, females, and juveniles is required when conducting detainee operations and is relatively clear in application. In contrast, due to the unconventional nature of the threat, many operations may require segregation by categories according to requirements for the conventional military or they may require segregation (or typology) by ethnic, tribal, or religious affiliation; human behavior traits and characteristics; and age groups. The facts and circumstances resulting in an apprehension may determine detainee custody and control status. The goal is to isolate insurgents, extremists, and hardened criminals from moderate and circumstantial detainees. Inaccurate assessments can have immediate and significant effects that can result in injury or death to detainees, contribute to insurgent recruitment, or cause custody and control problems for the guard force within the theater detention facility.

Koje-do "The War Behind the Wire"

During the Korean War, Enemy Prisoner of War (EPW) Operations began in July 1950 when the first 224 North Korean Soldiers were captured. By the end of September, that figure rose to 3,319; it increased to 38,250 by the end of October; and to 81,765 by the end of November. By the end of December, the number of EPWs expanded to 113,873. Consequently, with the full-scale intervention of the Chinese People's Volunteer Army in late November, friendly forces were compelled to conduct a series of large-scale withdrawals from northern Korea, which included closing and relocating several EPW facilities and prisoners.

As EPWs were transferred to the Pusan Area, it soon became apparent that EPWs would have to further relocate away from the principle port of entry for troops and supplies. Ultimately, Koje-do was selected, given its location 40 miles off the southeast coast of the Korean peninsula, its sparse population, and isolation as an island. Construction began on 1 February 1951 and by the end of the month, 53,388 EPWs were re-located to the camp. Ultimately, over 170,000 EPWs were detained at Koje- do.

Initial EPW operations were based on the experiences of both World Wars; prisoners were fed, housed, clothed and guarded.nothing more. Additionally, the Geneva Convention of 1949 established the concept of EPW rights and obligations while in captivity. However, the Chinese and North Koreans viewed POW camps as an extension of the battlefield. Prisoners enthusiastically embraced the role of combatants even while in captivity and were determined to fight in whatever way their Communist leaders dictated.

Specially trained agents of senior rank allowed themselves to be captured in order to gain access to the POW camp at Koje-do. These agents organized mass-scale violence against camp authorities to shape on-going Armistice negotiations, with the first collective violence occurring on 18 June 1951. "The war behind the wire" finally reached a crisis level on 7 May 1952, when EPWs seized the current camp commandant, Brigadier General Francis T. Dodd, and held him captive for the express purpose of disrupting on-going negotiations.

On 14 May 1952, Brigadier General Haydon L. Boatner, assumed duties as commandant of the Koje-do camp - the fourteenth commandant within a sixteen- month time period. A Chinese linguist, he forcefully and effectively conveyed a message to the EPWs that "prisoners do not negotiate". He quickly drove a wedge between the Chinese and North Korean EPW leadership and separated ring leaders from the general prison population. He also introduced non-lethal chemical incapacitating agents and riot control tactics to subdue rebellious compounds, reducing the number of EPW facilities engaged in violent protects.

4-131. While the theater detention facility commander develops procedures within the theater detention facility that are designed to identify and defeat insurgent or criminal efforts to organize escape, harm the guard force and other detainees, or degrade the effectiveness of the theater detention facility operation in general, an external operational headquarters typically provides the linkage to the overarching strategic and operational effort in the theater. This could be accomplished by a multifunctional headquarters, such as the military police command or a joint detainee task force involving military police in concert with military intelligence personnel, linguists, medical and legal personnel, civil affairs personnel, psychological operations, host-nation forces, interagency partners, and local leaders in a coordinated and synchronized approach. Procedures could include tactics, techniques, and procedures to defeat the insurgent networks and efforts within the theater detention facility that may include the following responsibilities:

Developing deliberate procedures for detainee categorization, continual assessment, and identification.

Using multifunctional boards to assess detainees and develop reconciliation plans.

Designating dedicated teams for each major compound that is composed of bicultural advisors, counterintelligence representatives, and intelligence.

Allowing detainee participation in the adjudication and rehabilitation future.

Empowering detainee leaders to leverage support through incentives.

Ensuring that the informational needs of detainees are met and that rules and disciplinary actions are understood.

4-132. Detainee operations in support of stability tasks may become enduring and assume many characteristics of a large-scale, maximum-security prison operation typically found in the international civilian sector. Long-term custody and control requirements are often augmented with structured rehabilitative and reconciliation programs, increased access to medical treatment, and visitation opportunities concluding with some form of guarantor or sponsor-based release or parole system. These operations are resource-intensive and must receive a priority commensurate with the strategic significance of the operation. As stability tasks progress, military police or corrections and detention personnel must be prepared to provide training for host-nation detainee and corrections tasks, with a goal of transitioning these activities to full host- nation control. Host-nation personnel should be trained to handle and interrogate detainees and prisoners according to internationally recognized human rights modalities. Prisoner and detainee management procedures should provide for the security and fair and efficient processing of those detained. See FM 3-63 for additional information.

Note. The permanent transfer of detainees from the custody of U.S. armed forces to host-nation or other multinational forces requires the approval of the Secretary of Defense or a Secretary of Defense designee. The permanent release of detainees to foreign national control is governed by bilateral national agreements. Before release, the appropriate U.S. government representative must ensure that the receiving government is willing and able to apply the Geneva Conventions to released detainees and gain assurances of humane treatment for persons convicted or pending trial for criminal activity.

4-133. The military generally does not lead the planning and execution of detainee release programs; however, the military may be tasked with establishing and operating theater detention facility reconciliation centers to ensure the continuity of detainee programs established in detention centers in conjunction with reintegration efforts that conclude at the points of release back into society. The individual or large-scale release or reintegration of detainees back into the civilian community is a significant event in stability tasks. Reintegration efforts must be widely understood and visible. This is generally achieved by a deliberate information and public affairs effort. Former combatants may participate in the process when offered some level of due process involvement linked to corrective behavior modification. Commanders must seek legal assistance, and they are responsible for ensuring that members of their command live by, adhere to, and uphold the moral principles of the Army ethic as they balance regulatory operations security and detainee privacy entitlements with the transparency necessary for supporting national values. Military police may provide the security, custody, and control of detainees at theater detention facility reconciliation centers and may actively conduct rehabilitative and reconciliatory programs in a command or support relationship with the headquarters responsible for the area of operations that contains a theater detention facility reconciliation center.

4-134. The military police role during detainee operations in stability environments is central to transitioning the strategic risk of interning large numbers of civilian detainees to a strategic advantage. A strategic advantage is gained from the reintegration of informed and productive citizens who are at peace with their community and government. This is not possible if detainees have not been treated humanely and with respect and dignity.

SITE EXPLOITATION

4-135. Site exploitation is the synchronized and integrated application of scientific and technological capabilities and enablers to answer information requirements, facilitate subsequent operations, and support host-nation rule of law (ATP 3-90.15) These sensitive sites receive added scrutiny. ATP 3-90.15 provides an in-depth discussion of site exploitation and sensitive sites. Examples of sensitive sites requiring military police technical capability may include-

CBRN facilities that are related to weapons of mass destruction.

War crime sites (mass graves, illegal detainment facilities, clandestine mission command facilities).

Terrorist training camps.

Locations where U.S. Soldiers, civilians, and contractors were isolated or held in captivity as prisoners of war and hostages. Isolated persons leave visible and invisible evidence of their presence. They abandon equipment; scratch names and dates; write notes; or leave fingerprints, hair, or body fluids.

Research and production facilities involving breakthrough technologies.

Government buildings and infrastructure.

Official government residences.

4-136. Requirements for military police support are generally based on the type of site, the duration of the exploitation mission, and the anticipated conditions in the area of operations. Military police support may be required once the site has been seized; mission planners should coordinate and allocate support from military police and CID agents, as required. Military police have many potential roles in operations involving site exploitation. Military police and/or CID agents may be required to-

Isolate and secure the exploited site by establishing a restricted perimeter, providing access control, and preventing evidence destruction.

Conduct exploited-site searches, evidence collection, and management activities, to include the establishment of the proper chain of custody for material collected at the site. Establishing a proper chain of custody for evidentiary purposes is required if the material is expected to be used in legal proceedings.

Conduct the initial assessment and characterization of suspected mass graves, torture chambers, and war crime sites.

Assist with handling and processing detainees; cataloging biometric data for individual detainees; and segregating and controlling personnel detained at the site to enable evaluation for further detention, interview, or interrogation. In cases in which criminal prosecution is expected, military police or CID agents may be required to interview suspects or collect witness statements.

Process detainees, captured documents, and equipment.

Conduct police intelligence operations through the collection of police information, police engagement, and biometrics. Provide applicable police information and police intelligence on facilities, security, emergency response personnel and organizations, and key personnel in the area.

Conduct crowd control and civil disturbance operations.

Provide MWD support for security, explosives, or narcotic detection.

SECTION IV - JOINT/INTERAGENCY/MULTINATIONAL

4-137. In unified land operations, military police forces operate as part of a joint force and often within a multinational and interagency environment across the range of military operations. The following operations are grouped into three areas that compose the range of military operations (see JP 3-0 for additional information):

Military engagement, security cooperation, and deterrence operations.

Crises response and limited contingency operations.

Large-scale ground combat operations.

4-138. Each Service has police organizations and capabilities that reflect the Service traditions, roles, and approaches to maintaining order and discipline. An understanding of the police capabilities and limitations of each Service may assist the joint operations staff in tailoring police organizations into effective and efficient multi-Services or joint police elements to accomplish the mission. The senior police leader serving on the joint staff is responsible for providing comprehensive recommendations to the joint force commander on the effective employment of all joint and combined military and civilian police capabilities in support of joint operations. The police organizations of each Service component can be called on to provide support to the other Services to meet joint force requirements. See JP 3-08, JP 3-63, and NATO Standardization Agreements (STANAGs) 2085 and 2226 for additional information.

JOINT/INTERAGENCY/MULTINATIONAL CAPABILITIES

4-139. Service component police capabilities are not fully interoperable. All Services do not conduct military policing activities by using the three military police disciplines, but there are similarities that facilitate the alignment of capabilities and missions. Planners must accurately identify the police capabilities required for an operation and then match the requirement with the proper Service component police element. The Navy master-at-arms and Naval Criminal Investigative Services, the U.S. Air Force security forces and Office of Special Investigations, and the Marine Corps military police and CID have provided police and security capabilities specific to the respective Services. Some of their capabilities may be similar to those of the Army military police; however, their unique mission sets inevitably produce different capabilities that may complement or enhance Army military police capabilities in a joint construct.

OTHER MILITARY POLICE CAPABILITIES

4-140. In addition to U.S. military police forces, multinational-partner military police can provide valuable capabilities. Host-nation, multinational, and U.S. civilian contractors provide labor, materiel, infrastructure, and services and may possess certain policing capabilities and expertise that are specifically adapted to the local environment. There are other benefits to using multinational, host-nation, and U.S. contractors, but their use must be weighed against their potential limitations. The mixture of capabilities may change during the phases of an operation and may require management across Service lines to ensure that the joint force commander has appropriate forces in place.

4-141. Host-nation police capabilities may be available if an adequate infrastructure exists. This could potentially include a wide array of civil, military, or public works organizations. Usually, it is possible to contract a limited range of security services with U.S., local, or third-country national organizations and civilian contractors. There are differences in their applications during stability tasks and DSCA. These assets are used to free up military assets, minimizing the military footprint in a theater when requirements exceed military capabilities or when military police operations are to be conducted in areas that are relatively safe from active combat.

CONTINGENCY CONTRACTS

4-142. Security activities may be provided through several contracting agencies and contract vehicles. Contract police and security can be critical to preserving military police units for higher-priority missions. The Army or joint community may contract security and specific technical law enforcement support capabilities where the military police and USACIDC force structure lacks the required capacity or the specific capability does not exist within the Army inventory. Contract assets may play a significant role in mission accomplishment by providing the joint force commander and joint force military police with additional options and flexibility in general military police and security support.

4-143. When contingency or expeditionary contracts for police or security augmentation or the sustainment of military police capabilities are awarded by a U.S. contracting authority, the contracting officer or the supported force is responsible for quality assurance to ensure that the contractor and its employees are providing services and supplies that are in compliance with the terms and conditions of the contract. Military police should provide direct oversight or OPCON over contract police and security elements to ensure unity of effort. Military police commanders must inform the staff and subordinates of the extent of contracted support and ensure that tasks assigned to the contractor are within the scope of the contract.

LAW ENFORCEMENT PROFESSIONALS PROGRAM

4-144. The Law Enforcement Professionals Program embeds an operational policing capability directly into corps, division, BCT, and battalion headquarters to assist commanders by providing expertise and methodology to understand, identify, target, interdict, and suppress criminal networks or threats that use criminal enterprises and techniques to support their operations. The program provides experienced law enforcement professionals with technical analytical expertise and investigative skills to understand and identify complex criminal networks, organizations, and activities. These law enforcement professionals are managed by OPMG and integrated in-theater by the echelon provost marshal. The embedded law enforcement experts are civilian or Army investigators (sister service investigators may be integrated if required) with extensive background and experience in complex criminal investigations.

INTEGRATION OF CAPABILITIES

4-145. Joint integration does not require joint commands at all echelons, but it does require an understanding of joint synergy at all levels of command. Joint synergy extends the principles of combined arms to operations conducted by two or more Service components. (See JP 1 for additional information.) The strengths of each Service or functional component combine to overcome the limitations or reinforce the effects of the other components. The combination of multiple and diverse joint force capabilities generates combat power that is more potent than the sum of its parts. Integrating the varied and special capabilities of military police organizations requires an understanding of the various capabilities and limitations of the military police assets available for any given mission. Integration requires a common understanding of the mission command structure and the processes in place to employ military police capabilities in support of the unified action.

INTERAGENCY COORDINATION AND INTERORGANIZATIONAL COOPERATION

4-146. Because of the leverage of their wide range of expertise and funded resources, U.S. government agencies can support the joint force commander's mission objectives and greatly expand the capabilities of the joint force. This is true if the response is international in nature or within the United States. Coordination and a clear understanding of the commander's intent are critical when synchronizing operational efforts involves multiple government agencies. The joint force commander is required to coordinate with U.S. government agencies to achieve overall U.S. objectives. Joint force military police should have an understanding of the capabilities of these agencies and their support functions. While government agencies may increase the resources engaged in a given operation, this may increase and complicate coordination efforts. Military police personnel must be prepared to conduct or support stability tasks by working closely with U.S. departments and agencies, foreign governments and security forces, global and regional international organizations, U.S. and foreign nongovernmental organizations, private-sector individuals, and for-profit companies. See JP 3-27 and JP 3-28 for additional information on homeland defense, DSCA, and associated interagency coordination.

4-147. The intricate linkages among the instruments of national power (diplomatic, informational, military, and economic) demand that commanders consider all capabilities and agencies to help achieve the common end state. Interagency coordination forges a vital link between military operations and activities conducted by U.S. government agencies; nongovernmental organizations; and regional, international, and United Nations organizations. Other potential partners include host-nation agencies, the U.S. interagency community, and other partners in and outside the federal government. Because military police are likely to operate with interagency, foreign, nongovernmental, and international organizations in a variety of circumstances, participation in the joint force commander's interagency process is critical. Two means of facilitating such coordination involve the civil-military operations center and the joint interagency coordination group. Additional discussion of the civil-military operations center and joint interagency coordination group is provided in the discussion of boards, workgroups, and cells in JP 3-08.

MULTINATIONAL OPERATIONS

4-148. During multinational operations, U.S. forces establish liaison with assigned multinational forces early in the process based on mission requirements. Army forces exchange specialized liaison personnel in fields such as aviation, fire support, military police, intelligence, public affairs, and civil affairs. Missions to multinational units should reflect the capabilities and limitations of each national contingent. Commanders should give special consideration to niche capabilities that multinational police forces may possess. Multinational police forces may possess other policing specialties that exceed or enhance U.S. Service capabilities, such as constabulary capability or increased criminal investigation capacity. Army military police forces have more mobility, firepower, and communications capability than other military police multinational partners and, in some cases, more than other Services. Aligning capabilities to missions is an important consideration in multinational operations. Political considerations may make these alignments more difficult to achieve. See JP 3-16 for additional information on multinational operations

MULTINATIONAL SECURITY FORCES

4-149. In addition to the joint security forces discussed earlier, the contribution of multinational and partner nation forces to the operational area may bring in security forces that can contribute to the overall security and protection provided to facilities, personnel, and equipment. Joint security forces and multinational security forces do not possess identical capabilities. It is important to understand each security force function so that it is used to maximize the efficiency of the security force capability and provide the right level of expertise for the missions and tasks assigned. One of the defining factors that can determine the capability to perform certain functions and tasks is the combined manning and equipment of the unit. The unit ability to shoot, move, and communicate is critical to selecting and assigning missions within the unit manning and equipment capability. Security forces without vehicles can best be used on static security posts, while vehicle and communication-equipped security forces can better be used in a security and mobility support role. Military police forces are best suited for direct and general support to maneuver forces. Other determining factors for multinational security forces are political considerations and sensitivities. Also, some units may be under a multinational agreement to participate only if used in certain locations or roles. It is important to honor those commitments.

SPECIAL OPERATIONS FORCES

4-150. Commanders employ special operations forces to help attain strategic and operational objectives. Special operations forces are well suited to operate in a joint, multinational, or interagency environment and can operate independently for extended periods of time in isolated areas. Special operations forces may advise, train, or assist host-nation personnel in conventional reconnaissance, surveillance, and small-unit tactics to accomplish tactical objectives. Military police can serve as a force enabler to special operations forces across the range of military operations. This support is not limited to any one point on the range of military operations. See ADP 3-05 and ADRP 3-05 for additional information.

4-151. Military police possess unique technical capabilities that support the special operations forces core operations (unconventional warfare, foreign internal defense, counterinsurgency operations, counterterrorism activities, weapons of mass destruction operations, combat stability operations, and support to major operations). Military police support to special operations is conducted at the company, platoon, squad, and Soldier level. Military police technical support includes-

Forensic analysis and/or biometric identification capabilities.

Host-nation police and/or corrections training and support.

Police/criminal information analysis.

Detainee operations.

Physical security procedures and/or antiterrorism measures.

MWD.

Logistic security.

Dislocated-civilian operations.

Protective services.

Chapter 5

Planning and Sustainment Considerations

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.

General Douglas McArthur

This chapter discusses how military police planners and staff members in combined arms or nonmilitary police headquarters must integrate themselves into planning and operational process activities to include the effective planning and incorporation of sustainment support requirements for military police organization by echelon. Military Police planners must understand the joint planning processes when supporting joint operations, while utilizing other problem-solving activities that address specific military police functional requirements. Sustainment for organic military police units and, in general, military police companies and below, includes the functions of supply, field services, transportation, maintenance, ordnance (minus explosive ordnance disposal), health service support, personnel services, and selected general engineer support.

SECTION I - PLANNING

5-1. Planning is a part of mission command. Planning is the means by which the commander envisions a desired future; lays out effective ways to achieve it; and communicates the vision, intent, and decisions that are made between commanders, their staff, subordinate commanders, and unified action partners. Planning is a continuous, cyclic activity of the operations process. The product of planning is a plan or an order that directs future action.

5-2. Planning is also based on imperfect knowledge and assumptions about the future. The following planning tasks help military police commanders and staffs to-

Understand and develop the situation.

Anticipate events and adapt to changing circumstances.

Task-organize the force and prioritize efforts.

5-3. Planning provides an informed forecast of how future events may unfold and how military police forces may be employed to support future operations. This entails identifying and evaluating potential decisions and actions in advance to include thinking through consequences of certain actions. Planning involves thinking about ways to influence the future and how to respond to potential events. Put simply, planning is thinking critically and creatively about what to do and how to do it, while anticipating changes along the way.

5-4. A key aspect of planning is organizing military police forces for operations. Task-organizing is the act of designing a force, support staff, or sustainment package of specific size and composition to meet a unique task or mission (ADRP 3-0). Through task organization, commanders establish command and support relationships and allocate resources to weigh the decisive operation or main effort. Command and support relationships provide the basis for a unity of command and effort in operations. See ADRP 5-0 for additional information on Army command and support relationships.

5-5. Commanders integrate input from subordinate commanders, unified action partners, and community partners into their planning processes. Military police leaders must understand and be integral participants in the planning processes impacting military police operations at their echelon of employment. Supporting military police unit commanders and leaders conduct parallel planning processes that provide effective outcomes for the military police units employed and appropriate input to the higher commander's process. The provost marshal and other military police staff planners coordinate military police planning activities with their counterparts at higher, adjacent, and subordinate headquarters.

5-6. Military police operations are complex and resource-intensive with regard to time, manpower, equipment, and sustainment resources and require extensive and proactive coordination. Successful military police planning requires an understanding of military police capabilities and requirements (tactical and technical) and their impacts on the concept of operations. Military police operations must be identified and synchronized during the planning activities of the operations process, requiring the critical reasoning skills and problem-solving techniques inherent in established Army planning (see ADRP 5-0). Military police operations require the use of military police-specific technical skill sets to plan, manage, and execute the military police-specific disciplines on the battlefield.

5-7. Military police planners provide for the integration of military police-focused considerations on the supported commander's staff at each echelon. Throughout the planning process, the military police staff must advise supported commanders and their staffs about military police capabilities, methods of employment, and additional capabilities and depths of the military police force pool. Table 5-1 provides notional military police mission planning considerations. In those units without organic military police staff support, including support type organizations, it is important for the supporting military police organization to provide planning support. The liaison may be needed in certain situations to ensure proper and complete staff planning.

Table 5-1. Military police planning considerations

MP Organization | Mission Planning (Phase I - III) | Supported Organization | Relationship
[picture] | 1 per senior Army headquarters | Theater | Assigned
[picture] | 1 per corps or senior Army headquarters 1 per 2-5 MP BN (MP or detention) | Corps MP Command Division | OPCON Assigned DS or GS
[picture] | 1 per senior Army headquarters | Senior Army headquarters | GS
[picture] | 1 per 2-5 MP CO 1 per two DC camps under U.S. Army control or 10,000 DC | DivisionMP BDE MEB | DS or GS Assigned OPCON
[picture] | 1 per TDF (4,000 detainees) 1 per strategic detention facility | MP BDE | Assigned
[picture] | 1 per 2-5 CID detachments | CID Group | Assigned

1 per committed BCT (minimum)
1 per APOD
1 per intra-theater Army airfield
1 per SPOD plus 2 additional MP platoons
1 per DC facility under U.S. Army control (5,000 DC)
1 per 80 KM of MSR/ASR
1 per detainee holding area plus two platoons
2 per strategic detention facility
3 per theater detention facility (4,000 detainees)
BCT MP BN
DS or GS OPCON Assigned

1 per HHD MP detention BN
1 per strategic detention facility
1 per 300 high risk detainees
1 per confinement facility U.S. military prisoners (300 prisoners)
1 per two DC camps under U.S. Army control or 10,000 DC
MP DET BN
Assigned

[picture] | 2 per modular ammo ordnance CO 2 per QM petroleum pipeline and terminal operating CO | MP CO | Assigned

1 per 37,040 U.S. Army personnel at division and below
1 per APOD and SPOD complex
1 per 14,608 U.S. Army personnel at theater and corps
1 per MP detention battalion
MP BN (CID)
Assigned

[picture] | 1 per division and senior Army headquarters 1 per 20,000 U.S. Army personnel in a BCT, division, and corps area 1 per 12,500 U.S. Army personnel in joint security area | MP BN | Assigned
[picture] | 1 per BCT 1 per MP BN (MP BN and MP Detention BN) 1 per APOD and SPOD plus three additional MWD teams ( 9 MWD) | BCT MP BN MP CO | GS or DS Assigned Assigned
(MWD headquarters team) | 1 per 1-4 MWD squads and/or PDDD - tracking team 1 per senior Army headquarters (to fill MWD program manager positions) 1 per MP BN (MP BN and MP Detention BN) | Senior Army HQ MP BN | GS or DS Assigned
[picture] | 1 per theater of operation | CID BN | Assigned
(MWD patrol drug detection dog - tracking team) | 1 per MP BN (MP BN and MP Detention BN) 2 per APOD and SPOD | MP BN | Assigned

Legend:

APOD

aerial port of debarkation

BCT

brigade combat team

BDE

brigade

BN

battalion

CID

criminal investigation division

CO

company

DC

dislocated civilian

DET

detachment

DS

direct support

FXL

forensics exploitation lab

HHD

Headquarters and Headquarters detachment

HQ

headquarters

HQ DET

headquarters detachment

km

kilometer

LE

law enforcement

MP

military police

MWD

military working dog

PDDD

patrol drug detection dog

SPOD

sea port of debarkation

OPCON

operational control

QM

quarter master

Note. The considerations presented in table 5-1 primarily describe the potential employment of military police capabilities. These notional considerations do not relieve planners of the requirement to perform detailed mission analysis to support the identification and employment of specific capabilities required to accomplish missions.

5-8. Relevant information includes information that is important to the commander who is commanding the mission. In the context of information management, the mission variables make up the major subject categories into which relevant information is grouped for military operations. (See chapter 1 for a complete discussion of the mission variables.) The commander and staff consider relevant information for each variable in all military operations. The relative impact of each variable may vary, but the commanders and staffs must consider them all.

5-9. The analysis of the operational environment concerning the operational variables begins early in the planning process. The analysis concerning mission variables begins during mission analysis. Staff sections analyze the situation and its effects on areas of expertise concerning the mission variables to maintain the staff running estimates. Running estimates provide the relevant information that commanders need to understand the situation. Military police planners and staffs at all levels must continually assess and identify information gaps and develop information requirements that support further planning, assessment, and decision points. The development of a collection plan satisfies these information requirements and drives police intelligence operations.

5-10. Communications support military police operations by contributing to the collection, processing, and dissemination of an uninterrupted flow of police information via wired and wireless networks. Support to military police operations consists of the network management functions that build and manage communication networks. All communications support requirements must be coordinated through the signal staff officer during the integrated planning phase.

OPERATIONAL CONSIDERATIONS

5-11. When planning for military police operations, there are operational considerations that apply. While the process is the same at all echelons, there are differences that apply to each level of war. Specific planning for the military police disciplines and their associated tasks varies by echelon and across the Service components in which that planning occurs. Although many of the tasks that are performed by military police are relevant for each of the operational components, each of those components tend to drive the type of task that is performed in support of them. Parallel planning is critical, and the degree of unified action partner participation affects planning. The condition of the host nation and its receptivity to our presence may dynamically affect planning.

STAFF PLANNING AT EACH LEVEL OF WAR

5-12. It is important to understand planning within the context of the levels of war (see figure 5-1). Operational-level planning involves broader dimensions of time and space than tactical-level planning does. It is often more complex and less defined. Operational-level planners are often required to define the area of operations, estimate forces required, and evaluate the requirements for the operation. In contrast, tactical-level planners proceed from an existing operational design. Normally, areas of operations are prescribed, objectives and available forces are identified, and sequences of activities are specified for tactical-level commanders. Neither operational nor tactical-level planning is limited to particular echelons. As echelons of responsibilities have blurred, essentially any military police unit is capable of supporting a maneuver unit at any level of war. For example, a military police battalion may deploy to support a joint task force or an Army corps at the operational level or a corps, division, MEB, or BCT at the tactical level. Military police planning is conducted at the strategic, operational, and tactical levels and includes all of the military police disciplines.

Figure 5-1. Military police planning at each level of war

5-13. Understanding the theater structure commonly used to array military capabilities enables an understanding of military police capabilities within the context of the operational environment. A theater is a geographic area for which a geographic combatant commander is assigned military responsibility. The command views a theater from a strategic perspective and assesses the level of international military cooperation available with the degree of dedicated U.S. military resources necessary. These factors influence prospective Army operations in each theater or geographic combatant commander's area of responsibility.

5-14. When conducted concurrently with a large-scale operation and synchronized to the overall concept of operations, the geographic combatant commander's or senior Army commander's planning concepts focus military police planners on the relationship of protection, support to movement and maneuver, detention, and support to stability tasks. Military police planners must determine the basic, yet broad, mobilization, deployment, employment, and sustainment requirements of the combatant commander's concept of operations. At all levels of planning, the senior military police commander or staff planner at each echelon must support the development of the supported commander's operation plan or operation order and an internal operation plan or operation order for the military police organization.

ARMY PLANNING METHODOLOGIES

5-15. Successful planning requires the integration of conceptual and detailed thinking. Army leaders employ three methodologies for planning and determining the appropriate mix based on the scope of the problem, Army leaders' familiarity with it, the time available, and the availability of staff. The following methodologies assist commanders and staffs with planning:

Army design methodology.

The military decisionmaking process.

Troop leading procedures.

5-16. Army design methodology is a methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them (ADP 5-0). Army design methodology is particularly useful as an aid for commanders conducting conceptual planning, but must be integrated with the detailed planning associated with the military decisionmaking process to produce executable plans. See ADRP 5-0 for additional information on Army design methodology.

5-17. Army design methodology entails framing an operational environment, framing a problem, and developing an operational approach to solve the problem. Army design methodology results in an improved understanding of the operational environment, a problem statement, the initial commander's intent, and an operational approach that serves as the link between conceptual and detailed planning. Based on Army leaders' understanding and learning gained during Army design methodology, commanders issue planning guidance, to include an operational approach to guide more detailed planning using the military decisionmaking process.

5-18. Troop leading procedures is a dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation (ADP 5-0). Troop leading procedures extend the military decisionmaking process to the small-unit level. The military decisionmaking process and troop leading procedures are similar, but not identical. Commanders with a coordinating staff use the military decisionmaking process as a primary planning process. Military police company level and smaller units lack formal staffs and use troop leading procedures to plan and prepare for operations. This places the responsibility for planning primarily on the commander or small-unit leader. Troop leading procedures enable military police leaders to maximize available planning time while developing effective plans and preparing their units to conduct military police operations.

MILITARY DECISIONMAKING PROCESS

5-19. The military decisionmaking process is an iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). Not all decisions require the same level of planning. Commanders and staffs make hundreds of decisions during operations in an environment of great uncertainty, unpredictability, and constant change. The commander makes some decisions very quickly. Other decisions are deliberate, making use of the military decisionmaking process and a complete staff to create a fully developed and written order. The military decisionmaking process is defined in detail in ADRP 5-0. JP 5-0 provides the planning construct in a joint environment in the same manner.

5-20. Military police planning includes considerations unique to military police operations, the particular situation, and the specific mission. Some considerations are more generic and can be summarized for a broad reference in any application of the military decisionmaking process. Focused primarily at operational-level planning, table 5-2 lists some of the generic military police planning considerations as they pertain to the operations process and each step of the military decisionmaking process.

Table 5-2. Military police considerations in the military decision-making planning, preparation, execution, and assessment processes

Operations Process | MDMP Steps | Military Police Considerations
Plan | Step 1. Mission receipt | Receive higher headquarters plans, orders, and planning directives.
Understand the commander's intent and time constraints.
Request a map, satellite photographs, information, and intelligence about the AO.
Request detainee capture estimates.
Request estimates of DCs in the AO.
Participate in planning boards and working groups that impact military police operations or when military police operations may impact Army operations.
Plan | Step 2. Mission analysis | Analyze available military and police intelligence products.
Evaluate terrain, climate, and threat capabilities to determine the potential impact on movement, protection, and survivability.
Develop essential military police unit and task requirements to support the higher headquarters intent.
Identify available information on routes and key facilities.
Evaluate LOC, APOD, and SPOD protection requirements.
Determine the availability of military police headquarters, units, and detention and resettlement facilities.
Review the availability of military police capabilities to the Army, joint/multinational forces, the host-nation, and contract personnel.
Determine military police unit requirements for the supported force.
Determine detention or DC support requirements based on capture projections.
Determine military police specialized technical requirements, such as customs operations, forensics support, or investigative needs.
Review base camp master planning documentation to determine the adequacy of necessary facilities and security-related construction.
Review existing MSR and critical site information. Conduct site reconnaissance (if possible), and determine the potential threat and mitigations.
Determine the level of interagency cooperation required among security forces.
Determine funding sources, as required.
Determine supply (Class I through X) requirements, and establish support links.
Determine threat capabilities to interdict MSR and high-risk facilities.
Develop detention, and recommend CCIR.
Integrate military police reconnaissance efforts.
Develop DC, and recommend CCIR.
Integrate police information and police intelligence products.
Plan | Step 3. COA development | Identify priority military police requirements, including essential tasks developed during mission analysis.
Integrate military police support into COA development.
Recommend an appropriate level of protection for each COA based on the expected threat.
Recommend detention or resettlement facility and temporary holding locations, the construction or improvement of facilities and security- related structures, and sustainment support requirements.
Recommend the prioritization of military police disciplines that are linked to each operation phase.
Plan | Step 4. COA analysis (war game) | War-game and refine each COA of the military police plan.
Develop pros and cons for each COA.
Step 5. COA comparison | Determine the most feasible, acceptable, and suitable methods of completing the military police effort.
Determine and compare the risks of each military police COA.
Prepare | Step 6. COA approval | Refine the commander's intent, CCIR, and EEFI.
Gain approval of the essential military police tasks and priorities, as required.
Step 7. Orders production, dissemination, and transition | Produce/approve military police OPLAN/OPORD; or integrate critical military police-related information, missions, and coordination within the OPORD and produce annexes/appendices, as required.
Review (and provide input for) the appropriate plans and orders.
Ensure that resources are properly allocated.
Ensure that subordinates understand the OPLAN/OPORD.
Prepare |  | Coordinate mission rehearsal exercises, as appropriate.
Conduct OPLAN/OPORD prebriefings.
Conduct TLP and precombat checks, as required.
Continue the integration and synchronization of the military police plan with higher, adjacent, and subordinate units.
Conduct plans to transition operations.
Establish liaison where required.
Execute |  | Execute military police task as prioritized for each phase to support movement and protection, as required.
Conduct TLP and precombat checks, as required.
Participate in military police-related boards and working groups.
Coordinate detention operations according to international law and treaties.
Monitor operations, change indicators, and decision points; make required decisions.
Maintain situational understanding.
Assess |  | Determine if forces (including resources) are ready and if appropriate capabilities exist.
Develop viable MOE and MOP.
Monitor and evaluate operations, from planning through execution.
Continuously assess military police operations against MOE to ensure that the desired effect is achieved.
Continuously assess military police operations against MOP to ensure proper execution.
Revise MOE and MOP, as needed.
Apply corrective planning and execution measures, as needed.

Legend:

AO

area of operations

APOD

aerial port of debarkation

CCIR

commander's critical information

COA

course of action

DC

dislocated civilian

EEFI

essential elements of friendly

HN

host nation

LOC

line of communications

MDMP

military decisionmaking process

MOE

measure of effectiveness requirements

MOP

measure of performance

MSR

main supply route

OPLAN

operation plan

OPORD

operation order information

SPOD

seaport of debarkation

TLP

troop leading procedures

RUNNING ESTIMATE

5-21. A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander's intent and if planned future operations are supportable (ADP 5-0). Commanders and each staff section must maintain continuous running estimates throughout the planning, preparation, and execution process.

5-22. Military police commanders, provost marshals, and staff planners use the running estimate as a tool to facilitate accurate and current situational understanding and predictive analysis. The running estimate-an extension of the military decisionmaking process-is conducted concurrently with the planning process of the supported force commander and is continually refined. This estimate allows for the early integration and synchronization of military police considerations into combined arms planning processes. In their running estimates, staff sections continuously consider the effect of new information and update the following: facts, assumptions, friendly force status, effects of enemy activity, civil considerations, and conclusions and recommendations. Military police closely examine civil considerations that can affect military operations and social order. The factors of POLICE (see ATP 3-39.20) provide a framework for assessing the police and criminal environment and serve as a tool for organizing information and developing information requirements, some of which may become CCIRs. This assessment helps shape military police planning and the execution of military police operations. A military police staff running estimate assesses the following as it relates to military police support and planning:

Operational environment effects on current and future operations from the military police perspective.

Friendly-force capabilities (ongoing and planned operations).

Enemy capabilities (area of operations of the unit for current operations and future plans).

Civil considerations (area of expertise of the section for current operations and future plans, especially crime and criminal networks; police and prison capability and capacity; and enforcement gaps and mechanisms with respect to police infrastructure and systems).

5-23. The development and continuous maintenance of the running estimate drive the coordination required between military police units, provost marshals, military police staff planners, supported commanders, and other staff officers (to include joint staff) in the development of plans, orders, and supporting annexes. Additionally, the allocation of military police assets and resources assists in determining command and support relationships that are used. Table 5-3 shows the relationship between the military decisionmaking process and the military police staff running estimate. Within a functional military police brigade or battalion, the staff is responsible for all aspects of the process; within a multifunctional headquarters, the military police staff within the provost marshal section must ensure that military police considerations are integrated within the process and are published in the resulting order.

Table 5-3. Military decisionmaking process and military police running estimate

MDMP | Military Police Running Estimate

Mission analysis.

Analyze higher headquarters order.

Conduct IPB.

Determine specified, implied, and essential tasks.

Review available assets.

Determine constraints.

Identify critical facts and assumptions.

Conduct a risk assessment.

Determine the CCIR.

Develop an intelligence and surveillance plan.

Plan the use of available time.

Write the restated mission.

Conduct a mission analysis briefing.

Approve the restated mission.

Develop the commander's intent.

Issue commander's guidance.

Issue a warning order.

Review facts and assumptions.

Mission analysis.

Analyze the higher headquarters orders, to include-

Commander's intent.

Mission.

Concept of operation.

Timeline.

AO.

Conduct IPB and develop a military police staff running estimate, to include-

Terrain and weather analysis.

Enemy mission and capabilities.

Criminal environment.

Friendly mission and capabilities.

Analyze the military police mission, to include-

Specified military police tasks.

Implied military police tasks.

Assets available.

Limitations.

Risk as applied to military police capabilities.

Time analysis.

Essential tasks for critical military police disciplines.

Restated mission.

Conduct a risk assessment, to include-

Safety.

Police operations.

Police intelligence.

Detention operations.

Security and mobility support.

Protection.

Recommend changes to the CCIR.

Integrate the military police reconnaissance effort.

COA development

Develop a scheme of military police operations.

Analyze relative combat power.

Refine essential tasks for military police disciplines.

Identify military police missions and the allocation of forces and assets.

Determine the military police priority of effort and support.

Refine the commander's guidance for military police operations.

Apply military police employment considerations.

Integrate military police operations into each COA.

COA analysis | War-game and refine the military police plan.
COA comparison | Recommend a COA.
COA approval | Finalize the military police plan.

Order production

Provide input to the basic OPORD, to include-

The scheme of military police operations.

Essential tasks for military police support.

Subunit instructions.

Coordinating instructions.

Military police information in annexes and appendixes.

Note. Focus on the factors of POLICE to frame the IPB of the area of operations relevant to military police operations.

Legend:

CCIR

commander's critical information requirement

COA

course of action

IPB

intelligence preparation of the battlefield

MDMP

military decisionmaking process

OPORD

operation order

POLICE

police and prison structures, organized criminal elements, legal system, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms

PLANS AND ORDERS

5-24. The staff prepares the order or plan by turning the selected course of action into a clear, concise concept of operations and the required supporting information. The concept of operations for the approved course of action becomes the concept of operations for the plan. The course-of-action sketch becomes the basis for the operation overlay. Orders and plans provide all of the information that subordinates need for execution. Mission orders avoid unnecessary constraints that inhibit subordinate initiative. The staff assists subordinate unit staffs with planning and coordination. See ADRP 5-0 for additional information regarding plans and orders.

5-25. The military police staff planner provides input for the appropriate paragraphs in the base plan and annexes and appendixes of the plan. CJCSM 3130.03A is used for joint planning and resulting joint plans and orders. In addition to developing input for the functionally specific paragraphs in the base plan and annexes and appendixes of the plan, military police planners must review other sections. Military police commanders, provost marshals, and military police staff planners ensure the integration of military police support in appropriate sections and annexes. Military police review the task organization to ensure sufficient capability to meet identified requirements. The military police staff planners recommend appropriate command or support relationships. Considerations for command or support relationships are discussed later in this chapter. Additionally, planners provide input to the flow of the military police force, as detailed in the time-phased force and deployment data. Military police review operations sections, annexes, and overlays to ensure the inclusion of any military police graphics that would assist in conveying military police operations.

5-26. Military police information in annexes to the joint force commander, corps, or division operation plan is the principal means through which military police define military police support to the maneuver commander's intent, essential tasks, and coordinating instructions to subordinate commanders. It is not intended to function as the internal order for a military police organization, where the military police commander articulates intent; the concept of operations; and coordinating instructions to subordinate, supporting, and supported commanders. The preparation of the annex seeks to clarify military police support to the operation plan or operation order and includes-

The overall description of the concept for military police operations, including approved essential tasks.

The prioritization of military police disciplines and tasks synchronized with phases of the operation (see figure 5-2). See JP 5-0 for additional information on operational planning phases.

Specialized military police support considerations and coordination for detention operations, customs, forensics, and investigations.

Military police organizations in the force pool.

Essential tasks for subordinate military police units.

Allocations of resources to support military police operations.

Figure 5-2. Military police operations across the joint planning model

COMMAND AND SUPPORT RELATIONSHIPS

5-27. Commanders build combined arms organizations using command and support relationships. Command relationships define command responsibility and authority. Support relationships define the purpose, scope, and effect desired for which one capability supports another. See FM 6-0 for additional information on command support relationships.

5-28. Command relationships define superior and subordinate relationships between unit commanders. By specifying a chain of command, command relationships unify effort and enable commanders to use subordinate forces with maximum flexibility. Army command relationships identify the degree of control of the gaining Army commander. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved and quickly identifies the degree of support that the gaining and losing Army commanders provide (see figure 5-3).

Note. 1 in NATO, the gaining unit may not task-organize a multinational force. (See TACON.)

Figure 5-3. Army command relationships

5-29. Army support relationships are not a command authority and are more specific than joint support relationships. Commanders establish support relationships for which subordination of one unit to another is inappropriate (see figure 5-4).

Figure 5-4. Army support relationships

5-30. Military police staff planners recommend appropriate command or support relationships based on mission, available assets, and command priorities. Military police assets are extremely limited, especially those assets that are leveraged against high-demand technical policing disciplines, such as detention operations or support to host-nation police associated with civil security and civil control requirements during stability tasks. Commanders prefer decentralized execution when possible. Large-scale ground combat operations characterized by offensive operations conducted at a high operational tempo and potential for uncertainty are best supported by the decentralized control of functional assets such as military police or engineers. Commanders and planners must understand the centralization of military police capabilities that are required under the mission command of a military police brigade.

5-31. Centralized control is often the most effective method for managing the scarce capabilities or resources required to produce consistent and uniform effects across the entire area of operations. The implementation of initiatives to build host-nation policing capability that is synchronized and coordinated across a theater or area of operations and the consistent conduct of detainee operations are two examples in which the centralized control of military police under a military police brigade are warranted. The negative impacts of unsynchronized and inconsistent application of detainee operations or efforts to build host-nation policing capability across area of operations or joint area of operations can have significant strategic implications and cause major delays in operational benchmarks for success. When extensive and long-term military police technical capabilities are required across an area of operations or joint operations area, the military police brigade mission command of military police assets is required to ensure technical oversight, synchronization, coordination, and the consistent application of military police capabilities. This is especially true for stability tasks that are dominant within the area of operations.

5-32. Army command and support relationships allow for flexibility in allocating Army capabilities among various echelons above brigade. Command and support relationships are the basis for building task organizations. Command relationships define command responsibility and authority. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved.

5-33. Commanders establish support relationships when the subordination of one unit to another is inappropriate. Commanders assign a support relationship when-

The supporting unit is more effective and controlled by a commander with the requisite technical and tactical expertise.

The supporting unit simultaneously supports several units. The requirement to set support priorities to allocate resources to supported units that exists. Assigning support relationships is one aspect of mission command.

The relationships established by higher headquarters exist with units that are not in command or support relationships. These relationships are limited or specialized to a greater degree than the command and support relationships. Also, these limited relationships are not used when tailoring or task-organizing Army forces. The use of these specialized relationships helps clarify certain aspects of operational or administrative control.

OTHER RESPONSIBILITIES

5-34. The military police staff has many responsibilities beyond those previously discussed. While it is impossible to list every consideration or activity that the military police staff must balance, a few key responsibilities are as follows:

Parallel planning.

Working groups, boards, and cells.

Military police liaison.

PARALLEL PLANNING

5-35. Commanders are to ensure that plans are sent to subordinates with enough time to allow them to plan and prepare their operations. To accomplish this, echelons plan in parallel as much as possible. Parallel planning is two or more echelons planning for the same operation sharing information sequentially through warning orders from the higher headquarters prior to the headquarters publishing their operation plan or operation order (ADRP 5-0). This process is facilitated by the higher headquarters continuously sharing information with subordinate units concerning planning efforts. Parallel planning requires significant interaction between echelons. With parallel planning, subordinate units do not wait for the higher headquarters to publish an operation plan or operation order to begin their plans and orders development process. Military police commanders, provost marshals, and military police staff planners conduct a parallel planning process between the supported unit and the task-organized military police units. Although the senior military police commander may be dual-hatted as commander and provost marshal, this relationship is less likely, given the assignment of a provost marshal and military police staff planners to the BCT, MEB, division, and corps staff. At the brigade level and above, the senior staff military police planner or provost marshal is not routinely a supporting military police unit commander. It is critical that provost marshals, staff planners, and unit commanders conduct parallel planning with higher, adjacent, and subordinate military police units to facilitate the synchronized application of military police operations. This parallel process feeds the force commander's military decisionmaking process and provides the required planning information to feed operation plan or operation order and annex development. This parallel effort results in planning documents being published nearly simultaneously, maximizing the time available for mission rehearsal exercises and execution.

5-36. To facilitate effective parallel planning at the military police unit level, military police unit commanders, provost marshals, and staff planners must-

Understand the higher commander's intent and planning guidance.

Analyze military police combat power support to the operation plan through warfighting functions and military police functions.

Know the manning, training, and equipment capabilities of the military police unit so that the identified tasks can be accomplished within the time allotted.

Identify risks and methods to mitigate the risks.

Leverage reachback capabilities, including possible requests for assistance training of in-lieu-of forces, to assume security missions before or after their arrival in-theater.

Analyze the sequences of operational planning and the effects of simultaneously executed operations on military police support.

Analyze military police support requirements in specialty skill areas, such as customs, forensics, or investigative support.

Plan for the sustainment of military police operations, ensuring that all logistics requirements have been analyzed, accounted for, and resourced to accomplish the mission and facilitate future operations.

WORKING GROUPS, BOARDS, AND CELLS

5-37. Staffs are organized into staff sections. Commanders organize command posts into functional and integrating cells. Cells contain elements from staff sections. In the context of command posts, a cell is a grouping of personnel and equipment by warfighting function (such as movement and maneuver) or purpose (such as maneuver support) to facilitate mission command. Periodically, or as required, ad hoc groupings form to solve problems and coordinate actions. These groups include representatives from within or outside a command post; their composition depends on the issue. These groups are called working groups, and boards. Each is a control mechanism for regulating a specific action, process, or function. A working group is a grouping of predetermined staff representatives who meet to provide analysis, coordinate, and provide recommendations for a particular purpose or function (FM 6-0). A board is a grouping of predetermined staff representatives with delegated decision authority for a particular purpose or function (FM 6-0). When the process or activity being synchronized requires command approval, a board is the appropriate forum.

5-38. Commanders at each echelon may establish working groups, boards, or cells to manage and coordinate functional or multifunctional activities. Provost marshal staff members are key members on many of these working groups, boards, and cells and may chair protection-related groups. Working groups conduct staff coordination at the action officer level and prepare materials for decisions to be made at a board. Boards establish policies, procedures, priorities, and oversight to coordinate the efficient use of resources. Cells group personnel from various sections on a headquarters authorization document to integrate key functions, such as warfighting functions. The number of working groups, boards, and cells and the subjects they address depend on the mission, the environment, and the echelon. Higher echelons with broader spans of control require a greater number of working groups, boards, and cells. Battalion and brigade headquarters normally have fewer working groups than higher echelons; working groups also tend to be less formal at lower echelons.

5-39. The military police staff participates in numerous meetings, working groups, and boards to ensure the integration and synchronization of military police missions and requirements. Military police and USACIDC staff members participate to ensure that specific military police-related information requirements are integrated and the police information and police intelligence are fed and fused into the operations process. Military police staff elements participate in the following:

Assessment working groups.

Antiterrorism working groups.

Civil affairs working groups.

Civil-military operations working groups.

Joint interagency coordination groups.

IO working groups.

Intelligence synchronization meetings.

Intelligence working groups.

Interagency working groups.

Movement synchronization meetings.

Operations synchronization meetings.

Operations update and assessment briefings.

Protection cell and working groups.

Plans or future operations working groups.

Shift change briefings.

Threat working groups.

Targeting working groups.

MILITARY POLICE LIAISON

5-40. Providing liaison officers or noncommissioned officers between supporting and supported headquarters is a method of ensuring the continuity of planning efforts. The presence of liaison officers or noncommissioned officers in a headquarters provides real-time access to critical planning decisions and supporting information that guide the parallel planning efforts between headquarters elements. Typically, it is difficult for headquarters, operating with scarce resources, to give up an officer or liaison team for liaison duties, but the results usually outweigh the initial loss. Commanders must give liaison officers and noncommissioned officers full and uncontrolled access for every aspect of staff planning within the headquarters. The liaison officers and noncommissioned officers are the only individuals with this access, and they are fully capable of realizing their full use and effectiveness.

5-41. Other possible liaison missions might include-

Secret Service coordination in support of protective service details.

MWD coordination with supported agencies.

Host-nation policing activities.

Interagency and intergovernmental coordination during extended operations.

Federal, state, or local law enforcement activities during DSCA operations.

OPERATIONS PROCESS

5-42. Unified land operations are executed through a process of planning, preparation, execution, and continuous assessment-the operations process. These cyclic activities may be sequential or simultaneous. They are usually not discrete; they overlap and recur as circumstances demand. While differing significantly in design and application, all missions follow the operations process. The commander drives the operations process. Commanders use the operations process to help decide when and where to make decisions, control operations, and provide command presence. The integrating process and continuing activities occur during operations process activities. See ADRP 3-0 and ADRP 5-0 for additional information on these processes and activities.

5-43. The operations process is the context in which military police capabilities are integrated and synchronized into combined arms applications. Throughout the operations process, commanders synchronize forces and warfighting functions to accomplish missions. For example, the delivery of fires must be synchronized with target acquisition to produce the desired effects. Finding ways to accomplish the mission with an appropriate mix of lethal and nonlethal force is a paramount consideration for every Army commander. Through synchronization, commanders mass the lethal and nonlethal effects of combat power at the decisive place and time to overwhelm an enemy or dominate the situation. Military police leaders and staff planners at each echelon play a pivotal role in ensuring the synchronization of the variety of military police capabilities that are available to support decisive actions. They synchronize the application of military police functions through the warfighting function framework by integrating them into the operations process.

5-44. Military police units conduct planning and preparation activities integrated within the combined arms task organizations, as required by the operation and within their functional organizations. Combined arms rehearsals are especially critical to the success of complicated operations, such as gap crossings or passages of lines. Appropriate intelligence requirements and military police reconnaissance assets should be integrated throughout the information collection plan. Military police forces should plan and conduct military police missions in support of the primary mission, as required. Resource-intensive and focused operations involving civil control tasks, such as building host-nation police capability and capacity, require extensive planning and coordination within the combined arms staff and headquarters to ensure adequate support and situational understanding by commanders and staffs across the area of operations.

5-45. Military police execute missions and operations as part of an integrated combined arms effort. While some tasks are executed as part of a purely functional unit activity, all executed tasks and missions must be conducted within the intent, and in support of, the overall combined arms effort. Effective planning and preparation ensure the successful nesting of tasks and the synchronization of the efforts necessary to ensure that military police execution supports the senior combined arms commander's mission and intent. Throughout the operations process, all activities are continuously assessed to ensure that the desired results are achieved. Assessment precedes and guides every activity in the operations process and concludes each operation or phase of an operation. It involves a comparison of forecasted outcomes to actual events, using measures of effectiveness and measures of performance to judge progress toward success. It entails two distinct tasks-continuously monitoring the situation and progress of the operation toward the commander's desired end state and evaluating the operation against the measures of effectiveness and measures of performance. See ADRP 5-0 for additional information on assessment.

5-46. Military police capabilities may be applied to add technical detail to the commander's assessment. Military police teams collect technically focused police information that enhances situational understanding, protection efforts, movement and trafficability, policing models and strategies, and information focused on the criminal environment. Relevant gathered information is analyzed to produce police intelligence that adds to the depth of the commander's understanding and provides a technical basis for measures of performance and measures of effectiveness. Staffs analyze the situation concerning mission and/or operational variables to understand the mission and prepare staff running estimates. They continuously assess the effects of new information on the conduct of the operation; they also update staff running estimates and determine if adjustment decisions are required.

5-47. Military police staff members use the memory aids of PMESII-PT, mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC), and POLICE as tools to guide and conduct the analysis and assessment of policing activities and the maintenance of running estimates. Commanders empower the staff to make adjustments within its areas of expertise. This requires that staff members understand those aspects of operations that require the commander's attention and those that are delegated to their control.

The "Red Ball Express"

After the Allied breakout from the Normandy beachhead, the race to the Seine River began. With 28 Allied divisions in need of constant resupply, the rapid advance to the river started to seriously jeopardize the supply system. In order to meet the demand and expedite cargo to the front lines, a truck convoy system was organized "on the fly" within 36 hours, opening two 600-mile routes. The northern route was used for delivering supplies and the southern route for returning trucks. To ensure priority of effort, trucks were emblazoned with red balls, sign posts marked similarly, and military policemen sported red balls on their helmets. Thus, the famed "Red Ball Express" was born.

Traffic control posts were established at all key intersections and services were provided for both drivers and vehicles. At its peak, the Red Ball Express operated 5,958 vehicles from 132 truck companies carrying 12,500 tons of supplies per day. During its 81 days of operation, it delivered 412,193 tons of cargo. One could argue that the unsung heroes of the Red Ball Express were the military policemen from the 783rd Military Police Battalion.

Military police conducted convoy security and traffic control operations. This ensured that a steady flow of supplies reached frontline units and protected supply convoys from enemy ambush. Military police provided security for trucks that broke down and remained on scene to provide security for maintenance crews and vehicle recovery teams. Additionally, military police units strictly enforced rules regarding intervals between vehicles and blackout driving at night. Constantly patrolling main supply routes was also critical to keeping routes clear of obstacles.

SECTION II - SUSTAINMENT

5-48. Military police commanders and staff are essential to the sustainment of military police organizations and capabilities operating at every echelon. Sustainment for military police units and capabilities that are organic, assigned, or attached directly to a supported unit is the responsibility of the leaders and staff of the unit they support, but the higher-echelon provost marshal should retain an interest in the status of their support. The provost marshal must work closely with the supported unit logistics staff to assist in the planning, preparing, executing, and assessing operations that require specialized military police assets or when a particular mission is sustainment-heavy (such as detention or dislocated-civilian operations). When military police or multifunctional headquarters are provided, the organic logistics staff within that headquarters provides sustainment planning for the military police force under its mission command. See ADRP 4-0 for additional information on sustainment doctrine. See JP 4-08 for information on multinational support.

5-49. At the military police unit level, the basic sustainment responsibilities are to monitor, report, and request requirements through the correct channels to ensure that sustainment requirements are met when sustainment is brought forward to the military police unit. The military police company executive officer, first sergeant, and supply sergeant are normally in charge of these tasks within military police companies; they receive guidance and oversight from the commander. They are responsible for supporting any augmentation they receive. The accurate and timely submission of personnel and logistics reports, other necessary information, and requests is essential.

5-50. Military police plan to meet the changing requirements of the operation. The military police sustainment system should be versatile enough to keep pace with rapid decision cycles and mission execution, while reacting rapidly to crises or opportunities. Military police planners are sensitive to military police task organization changes. Military police units can normally respond to a change in task organization much quicker than theater sustainment packages can. Because of this, contingency military police sustainment plans are normally developed. Military police consider joint, multinational, contracted civilian, and interagency assets when planning support for operations. Military police are also responsible for the following:

Using all available resources to the fullest, especially host-nation assets.

Prioritizing critical military police activities based on the concept of operations.

Anticipating military police requirements based on war games and rehearsal-of-concept drills, incorporating experience and historical knowledge.

Organizing and resourcing for simultaneous and noncontiguous operations.

Participating in and evaluating the military police significance of each phase of the operation during the entire command estimate process, to include mission analysis, course-of-action development, analysis and war games, recommendation, and execution.

5-51. Commanders ensure that managers' internal control programs are in place to assess areas of risk, identify and correct weaknesses, and keep superiors informed. Managers' internal control programs provide reasonable assurance that establishes accountability and control procedures to comply with applicable laws and regulations to support audit readiness. The provost marshal and the military police unit commander forecast future requirements and accumulate assets needed to accommodate likely contingencies. Military police missions frequently require-

Significant fuel resupply capability due to high fuel consumption rates.

Nonlethal ammunition or technology that is required for security, policing, and law enforcement activities.

Military police-specific Class IX repair parts, often requiring additional coordination to obtain.

Large amounts of detention or resettlement Class I (rations) and Class IV (construction) materials.

Military police-specific Class I and II (clothing and individual equipment) supplies, which may require additional out-of-theater coordination.

Maintenance and transportation support.

Financial management support for the procurement process to facilitate the contracting of locally available commercial services and materials. Procurement support includes contracting, commercial vendor services, and resource management support. See FM 1-06 for additional information on financial management operations.

Construction and nonstandard Class IV materials support for detention or dislocated-civilian operations.

Legal support for detention missions.

Dedicated mess, shower, and laundry facilities for detention or dislocated-civilian operations.

Potential religious support personnel requirements for detainees, displaced civilians, or employed military police personnel.

MWD veterinarian and other sustainment support.

Commercial, off-the-shelf equipment required for policing and security operations, such as-

Lighting equipment.

Forensic collection equipment and biometric collection devices.

Evidence-processing materials and equipment.

Law enforcement-related equipment that is critical for police and prison or detention missions.

PROVOST MARSHAL

5-52. The provost marshal at each echelon is responsible for military police logistics estimates and plans. The provost marshal also monitors military police-related sustainment support for military police missions at that echelon. When military police augmentation is required, the provost marshal recommends the most effective command and support relationship. The provost marshal or subordinate staff member is responsible for the following:

Writing the appendixes associated with military police operations (detention operations, police operations, antiterrorism, physical security) to the operation plan or operation order to support the commander's intent, including recommending distribution for any military police-related, command-regulated class of supply or special equipment. The provost marshal prepares a portion of Annex C (Operations) and a portion of Annex E (Protection).

Assisting in planning the location of the forward supply points that are used for the delivery of military police-configured loads of Class IV and V (ammunition) material. This site is coordinated with the unit responsible for the terrain and the appropriate logistics staff officer or assistant chief of staff, logistics (G-4).

Assisting in planning the locations of military police equipment for the pre-positioning of critical equipment sets, such as detention or resettlement materials. These sites are coordinated with the unit responsible for the terrain and the appropriate battalion or brigade logistics staff officer (S-4) or G-4.

Working closely with the sustainment staff to identify available assets and recommending priorities to sustainment planners.

Identifying extraordinary medical evacuation requirements or coverage issues for military police units and coordinating with sustainment planners to ensure that the supporting unit can accomplish these special workloads.

Identifying critical military police equipment and military police mission logistics shortages.

Providing (in conjunction with the engineer) the appropriate S-4/G-4 with an initial estimate of supplies needed to support detention or dislocated-civilian operations and tracking their status.

Tracking the flow of mission-critical Class IV and V supplies into support areas and forwarding supplies to the supporting military police units. The provost marshal coordinates to provide military police personnel support, as required, to accept delivery of critical supplies.

Coordinating for explosive ordnance disposal support and integration, as necessary.

Coordinating MWD logistics support requirements, including veterinarian services; kennel facilities; food; narcotic and explosive training aids; and maintenance for vehicles, weapons, and other equipment. Leaders must be educated about necessary support requirements when supported by MWDs.

UNIT COMMANDER

5-53. The unit commander must ensure that sustainment operations maintain the mission capabilities of the unit and its ability to provide combat power. The unit commander and the staff provide critical insight during the supported unit planning process. The unit commander is responsible for the following:

Coordinating for sustainment support requirements external to the military police unit.

Anticipating problems, working to avoid delays in planning and battle transition, and conducting sustainment battle tracking.

Communicating with subordinate leaders to identify the need for push packages, ensuring their arrival, and tracking expenditures.

Assisting in determining the location of unit resupply points and monitoring the operation.

Ensuring that the unit is executing sustainment operations according to the supported unit standard operating procedures (SOP) and operation order.

Monitoring equipment locations and maintenance status.

Tracking military police equipment use, maintenance deadlines, and fuel consumption.

Receiving, consolidating, and forwarding logistics, administrative, personnel, and casualty reporting to the parent or supported unit.

Directing and supervising medical support within the unit, coordinating for additional support, as required.

Supervising and monitoring the evacuation of casualties, detainees, and damaged equipment.

Orienting personnel replacements and assigning personnel to subordinate units.

Conducting sustainment rehearsals at the unit level.

Ensuring that managers' internal control programs are in place to assess areas of risk, identifying and correcting weakness and keeping superiors informed.

Maintaining and providing supplies for unit field sanitation activities.

Integrating explosive ordnance disposal support, as necessary.

Managing, supporting, and employing MWDs.

5-54. Military police leaders should seek to ensure that, wherever possible, contract personnel supporting military police operations have accompanying security packages provided by the contractor or another authorized source. It is imperative that military police commanders and staffs fully understand the key differences between contracted and organic military support. These differences include the following:

Contractors are not in the chain of command. They are managed through their contracts and the contract management system, which should include a unit contracting officer representative.

Contractors perform only tasks specified in contracts; the phrase "other duties as assigned," does not apply.

SUSTAINMENT CONSIDERATIONS BY DISCIPLINE

5-55. There are several special considerations for sustainment planning that military police commanders and staffs must address. These include mission-specific planning for detention and dislocated-civilian operations and several other military police missions. All detention and dislocated-civilian operations should include a requirement to be proactive in planning and should require the provost marshal to work closely with the engineer and logistics planners to ensure the adequacy and timeliness of the facilities and support necessary to construct, maintain, and sustain detention or resettlement facilities. The material provided in this chapter is meant to serve only as an overview of the types of planning that must be accomplished to ensure successful detention or dislocated-civilian operations mission accomplishment of facilities and other sustainment considerations.

5-56. As with all operations, when the supported unit receives a warning order (directly or implied) as part of the military decisionmaking process, the provost marshal initiates the logistics estimate process. The provost marshal focuses the logistics estimate on the sustainment of all subordinate military police units that are organic and task-organized in support of the unit. Generally, Class I, III (petroleum, oils, and lubricants), IV, and V supplies and personnel losses are the essential elements in the estimate process. Other classes of supply (II, VI [personnel demand items], and IX) may be required for detention or dislocated-civilian operations missions. Close integration with the sustainment support unit can simplify and accelerate this process through an automated systems logistics status report to ensure that the sustainment support unit is able to maintain an up-to-date picture of military police unit sustainment requirements. In the case of detention or dislocated-civilian operations, this planning must take into account the projected population that is serviced in detention or dislocated-civilian facilities. These demands can be significant. During continuous operations, the estimate process supporting the rapid decision-making and synchronization processes may need to be abbreviated because of time constraints.

Sustainment Considerations

In December 1950, X Corps withdrew from northeast Korea from three ports (Songjin, Wonsan, and Hungnam) and from the Yonpo Airfield. The evacuation from Hungnam proved to be one of the most spectacular logistical exercises in history and represented the main effort of the X Corps' evacuation. In support of the operation, the 772nd Military Police Battalion established around-the-clock port security for five days and nights. A total of 193 shiploads of men and material were successfully transported to the port city of Pusan. Approximately 105,000 military personnel, 91,000 civilian refugees, 17,500 vehicles, and 350,000 tons of supplies were evacuated by sea.

Without question, refugee control (with more than a million refugees stampeding south by January of 1951), enemy prisoners of war (totaling a population of over 170,000 held at Koje-do), traffic control, and rear area security operations were the most critical missions performed by military police units. These missions directly or indirectly supported the ability to move friendly personnel and equipment to the right place, at the right time. All of these critical tasks present their own unique and challenging sustainment considerations.

The expectation that the US Army will encounter a "refugee problem" in the future is a valid assumption. There is no doubt that large-scale ground combat operations will dislocate tens of thousands, if not millions, of civilians, including women, children and the elderly. The "refugee problem" experienced in the Korean War would pale in comparison with today. Fresh water, rations, fuel, and clothing will remain high- demand items, and the theft of these items could potentially threaten the ability of maneuver forces to refuel, rearm, and resupply.

5-57. After conducting the estimate process to determine the requirements for unit and mission sustainment, the provost marshal-with the respective S-4/G-4-compares the requirements with the reported status of subordinate units to determine the specific amount of supplies required to support the operation. These requirements are then coordinated with the sustainment brigade to ensure that the needed supplies are identified and resourced from higher-echelon stocks.

5-58. The provost marshal then translates the estimate into specific plans. This includes requirements for maintenance, ammunition, supply and field services, transportation, health service support, and human resources support. Postconflict considerations and planning must be integrated into the planning process.

5-59. In each type of BCT, the provost marshal-working with the appropriate sustainment planner and executor-tracks essential sustainment tasks involving all military police units supporting the brigade. Accurate and timely status reporting assists the provost marshal in providing the overall military police status to the brigade commander and allows the provost marshal to intercede in critical sustainment problems, when necessary. The provost marshal ensures that supplies needed by augmenting military police units to execute missions for the brigade are integrated into the brigade sustainment plans. For the provost marshal to properly execute these missions, accurate and timely reporting and close coordination between the provost marshal, sustainment planners and providers, and the various BCT organizations and supporting echelons-above- brigade units (to include the MEB) are essential. Supporting echelons-above-brigade military police units must affect linkup with the existing sustainment to ensure their synchronization of effort.

5-60. USACIDC elements are reliant on the supported unit for sustainment. USACIDC elements, which generally consist of a three-Soldier team, turn to the military police unit within the operational area for sustainment support. These elements are ill equipped to conduct operations other than police operations. Military police unit commanders must consider that they may be required to provide support to USACIDC elements.

5-61. Each of the military police disciplines has focused considerations that can be generally applied; some of these are listed below. These considerations flow from the discussion of the military police disciplines in chapter 2.

POLICE OPERATIONS

5-62. Police operations, while a traditional mission, vary with conditions. During large-scale ground combat operations, police operations have a limited role and very little nontraditional sustainment support is required. Class I, III, V, and IX supply items are the major items required. The commander must recognize that the military police platoon is likely reliant on the supported unit for these materials, and coordination between military police and supported units should be accomplished to ensure support.

5-63. Postconflict sustainment during police operations varies based on the environment, specific mission requirements within the area of operations, and available host-nation resources. The length and duration of the mission mandate sustainment requirements. Sustainment planning must address many logistic considerations for supporting police operations missions that cannot be supported within the Army supply system; much of the police equipment required for extended and effective law enforcement operations must be purchased as commercial, off-the-shelf items.

5-64. Ongoing law enforcement missions require extensive support in the areas of expendable administrative supplies and routine policing and investigations supplies, such as evidence collection supplies, forensic collection materials, and safety equipment. Depending on the environment and the duration of operations, communications equipment, speed-measuring devices, emergency lighting, and a myriad of other materials may be required. Planners should identify ongoing logistic requirements early and develop and coordinate an appropriate military police support plan.

DETENTION OPERATIONS

5-65. The detention operations discipline is perhaps the most sustainment-intensive of all military police missions. The Army is the DOD executive agent for detainee operations. Additionally, the Army is the DOD executive agent for the long-term confinement of U.S. military prisoners. Within the Army and through the geographic combatant commander, military police units are tasked with coordinating shelter, protection, accountability, and sustainment for detainees. The detention operations discipline addresses military police roles and responsibilities when managing detainees and U.S. military prisoners. All classes of supply need to be considered. There are several classes of detainees, and each has specific sustainment requirements. See FM 3-63 for additional information on detention operations planning factors, including facility designs and logistics considerations. See appendix B for additional information regarding the battlefield confinement of U.S. military prisoners.

DETENTION FACILITIES

5-66. The provost marshal (in conjunction with the engineer and logistics planners) must plan for the acquisition of uncontaminated land and facilities, including-

Operational facilities (military police unit headquarters, military and civilian police stations, combatant and U.S. military prisoner confinement facilities, detention facilities).

Logistics facilities (maintenance and supply facilities, support facilities for detention sustainment).

5-67. The combatant commander, in coordination with other Service components, specifies the construction standards for facilities in the theater to optimize the effort expended on any given facility, while ensuring that the facilities are adequate for health, safety, and mission accomplishment. Figure 5-5 depicts the beddown and basing continuum and highlights the need for early master planning efforts to help facilitate the transition to more permanent facilities as operations develop. Construction standards are guidelines, and military police must consider other factors when planning detention facilities. See ATP 3-34.40/MCWP 3-17.7 and JP 3-34 for additional information on construction standards.

Figure 5-5. Force beddown and basing continuum

5-68. The combatant commander determines what facilities are needed to satisfy operational requirements. Facilities are grouped into six broad categories that emphasize the use of existing assets over new construction. To the maximum extent possible, facilities or real estate requirements should be met from these categories in the following priority order:

U.S.-owned, -occupied, or -leased facilities (including captured facilities).

U.S.-owned facility substitutes, pre-positioned in-theater.

Host-nation and multinational support where an agreement exists for the host nation, alliance, or coalition to provide specific types and quantities of facilities at specified times in designated locations.

Facilities available from commercial sources.

U.S.-owned facility substitutes that are in the United States.

Construction of facilities that are considered shortfall after an assessment of the available existing assets.

5-69. Military police staffs should plan the expeditious construction of required facilities that are considered shortfalls (such as those facilities that cannot be sourced from existing assets). In these circumstances, the appropriate Service, host nation, alliance, or coalition should, to the extent possible, perform construction during peacetime. Contracted support should be used to augment military capabilities. If time or resource constraints prevent new construction from being finished in time to meet mission requirements or antiterrorism requirements, the provost marshal (in conjunction with the engineer staff) should seek alternative solutions to new construction. Expedient construction (rapid construction techniques, such as prefabricated buildings or clamshell structures) should be considered because these methods can be selectively employed with minimum time, cost, and risk. The provost marshal and engineer staff should plan for the capability to expand the size of the facility to support an increase in detention population levels and to support future on-site reconciliation programs and services.

5-70. The combatant commander is responsible for the detention mission. He provides engineer and logistics support to the military police commander for the establishment and maintenance of detention facilities. Planning for the construction of detention facilities must occur early in the operational plan. This provides timely notification of engineers, selection and development of facility sites, and procurement of construction materials. Military police coordinate the location with engineers, logistics units, higher headquarters, and the host nation. The failure to properly consider and correctly evaluate all factors may increase the logistics and personnel efforts required to support detention missions.

5-71. If a detention facility is improperly located, the entire detainee population may require relocation when resources are scarce. When selecting a site for a facility, the military police should consider the following:

Locations where detainee labor can most effectively be used.

Distance from other elements for which additional external security could be drawn upon, if required.

Potential threat from the detainee population to logistics support operations in the proposed location.

Threat and boldness of guerrilla activity in the area.

Attitude of the local civilian population.

Facility accessibility to support forces and transportation to the site for support elements.

Proximity to probable target areas (airfields, ammunition storage).

Classification of detainees to be housed at the site.

Type of terrain surrounding the site and its conduciveness to escape.

Distance from the main supply route to the source of logistics support.

Mission variables.

Availability of suitable existing facilities (avoiding unnecessary construction).

Presence of swamps, vectors, and other factors (including water drainage) that affect human health.

Existence of an adequate, satisfactory source of potable water. The supply should meet the demands for consumption, food sanitation, and personal hygiene.

Availability of electricity. (Portable generators can be used as standby and emergency sources of electricity.)

Distance to work if detainees are employed outside the facility.

Availability of construction material.

Soil drainage.

Health protection for detainees and forces manning the site.

Other environmental considerations as appropriate.

DETAINEES

5-72. Detainees are supply-intensive, and planning for them requires extensive and continual coordination with field elements of all types. The construction of detainee holding facilities must be sufficiently secure. Transportation is a critical requirement for the movement of detainees around the area of operations. Holding facilities must meet health and well-being standards and security requirements. The following nontraditional supplies must be considered:

Class I items are required for detainees and military police personnel.

Class II specific clothing is required for detainees, taking into consideration religious beliefs and accoutrements.

Class III items have less consumption by detainees than by main supply route patrols, but they cannot be overlooked.

Class IV supplies are required, and coordination with logistics and engineer personnel for specific design and construction task must be conducted.

Class V (nonlethal) supplies must be considered in addition to traditional small arms for security personnel.

Class VI items are required and supplied to detainees. Detainees are entitled to a sundry pack, and sustainment planners must plan for this entitlement.

Class VIII (medical supplies) support includes medical supplies and equipment, blood, and medical maintenance. It is provided through the medical logistics system.

5-73. Medical supplies are normally supplied by medical personnel. The ongoing medical care of prisoners and detainees is of paramount concern. A review of FM 3-63 can assist the military police unit in sustainment planning for detention missions.

UNITED STATES MILITARY PRISONERS

5-74. U.S. military prisoners may not be housed with detainees; therefore, a separate facility must be constructed for those personnel. U.S. military prisoners require Class I, II, IV, and VI supplies not only for their safety and security, but also for their health and well-being. If left unaddressed, unrest can result. Plans must be made to adequately accommodate military prisoners because there is likely one confinement facility in the area of operations. U.S. military prisoners are normally retrograded from the area of operations to permanent facilities; however, this could take an extended period of time.

SECURITY AND MOBILITY SUPPORT

5-75. The security and mobility support discipline requires a large consumption of Class III supplies. Military police commanders and planners must anticipate extensive Class III and V supply consumption regardless of the specific mission. When the mission involves straggler control, additional Class I, VI, and VIII materials are required. Gap crossing, breeching, and passage-of-lines operations require barrier materials for use in checkpoints. Traffic management operations may require additional capabilities, equipment, and materials for assessment and execution. The military police units and the provost marshal cells coordinate closely with the engineer and logistics staff to forecast and assist in managing barrier and construction materials needed for access control and security at bases and base camps, checkpoints, and high-risk targets. The commander must consider not only the needs of the individual Soldier for planning these operations, but the needs of potential stragglers and/or dislocated civilians.

5-76. Dislocated civilians require much the same sustainment support as detainees, but the level of security and facilities are lessened. The first priority of sustainment support for dislocated civilians is coordination with host-nation support activities. If host-nation sustainment activities are not available or can only partially meet the requirements, it may be necessary for sustainment planners to coordinate military support for the housing, feeding, security, and general well-being of the civilian population. Generally, coordination with unified action partners is necessary to address the issues surrounding dislocated civilians. Normal sustainment channels may not be adequate to provide the sustainment support required.

POLICE INTELLIGENCE OPERATIONS

5-77. While not viewed as sustainment-intensive, there are aspects associated with police intelligence activities and military police missions that provide information-enabling police intelligence analysis and the production of police intelligence products that may require unique types of sustainment. The increased relevance of police intelligence operations in the operational environment drives increased requirements for current and emerging technologies and capabilities for collection of information and evidence during military police missions, analyses, and production activities directly associated with police intelligence operations. These requirements increases the logistics demand for maintenance and technical support and expendable supplies. Commanders and staffs should analyze missions supporting this function to ensure that all unique sustainment is planned for in advance.

Appendix A

Military Police Organizations and Capabilities

The Military Police Corps Regiment is designed to provide mission support to the Army at home station and across the range of military operations. The following organizational descriptions identify the architecture that the Military Police Corps uses to provide the capabilities required to support the Army and other Services as part of a joint operation. These descriptions illustrate the military police force structure highlighting unit missions, capabilities, and bases of allocation. Up-to-date, standard requirement codes and unit authorizations may be found at the <U.S. Army Force Management System Web site>.

MILITARY POLICE HEADQUARTER UNITS

A-1. The mission command for military police technical capabilities and missions is provided by the theater military police command, the military police brigade (or CID group), and the battalion (three varieties-military police, detention, and CID). Table A-1 provides a reference index for the various military police command and control headquarters units described in this appendix.

Table A-1. Military police headquarters units

Unit | Figure Number | Page Number
Headquarters and Headquarters Company, Military Police Command | A-1 | A-3
Headquarters and Headquarters Company, Military Police Brigade | A-2 | A-4
Headquarters and Headquarters Detachment, Criminal Investigation Division Group | A-3 | A-5
Headquarters and Headquarters Detachment, Military Police Battalion | A-4 | A-6
Headquarters and Headquarters Company, Military Police Detention Battalion | A-5 | A-7
Headquarters and Headquarters Detachment, Criminal Investigations Division Battalion | A-6 | A-8

BASELINE MILITARY POLICE COMPANIES

A-2. There are two types of baseline companies in the military police force pool-military police and detention. These baseline companies are the primary building blocks from the military police force pool and the main components of military police battalions. Each is designed to perform a different collection of military police tasks. These units may be task-organized to BCTs or to a military police battalion headquarters to provide the specific, tailored capabilities needed to support mission requirements. Within the MEB or in support of BCT operations, the military police company may find itself part of a CBRN- or engineer-led task force supporting the MEB or providing multifunctional support outside of the MEB area of operations, including operations in support of a movement corridor. Table A-2, page A-2, provides a reference index for the two baseline military police companies described in this appendix.

Table A-2. Baseline military police companies

Unit | Figure Number | Page Number
Military Police Company | A-7 | A-9
Military Police Detention Company | A-8 | A-10

SPECIALIZED MILITARY POLICE UNITS

A-3. Specialized military police units, teams, and individuals are also available to support commanders. The Military Police Corps Regiment possesses many unique capabilities at the operational and strategic levels that are designed for specific augmentation and use at the tactical level. These key capabilities are organized within units that are of limited availability and lower density within the military police force pool than the core military police units. These smaller, more specialized units are designed to support larger military police- related missions and tasks, provide specialized skills augmentation to selected headquarters elements, or provide theater-unique mission sets. This section highlights some of the specialized units and capabilities provided by military police. Table A-3 provides a reference index for the specialized military police units described in this appendix.

Table A-3. Specialized military police units

Unit | Figure Number | Page Number
Military Police Ground-based Interceptor Security Company | A-9 | A-11
Military Police Detachment Criminal Investigations Division | A-10 | A-11
Military Police Law Enforcement Detachment | A-11 | A-12
Military Working Dog Headquarters Team | A-12 | A-13
Military Working Dog Squad (Patrol/Explosive) | A-13 | A-13
Military Working Dog Patrol Drug Detection Dog Team | A-14 | A-14

THE THEATER MILITARY POLICE COMMAND

A-4. The theater military police command is the only organization designed for operational level command without the augmentation of military police capabilities at echelons above corps level. See figure A-1, page A-3, for the military police command organization structure and mission.

A-5. The following is a list of the military police command capabilities:

Coordinate and plan for theater detention operations (treatment, security, facilities, sustainment, movement, transfer, interrogation) with appropriate Army, joint, interagency and multinational headquarters and provide theater level compliance oversight for all detention operations.

Coordinate and plan for police intelligence operations (including crime analysis and criminal intelligence) with appropriate Army, joint, interorganizational and multinational military headquarters and with host-nation civil law enforcement agencies.

Coordinate and plan for populace and resources control operations with appropriate Army, joint, interagency and multinational military headquarters, host-nation civil law enforcement agencies and, as required, nongovernmental organizations and private volunteer organizations.

Coordinate and plan operational/sustainment support for collocated Army, joint, interagency, and multinational liaison personnel supporting the conduct of military police operations.

Coordinate and plan for the theater management of MWD assets, to include coordination for veterinarian support, handler/dog certification, the integration of joint/multinational/host-nation MWD requirements, and the status/availability of U.S. Army MWD assets.

Coordinate and plan for force protection Level II and Level III response force operations with Army, joint, and multinational military headquarters and with host-nation civil agencies; exercise tactical and OPCON of brigade size tactical combat forces conducting Level III response force operations; and provide limited augmentation to military police brigades exercising tactical control and OPCON of battalion size tactical combat forces conducting Level III response force operations.

Deploy designated early-entry command post personnel to support theater initial-/early-entry lodgment expansion operations and supporting reception, staging, onward movement, and integration operations.

Figure A-1. Headquarters and headquarters company, military police command

MILITARY POLICE BRIGADE

A-6. The military police brigade is a functional brigade of the Army and is capable of planning, integrating, and directing the execution of military police missions conducted by up to five mission-tailored military police battalions; integrating capabilities from all three military police disciplines; and integrating police intelligence operations. See figure A-2 for the military police brigade organization structure and mission.

Figure A-2. Headquarters and headquarters company, military police brigade

A-7. The following is a list of the military police brigade capabilities:

Conducts mission command and supervision for the operation of the brigade and for two to five military police battalions and other assigned or attached subordinate headquarters/units.

Conducts the staff planning, coordination, and supervision required for assigned and attached units, including unit allocation and resource management.

Conducts concurrent operations of a tactical and main command post, when required.

Conducts coordination with civil-military operations; appropriate Army, joint, interagency, and multinational headquarters; host-nation civil authorities; nongovernmental organizations; and private volunteer organizations.

Integrates police intelligence operations (including crime analysis and criminal intelligence) and vulnerability assessments into the common operational picture.

Manages the detainee program and coordinates Title 10, United States Code (10 USC), responsibilities for the administration of military correctional facilities, theater detention facilities, strategic detention facilities, and dislocated-civilian operations.

Provides subject matter expertise, supervision, and policy compliance concerning the collection, processing, evacuation, and detention of detainees (reporting and data submission) and criminal investigations requiring criminal investigations division and military police investigative support.

Coordinates, directs, and supervises detention operations.

Coordinates and supervises dislocated-civilian operations.

Manages the MWD program and coordinates MWD employment and sustainment, when augmented.

Coordinates and supervises protective service operations for designated personnel.

Serves as the commander of detainee operations, when required.

CRIMINAL INVESTIGATION DIVISION GROUP

A-8. The CID group ensures connectivity among all CID units within-and external to-the theater. It establishes and maintains links with supported units and unified-action partners on matters pertaining to CID operations. The CID group is investigative-focused and provides the functional mission command of USACIDC regionally focused battalions, see figure A-3.

Figure A-3. Headquarters and headquarters detachment, criminal investigations group

A-9. The following is a list of the CID group capabilities:

Conducts mission command, staff planning, policy and technical guidance, supervision of operations, administrative support, and legal advice and guidance for CID detachments in the Army service component command.

Conducts operational planning to provide CID support to the Army service component command.

Coordinates polygraph activities in the Army service component command.

Manages criminal investigations, logistics security, criminal intelligence, force preservation, protective services, and antiterrorism operations.

Coordinates with host-nation military territorial organizations and civilian police authorities, other defense criminal investigative organizations, and interagency organizations on matters pertaining to CID involvement with logistics security, criminal intelligence management, police operations, and detainee operations.

Supports logistics security to detect and prevent the diversion of critical supplies.

Provides policy advice and management of police information, crime prevention, and drug suppression programs.

Conducts the collection, consolidation, and analysis of criminal information and the production and dissemination of criminal intelligence.

Conducts protective services, as directed.

Directs sensitive investigations of serious crimes that could have a significant impact on the morale, health, and welfare of U.S. Soldiers.

MILITARY POLICE BATTALIONS

A-10. Military police battalions are structured to exercise mission command for two to five companies or elements. Each military police battalion is designed to perform a different collection of military police tasks (although there are overlapping abilities among the three types of battalions), and each supports the detention operations discipline and the police intelligence operations integrating function. The military police battalion headquarters is capable of providing mission command for tactical military police missions or a multifunctional task force organized for specific missions. CID battalions are often found at the corps or theater level.

Military Police Battalion

A-11. The military police battalion has the largest number of units in the military police force pool. The military police battalion is the most versatile of the battalion headquarters, conducting all three military police disciplines, and it is the only military police battalion level element optimized to conduct those military police tasks that comprise the security and mobility support discipline. See figure A-4 for the military police battalion organization structure and mission.

Figure A-4. Headquarters and headquarters detachment, military police battalion

A-12. The following is a list of the military police battalion capabilities:

Conducts the mission command of battalion operations for two to five military police companies and other assigned or attached elements to execute police operations, detention operations, and security and mobility support.

Coordinates with the headquarters and headquarters detachment, military police brigade, host- nation military organizations, and the civil police authorities concerning host-nation support requirements.

Conducts vulnerability assessments of critical facilities.

Supervises the staff for collection and evacuation of detainees and/or dislocated civilians.

Prepares the mission command of subordinate elements that support counterdrug operations pursuant to controlling law and within the provisions of DOD policy.

Supervises the selection, organization, training, equipment, and employment of host-nation military and paramilitary police units.

Conducts administrative, logistics, human resources, technical support, and supplemental fuel and ammunition resupply to assigned military police companies.

Provides military police investigative support within the battalion area of responsibility.

Provides protective service details for designated high-risk personnel when they are properly trained or supervised by a CID special agent.

Military Police Detention Battalion

A-13. The military police detention battalion has the second largest number of units in the military police force pool and is designed with a focus on the military police tasks that comprise the detention operations discipline. When fully operational, the military police detention battalion may operate a detainee facility capable of interning 4,000 detainees. See figure A-5 for the military police detention battalion organization structure and mission.

Figure A-5. Headquarters and headquarters company, military police detention battalion

A-14. The following is a list of the military police detention battalion capabilities:

Conducts mission command of operations for assigned and attached units.

Provides administrative, field feeding, clothing, religious, and recreational support to detainees. When organized to support U.S. military prisoners or detainees, field feeding provided is limited to the procurement/distribution of food rations and mess equipment and the supervision of qualified U.S. military prisoners or detainees in the preparation of meals. Complete field-feeding services are provided to high-risk detainees.

Coordinates and supervises work projects for detainees or U.S. military prisoners.

Provides limited health support services and preventive medicine services during detainee operations and supervising qualified personnel providing medical care and preventive medicine.

Screens/inspects incoming and outgoing detainee mail for contraband items.

Maintains organic equipment in the headquarters and headquarters company and assigned military police detention companies and detention camp liaison detachments.

Operates and maintains battalion internal radio and wire communication nets.

Provides organic personnel to maintain detention facilities and utilities, heat, lights, and water.

Consolidates supply and human resources support to U.S. Soldiers assigned to subordinate units.

Military Police Battalion (Criminal Investigation Division)

A-15. The military police battalion CID is an operational unit that is subordinate to a CID group. These battalion headquarters exercises mission command, staff supervision, and administrative oversight for the subordinate CID detachments. See figure A-6 for the military police battalion CID organization structure and mission.

Figure A-6. Headquarters and headquarters detachment, criminal investigations division

A-16. The following is a list of the CID battalion capabilities:

Conducts mission command, provides administrative support, consolidates the property book, and supervises the operation for subordinate CID detachments.

Conducts mission command of polygraph activities and manages logistics security, criminal investigation, criminal intelligence, antiterrorism, and counterdrug programs.

Coordinates with host-nation military territorial organizations and civilian police authorities on matters pertaining to logistics security, criminal intelligence management, and police operations.

MILITARY POLICE COMPANY

A-17. Military police companies are focused on support to combat maneuver organizations at the tactical level. As with the military police battalion, the military police company is optimized for those military police tasks that comprise the security and mobility support discipline. See figure A-7 for the military police company organization structure and mission.

Figure A-7. Military police company

A-18. The following is a list of the military police company capabilities:

Conducts security and mobility support through the establishment of required traffic control posts, route reconnaissance patrols, surveillance patrols, and holding areas to ensure the uninterrupted flow of units, supplies, equipment, and personnel.

Preserves the freedom of movement over main and alternate supply routes by conducting straggler control and dislocated-civilian control.

Secures critical sites, facilities, or storage facilities.

Supports security force assistance.

Provides route security and convoy escort.

Supports dislocated-civilian operations.

Serves as external mobile security for theater major subordinate commands, as required.

Provides external security for inter- and intra-aerial ports of departure.

Serves as external mobile security for the division headquarters or division major subordinate commands, as required.

Serves as a quick-reaction force or response force.

Protects high-risk personnel.

Provides security for deep-water ports.

Provides support to armor, infantry, and Stryker BCTs.

Provides security to rail terminals and yards.

Escorts detainees during transportation.

Operates a detainee collection point at the BCT echelon.

Operates a detainee holding area at division and corps echelons.

Provides temporary detention operations for detained individuals.

Provides police operations and incident response to maintain order and enable the rule of law.

Integrates police intelligence through operations to enhance situational understanding, protection, civil control, and law enforcement efforts.

Conducts host-nation policing training and support.

MILITARY POLICE DETENTION COMPANY

A-19. Military police detention companies contribute temporary or long-term support to theater detention operations. See figure A-8 for the military police detention company organization structure and mission.

Figure A-8. Military police detention company

A-20. The following is a list of the military police detention company capabilities:

Conducts detention operations to shelter, sustain, guard, protect, and account for detainee and U.S. military prisoner populations.

Operates a maximum-security compound, when directed.

Operates a standalone facility for 300 U.S. military prisoners or 100 high-risk detainees, when directed.

Operates one compound within a theater detention facility.

Conducts host-nation corrections training and support.

MILITARY POLICE GROUND-BASED INTERCEPTOR SECURITY COMPANY

A-21. The Military Police Ground-Based Interceptor Security Company provides fixed-site security for a ground-based interceptor site. The Military Police Ground-Based Interceptor Security Company consists of a headquarters section that executes mission command, services, and support for three security platoons. Its headquarters section provides planning and execution guidance, allocating and task-organizing units based on requirements and mission variables; prioritizes support efforts through risk analysis; and cross-levels support between elements, as needed. The security platoons are primarily responsible for the execution and performance of the guard and quick-reaction force mission at the ground-based interceptor missile site. A security platoon is capable of securing and defending the ground-based interceptor missile site from Level I and Level II threats. See figure A-9 for the Military Police Ground-Based Interceptor Security Company organization structure and mission.

Figure A-9. Military Police Ground-Based Interceptor Security Company

MILITARY POLICE CRIMINAL INVESTIGATION DETACHMENTS

A-22. CID detachments are operational units that are subordinate to a CID battalion. CID detachments are staffed and equipped with the minimum mission-essential requirements of equipment and supplies. CID detachments are responsible for the conduct of all criminal investigations, criminal intelligence, logistics, administration, training, and maintenance. These elements have minimal organic administrative and logistics capabilities. They rely on the CID battalion, military police units and, occasionally, other organizations for maintenance, supply, and administrative support. This need for sustainment support is the basis for collocating CID detachments with military police companies or battalions, when possible. See figure A-10 for the military CID detachment organization structure and mission.

Figure A-10. Military police detachment criminal investigations division

MILITARY POLICE LAW ENFORCEMENT DETACHMENTS

A-23. Military police law enforcement detachments are built as table of organization and equipment units to be employed in a team concept. These specialized teams can provide advanced skills that can be deployed to support specific law enforcement requirements in area of operations. Modules that comprise an operational military police law enforcement detachment may be deployed as an entire detachment to provide comprehensive policing capabilities; as individual teams to augment existing capabilities; or to meet specific capability requirements.

A-24. The teams that comprise the military police law enforcement detachment are assigned to law enforcement duties within the provost marshal's office and represent the dedicated, technical police expertise that supports U.S. Army installations. Deployed military police law enforcement detachments are normally assigned to a military police brigade and are specifically trained and equipped to provide the technical supervision, planning, employment, and coordination of support for police operations. Law enforcement detachments provide expertise to maintain discipline at the home station and in deployed environments. See figure A-11 for the military law enforcement detachment organization structure and mission.

Figure A-11. Military police law enforcement detachment

A-25. Military police law enforcement detachment teams have the capability to train and mentor newly appointed police leadership and host-nation police personnel. These individuals can then assist with training the rest of the host-nation force. The military police law enforcement detachment also plans, trains, and monitors the military police support of host-nation police development and support for activities such as law enforcement raids, high-risk apprehensions, cordons and searches, and police intelligence operations.

A-26. A military police law enforcement detachment consists of-

A headquarters team to provide personnel, logistics, and administrative support.

An operations team to provide the planning, employment, and coordination of law enforcement support and the technical supervision of police teams.

Desk teams to establish and maintain police desk operations, including receiving calls and complaints; prioritizing and tasking patrols and investigative personnel, as required; and ensuring the completion of initial reports.

Force protection and physical security teams to assist in risk and threat identification and mitigation, crisis planning, and the safeguarding of personnel and equipment at a fixed site.

Traffic management and enforcement teams to investigate traffic accidents and provide expertise on traffic ability, traffic flow, and enforcement regulation.

Military police investigation teams to investigate criminal incidents; conduct surveillance operations; and collect and maintain evidence and operational information, including personal identification (biometric) and police information. Military police investigators maintain a liaison with CID detachments of criminal investigations and operational information.

MILITARY WORKING DOGS

A-27. MWD squads and teams deploy based on specific requirements within the area of operations. Military police MWD elements consist of-

A kennel master and training noncommissioned officer to coordinate the logistics support, operational integration, and technical supervision of MWD teams. See figure A-12 for the headquarters team organization structure and mission.

Figure A-12. Military working dog headquarters team

An MWD squad (six MWDs and six MWD handlers) to provide the detection of explosives and explosive residue in support of police operations and protection efforts, such as building, route, or area clearing operations; entry control point or access control point operations; and traffic and border checkpoint operations. Patrol explosive-detection dog teams are dual-trained for police patrol activities and explosive detection. See figure A-13 for the MWD squad organization structure and mission.

Figure A-13. Military working dog squad

An MWD patrol drug dog tracking team (three MWDs and three handlers) to provide the detection of narcotics and narcotics residue in support of the commander's health and welfare inspections, police operations, and customs operations and in support of maneuver commander's tactical search missions, including personnel recovery. The patrol drug dog teams are trained for police patrol activities, drug detection, and tactical search missions. See figure A-14 for the MWD drug detection dog team organization structure and mission.

Figure A-14. Military working dog patrol drug detection dog-tracking team

Appendix B

Battlefield Confinement of United States Military Prisoners

This appendix discusses battlefield detention and confinement considerations required should a combatant commander decided to retain U.S. prisoners in theater. Battlefield detention and confinement facilities are integral parts of the U.S. military justice system that commanders use to help maintain discipline, law, and order. Battlefield detention and confinement facilities are capable of providing the necessary pretrial and posttrial confinement for U.S. military prisoners, DOD Civilian employees, DOD contractor personnel, and other persons serving with (or authorized to accompany) the U.S. military during declared war and in contingency operations.

BATTLEFIELD FACILITIES

B-1. The field detention facility and the field confinement facility provide a uniform system for incarceration and for offering limited correctional and rehabilitative services to those who have failed to adhere to the legally established rules of discipline. Field detention facilities are possible as low as the BCT level. A field confinement facility is established at the theater level and is responsible for longer-term confinement before the evacuation of U.S. military prisoners from the theater. The evacuation of U.S. military prisoners from a field detention facility to a field confinement facility or from a field confinement facility to a permanent facility is completed according to established and coordinated guidelines and available facilities.

FIELD DETENTION FACILITY

B-2. Military police use field detention facilities to detain prisoners placed in custody for a short term. Field detention facilities are used to hold prisoners in custody only until they can be tried and sentenced to confinement and evacuated from the immediate area. When possible, prisoners awaiting trial remain in their units and not at a field detention facility. When the legal requirements for the Rules for Courts-Martial 305(k) are met (see the Manual for Courts-Martial), prisoners are placed in pretrial confinement and retained by military police. The Rules for Courts-Martial 305(k) require a probable cause belief that a court-martial offense has been committed, that the prisoner committed it, and that a more severe form of restraint is necessary to ensure that the prisoner appears at pretrial proceedings or the trial or to prevent serious criminal misconduct. Provost marshals are responsible for the location, setup, and operation of field detention facilities.

B-3. When operating a field detention facility, military police use DD Form 2707 (Confinement Order) to sign for each prisoner and DA Form 4137 (Evidence/Property Custody Document) to sign for each prisoner's property. Policies and procedures on the care and treatment of prisoners and the safeguarding of a prisoners personal effects apply to field detention facilities and field confinement facilities. If preexisting structures are available, use them as field detention facilities. If tents are used, they should not be smaller than the medium, general-purpose tent. Probable equipment and supplies required for the establishment of a field detention facility include, but are not limited to-

Barbed wire (roll and concertina).

Fence posts.

Gates and doors.

Floodlights and spotlights.

Generators.

Food service and cleaning equipment.

Water cans and/or lister bags.

First aid supplies and equipment.

Field sanitation equipment and supplies.

Clothing and bedding.

FIELD CONFINEMENT FACILITY

B-4. Military police may be required to establish a field confinement facility in the theater to detain prisoners placed in custody for a short term (pretrial, posttrial, or until transferred to another facility outside the theater). DD Form 2707 and DA Form 4137 accompany the prisoner. The field confinement facility may be a semipermanent or permanent facility that is better equipped and resourced than a field detention facility (see figure B-1 for a field confinement facility example). The respective unit commander and staff use the military decisionmaking process to determine the specific tasks that must be performed to accomplish the mission. Many of these tasks may include the following:

Selecting a facility location and constructing the facility.

Determining processing, classification, and identification requirements.

Providing clothing and meals.

Providing medical care and sanitation facilities.

Exercising discipline, control, and administration.

Conducting emergency planning and investigations.

Enforcing rules of interaction and the use of force.

Providing transportation.

Overseeing the transfer and disposition of U.S. military prisoners.

Figure B-1. Field confinement facility example

B-5. The location of the field confinement facility depends on several factors—sustainment assets (the availability of transportation and medical treatment facilities), terrain and preexisting structures, the enemy situation, existing lines of communication, the battlefield layout, and mission variables. The provost marshal must coordinate with engineers, the Staff Judge Advocate, host-nation authorities, and coordinating staff before a site is selected. The field confinement facility should be located away from perimeter fences, public thoroughfares, gates, headquarters, troop areas, dense cover, and wooded areas.

B-6. The construction of the field confinement facility depends on the availability of existing structures, the work force, and materials. Preexisting facilities are used to the maximum extent possible. If preexisting facilities are not available, the provost marshal should coordinate with the engineer staff for the construction of a facility based on existing designs in the Joint Construction Management System database.

PROCESSING, CLASSIFYING, AND IDENTIFYING

B-7. Processing, classifying, and identifying U.S. military prisoners are critical for operating a correctional facility. Accurate documentation allows the classification and identification process to run smoothly. The accountability of all prisoners in field confinement facilities is maintained by utilizing the Army Corrections Information System module of the Army Command Information System, when available.

Processing

B-8. Each time the control of a U.S. military prisoner is transferred, the receiving organization uses DA Form 4137 to acknowledge receipt of the prisoner's property.

B-9. Prisoners begin confinement by in-processing into the field confinement facility. In-processing is conducted by a military police detention company, prisoner operations section. Part of the in-processing procedure is to assist with prisoner integration into the correctional environment. Newly confined prisoners are processed according to the guidelines to ensure that-

DD Form 2707 is accurate.

Property is searched and segregated (authorized and unauthorized).

Prisoners are strip-searched.

Prisoners are issued the appropriate health and comfort supplies and complete a DD Form 504 (Request and Receipt for Health and Comfort Supplies).

Prisoners are photographed and fingerprinted.

Prisoner DNA samples are taken.

All documents are completed. If available, use the Army Corrections Information System Centralized Operations Police Suite (see AR 190-47).

Prisoners are informed of mail and visitation rights.

B-10. A medical officer examines each prisoner within 24 hours of confinement and completes DD Form 503 (Health Assessment Certificate for Segregation) or SF 600 (Chronological Record of Medical Care). Newly confined prisoners are segregated from other prisoners while they undergo initial processing. Tattoos, scars, and identifying marks are noted on DD Form 2710 (Prisoner Background Summary). The prisoner's personal property (such as clothing, money, official papers, and documents) is examined.

B-11. Newly confined prisoners complete the training that explains facility rules and regulations, counseling procedures, UCMJ disciplinary authority and procedures, and work assignment procedures as soon as possible. The rights of prisoners and the procedures governing the presentation of complaints and grievances according to AR 20-1 are fully and clearly explained. Pretrial prisoners are carefully instructed of their privileges, status, and rights. They participate in the correctional orientation or treatment program phases that are determined necessary by the facility commander to ensure custody and control, employment, training, health, and welfare. Confined officers and noncommissioned officers do not exercise command or supervisory authority over other individuals while confined, and they comply with the same facility rules and regulations as other prisoners. They are not permitted special privileges that are normally associated with their former rank.

Classifying

B-12. U.S. military prisoners in a field confinement facility are classified into one of the following categories:

Pretrial prisoners. Pretrial prisoners must be segregated from posttrial prisoners. Pretrial prisoners must be further segregated by gender and according to their status as an officer, a noncommissioned officer, or enlisted Soldier. Pretrial prisoners are individuals who are subject to trial by court-martial and have been ordered by competent authority into pretrial confinement pending the disposition of charges.

Posttrial prisoners. Posttrial prisoners are individuals who are found guilty and sentenced to confinement. Posttrial prisoners include in-transit prisoners who are evacuated to another facility and prisoners retained at the field confinement facility during short-term sentences.

Identifying

B-13. Individual identification photographs are taken of all prisoners. The prisoner's last name, first name, and middle initial are placed on the first line of a name board, and the prisoner registration number is placed on the second line. Two front pictures and two profile pictures are taken of the prisoner. (Fingerprints are obtained according to AR 190-47.)

CLOTHING, MEALS, AND DINING FACILITIES

B-14. One of the many challenges that military police commanders and leaders encounter while operating a facility is ensuring that the basic treatment standards for U.S. military prisoners are met and include, but are not limited to-

Proper clothing for all seasons and weather.

Meals that are properly rationed and distributed.

B-15. Special security concerns are factors for dining facilities. Military police who are guarding U.S. military prisoners must always be vigilant in areas where prisoners congregate, such as a dining facility. Prior planning is critical to establishing a good system of supply needs and demands to ensure that those requirements are fulfilled.

Clothing

B-16. Prisoners confined in a field confinement facility wear the uniform of their military service. Certain items of clothing (as prescribed in AR 700-84) and other articles (as determined by the facility commander) are returned to the prisoner. Rank insignia is not worn at the place of confinement. The issue and expense of clothing supplied to prisoners (except officers) is according to AR 700-84 and CTA 50-900. DA Form 3078 (Personal Clothing Request) is maintained for personnel with less than six months of active duty service and personnel receiving clothing on an issue-in-kind basis. Organizational clothing (within the allowances prescribed in CTA 50-900) may be provided to prisoners according to AR 710-2. Prisoner clothing, except for officers on pay status, is laundered or dry-cleaned without charge (see AR 210-130). Clothing and personal property are dispositioned according to AR 190-47.

Meals

B-17. Prisoners are provided with wholesome and sufficient food that is prepared from the Army Master Menu. They are normally supplied with the full complement of eating utensils. (The field confinement facility commander must approve the nonissue of eating utensils. Prisoners who are in close confinement, those who have lost privileges, and those who have approved disciplinary action may be denied supplemental rations as described on the Army Master Menu.) Alternate meal control procedures may be authorized by the field confinement facility commander or a designated representative to prevent staff and prisoner injury if a prisoner tampers with the food. These procedures require documentation and the concurrence of a medical officer. Meal-control procedures should not exceed 7 days.

Dining Facilities

B-18. Dining facilities may be organic to the unit that is operating the field confinement facility or may be set up through appropriate contracting procedures. The field confinement facility commander must decide the best method for feeding the prisoners based on available dining facilities, logistics, and host-nation support.

MEDICAL CARE AND SANITATION

B-19. Medical personnel supporting a field confinement facility assist in providing medical and behavioral health care, referrals, limited counseling, and social services. Medical officers, clinical nurses, or physician assistants perform medical examinations to determine the fitness of newly confined prisoners and prisoners who have been outside military control for more than 24 hours. These examinations are completed within 24 hours of a prisoner's initial arrival or return to confinement. Examinations normally take place at the field confinement facility. Dental services are provided for all prisoners, as required. A medical officer, clinician nurse, or physician's assistant examines each prisoner in close confinement daily. Except in matters requiring the protection of medical information, the facility commander is provided with medical observations and recommendations concerning an individual prisoner's correctional treatment requirements.

B-20. Prisoners are tested for human immunodeficiency virus and screened for tuberculosis within three duty days of their initial confinement. The results of the human immunodeficiency virus test and the tuberculosis screening are recorded on DD Form 503 or SF 600.

B-21. The medical commander or a designated representative (preventive medicine personnel) performs a monthly inspection of the field confinement facility. This inspection ensures that the operation of the field confinement facility is consistent with accepted preventive medicine standards. The field confinement facility commander is provided with a copy of the inspection results at the time of the inspection. Additional medical guidance is provided in AR 190-47.

B-22. The field confinement facility commander must enforce high sanitation standards within the facility. Preventive medicine personnel provide direct oversight and support to field sanitation teams, as necessary.

B-23. Prisoners are required to bathe and follow basic personal-hygiene practices while in custody to prevent communicable diseases. The field confinement facility commander must enforce high sanitation standards in field confinement facilities where prisoners are required to share common latrines and showers.

DISCIPLINE, CONTROL, AND ADMINISTRATION

B-24. Developing discipline, control, and administrative procedures for military police operating correctional facilities is crucial to the success of U.S. military corrections operations. Military police leaders ensure that appropriate procedures that are consistent with U.S. laws and policies are in place to guide and direct personnel operating those facilities. These procedures ensure that prisoners are allowed the full range of privileges afforded to persons with their status if the consistent application of facility standards is applied.

Discipline

B-25. Field confinement facility commanders are authorized by public law and AR 190-47 to-

Restrict the movement and actions of prisoners.

Take other actions required to maintain control.

Protect the safety and welfare of prisoners and other personnel.

Ensure orderly field confinement facility operation and administration.

Note. A prisoner is considered to be in an on-duty status except for periods of mandatory sleep and meals and during reasonable periods of voluntary religious observation as determined by the facility commander and in coordination with the facility chaplain. Therefore, a prisoner who is part of an administrative disciplinary action or has been determined undeserving of recreation time privileges may be required to perform other duties during such time. This performance of duty is not considered a performance of extra duty. Privileges are withheld from prisoners on an individual basis, without regard to custody requirements or rank and only as an administrative disciplinary measure authorized by AR 190-47. The attractiveness of living quarters and the type or amount of material items that may be possessed by prisoners may differ by custody rank to provide incentives for custody elevation. Prisoners are denied the privilege of rendering the military salute. Pretrial prisoners must salute when they are in appropriate Service uniform.

B-26. The only authorized forms of administrative disciplinary action and punishment administered to military prisoners are described in AR 190-47 and the Manual for Courts-Martial. Procedures, rules, regulations, living conditions, and similar factors that affect discipline are constantly reviewed to determine disciplinary action. Physical or mental punishments are strictly prohibited. Authorized administrative disciplinary actions include the following:

Written or oral reprimand or warning.

Deprivation of one or more privileges. As a disciplinary action, visits may be denied or restricted only when the offense involves violations of visitation privileges. Restrictions on mail are not imposed as disciplinary measures.

Extra duty on work projects that may not exceed 2 hours per day for 14 consecutive days. Extra duty cannot conflict with regular meals, sleeping hours, or attendance at regularly scheduled religious services.

Reduction of custody grade.

Disciplinary segregation that does not exceed 60 consecutive days. Prisoners are told why they are being placed in segregation and that they will be released when they have served the intended time. Segregated prisoners receive the same diet as prisoners who are not segregated. Nonessential items (such as soft drinks and candy) that are not included in the diet stipulated by the Army Master Menu are not provided.

Forfeiture of all or part of earned military good conduct time or extra good conduct time according to AR 633-30 and DODI 1325.07. A forfeiture of good conduct time need not be specified as to whether it is from good conduct time or extra good conduct time.

B-27. The field confinement facility commander is authorized to administer punishment; however, the commander may delegate this authority to a subordinate officer (captain or above) for minor punishments. The first field grade commander in the chain of command imposes major punishment when delegated authority by the first general officer in the chain of command. Prohibited punitive measures include, but are not limited to-

Clipping a prisoner's hair excessively close.

Instituting the lockstep.

Requiring silence at meals.

Having prisoners break rocks.

Using restraining straps and jackets, shackles, or hand or leg irons as punishment.

Removing a prisoner's underclothing or clothing and instituting other debasing practices.

Flogging, branding, tattooing, or any other cruel or unusual punishment.

Requiring strenuous physical activity or requiring a prisoner to hold a body position designed to place undue stress on the body.

Using hand or leg irons, belly chains, or similar means to create or give the appearance of a chain gang.

B-28. Prohibited security measures include, but are not limited to-

Employing chemicals to subdue or incapacitate prisoners (except riot control agents).

Employing machine guns, rifles, or automatic weapons at guard towers, except to protect the field confinement facility from enemy or hostile fire. Selected marksmen who are equipped with rifles may be used as part of a disorder plan that has been specifically authorized by the higher echelon commander (other than the field confinement facility commander).

Using electrically charged fencing.

Securing a prisoner to a fixed object. This is prohibited, except in emergencies or when specifically approved by the facility commander to prevent potential danger to field confinement facility staff and/or the outside community. Medical authorities should be consulted to assess the health risk to prisoners.

Using MWDs to guard prisoners.

Control

B-29. The field confinement facility commander follows the custody and control guidelines outlined in AR 190-47. The facility commander or a designated representative conducts physical counts of prisoners each day. The report rendered by the inspecting officer includes verification of DD Form 506 (Daily Strength Record of Prisoners). Physical counts, at a minimum, include the following:

Roll call or a similarly accurate accounting method at morning, noon, and evening formations.

Head count immediately on the return of prisoners from work details.

Bed checks between 2300 and 2400 and between 2400 and 0600.

B-30. The appropriate degree of custodial supervision for individual prisoners is based on a review of all available records that pertain to each prisoner, including DD Form 2713 (Prisoner Observation Report), DD Form 2714 (Prisoner Disciplinary Report/Action), DODI 1325.07, and the recommendations of corrections supervisors and professional services support personnel. Prisoners are not assigned to a permanent custody grade based solely on the offenses for which they were confined. Prisoner classification is established at the minimum custody grade necessary and is consistent with sound security requirements and DODI 1325.07. Custody grades include trustee and minimum, medium, and maximum security. Field confinement facility commanders may subdivide these custody grades to facilitate additional security controls.

Administration

B-31. The commander and staff of a military police detention company or battalion operates a field confinement facility. The following duties are performed in addition to the personnel and services requirements during processing:

Shift supervisor. The shift supervisor keeps the field confinement facility commander informed on matters that affect the custody, control, and security of the field confinement facility. The field confinement facility commander must select a shift supervisor who has direct supervision over correctional and custodial personnel within the field confinement facility. Shift supervisors ensure that rules, regulations, and SOPs are followed and enforced. They directly supervise facility guards and are responsible for prisoner activities. They monitor custody and control and security measures, ensure compliance with scheduled calls, and initiate emergency and control measures. Supervisory personnel assigned to the field confinement facility may also perform these duties.

Facility correctional officers and guards. Facility guards work for the shift supervisor and are responsible for the custody, control, and discipline of prisoners under their supervision. They supervise activities according to the schedule of calls and supervise the execution of emergency action plans. They conduct periodic inspections, searches, head counts, roll calls, and bed checks. Table B-1, page B-8, depicts the duties that facility guards must perform.

Table B-1. Facility guards duties and actions

Duties | Actions

Close confinement
Close-confinement Soldiers maintain custody and control of prisoners who are segregated from the general population due to in-processing, administrative reasons, or disciplinary reasons. They ensure that activities are accomplished within the schedule of calls applicable to the close-confinement area. When DD Form 509 (Inspection Record of Prisoner in Segregation) is required, close-confinement Soldiers are responsible for ensuring that 30-minute checks are conducted. Special-status prisoners are checked every 15 minutes. Prisoners considered suicide risks are observed continuously. Guards ensure that all required signatures for DD Form 509 are obtained on a daily basis.

Dining facility
Dining facility Soldiers are responsible for the custody and control of prisoners during mealtimes. They ensure that the dining facility traffic plan is followed to prevent prisoner congestion in high- traffic areas. Silverware is counted before and after the meal. Prisoners are searched before leaving the dining facility.

Detail
Detail supervisors maintain custody, control, and supervision of prisoners while on assigned details. They ensure that work is completed and that safety precautions are observed. They maintain strict accountability of equipment and tools. Detail supervisors assist with frisking and/or strip-searching prisoners who are returning from details. They account for prisoners on details according to the schedule of calls. They track the prisoner(s) locations at all times while they are on a detail.

Prisoner escorts
Prisoner escorts provide custody and control while moving prisoners to and from designated places. If required and authorized by the facility commander, each may be armed with a pistol. If armed, escorts are qualified with a pistol and trained in the use of force, rules of engagement, and firearms safety procedures for transporting prisoners by land, air, and sea.

Main gate and/or sally port
Soldiers assigned to the main gate and/or sally port ensure that only authorized persons enter the field confinement facility, provide custody and control of prisoners, and inspect vehicles entering and leaving the field confinement facility. They provide security by inspecting packages, conducting inventories of items entering and exiting the facility, and requiring noncustodial personnel to register on sign-in logs.

Visitor room
Visitor room Soldiers are responsible for the custody and control of prisoners during visits authorized by the field confinement facility commander. They are to detect violations of rules and regulations, improper behavior, and contraband delivery. They position themselves in an inconspicuous place and observe the conversations rather than listen to them. Any identified infractions are reported to the shift supervisor and may be grounds for termination of the visit.

Medical treatment facility
Health care escorts provide custody and control while escorting prisoners to and from medical appointments and during specified hospitalization within the medical treatment facility. They ensure that rooms are clear of contraband and prevent unauthorized communications with other individuals. For those prisoners evacuated through medical channels, the echelon commander or supporting military police commander must provide guards/escorts as health care personnel cannot perform guard duties.

Tower watch
Soldiers assigned to duty in towers provide custody and control by observing specific sectors of the perimeter. The Soldiers are briefed on the use of force and are qualified with a 12-gauge shotgun and/or their assigned weapon. They ensure that contraband is not passed through the fence and provide protection for Soldiers in the compound/enclosure.

Note. The facility commander may adjust the number and types of guards based on available personnel.

Legend:

DD

Department of Defense (form)

B-32. The field confinement facility commander must maintain a number of records and reports to facilitate administrative operations. The field confinement facility commander should ensure that a complete and current set of regulations governing corrections and confinement facilities is available. These regulations include, but are not limited to, the following:

AR 15-130.

AR 190-14.

AR 190-47.

AR 633-30.

DODI 1325.07.

Manual for Courts-Martial.

UCMJ.

B-33. A correctional treatment file is established within the first 72 hours of initial confinement and is maintained throughout a prisoner's confinement period. If a prisoner is transferred, this file accompanies the prisoner to the next facility. AR 190-47 establishes the minimal requirements for the correctional treatment file.

B-34. The field confinement facility commander may have to consider sentence computations if the theater commander determines that certain sentences are served within the theater. This decision is based on the type of operation and its projected duration. Sentence computation is conducted according to AR 633-30 and DODI 1325.07. The field confinement facility commander should ensure that the personnel services noncommissioned officer who works in the personnel staff office is properly trained to do sentence computations. Incorrect computations could result in incorrect release dates and violate a prisoner's legal rights. The rate of earnings for good conduct time is calculated based on the prisoner's length of confinement, including pretrial time.

MAIL AND CORRESPONDENCE

B-35. The field confinement facility staff records the inspection of each prisoner's mail, correspondence, and authorized correspondents on DD Form 499 (Prisoner’s Mail and Correspondence Record). The mail and correspondence guidance outlined in AR 190-47 applies to the battlefield confinement of U.S. military prisoners.

PRISONER PERSONAL PROPERTY AND FUNDS

B-36. Prisoners in the field confinement facility are allowed to place personal property that the field confinement facility commander has not authorized for personal retention in the prisoner personal property storage area for safekeeping. Prisoner personal property and funds guidance outlined in AR 190-47 applies to the battlefield confinement of U.S. military prisoners.

SUPPORT PERSONNEL

B-37. Support personnel organic to the unit operating the field confinement facility are tasked with providing support to the field confinement facility. Soldiers with specialized training (medical personnel, chaplains, and behavioral health staff) are assets to assist with the administration of the facility. Support personnel assigned to a field confinement facility are oriented and trained in the procedures of custody and control. A formal training program is established that may include, but is not limited to-

Supervisory and interpersonal communication skills.

Self-defense techniques.

The use of force.

Weapons qualifications (see DA Pamphlet 350-38).

First aid procedures.

Emergency plans.

Field confinement facility regulations.

Riot control techniques.

SUPPLY SERVICES

B-38. Supply functions for units operating the field confinement facility are the same as in other military operations. However, more emphasis is placed on the security measures and accountability procedures that are necessary to prevent certain supplies and equipment from falling into the hands of prisoners.

B-39. Weapons, ammunition, and emergency equipment (such as hand and leg irons) must be stored in maximum-security, locked racks and cabinets. These racks and cabinets are then placed in a room that is located away from prisoner areas.

B-40. The unit logistics officer ensures that a sufficient amount of general-use and janitorial items are available to keep the field confinement facility sanitary and free of potential diseases. General-use items include mops, buckets, brooms, toiletries, and office supplies. These items are issued under strict control procedures and on an as-needed basis to prisoners and staff. Health and comfort items are issued to new prisoners during the initial processing and regularly thereafter. Prisoners use DD Form 504 to request additional supplies. Prisoners in a nonpay status receive these items free of charge. Basic health and comfort supplies include, but are not limited to, safety razors, bath soap, toothbrushes, toothpaste, and shoe polish.

B-41. Physical inventories are conducted at least monthly to reconcile and balance the records of the previous inventory, supplies received, and supplies issued to prisoners. The field confinement facility commander or a designated representative verifies the inventory in writing.

EMERGENCY PLANNING AND INVESTIGATIONS

B-42. The field confinement facility commander publishes formal plans for apprehending escaped prisoners, protecting and preventing fires, evacuating the field confinement facility (in CBRN and regular scenarios), quelling prisoner riots and disorders, evacuating mass casualties, quarantining U.S. military prisoners, and conducting special-confinement and U.S. military prisoner processing operations. These plans must form part of the unit SOP and be tailored to the physical environment where the field confinement facility is located. Emergency action plans are tested at least every six months. Evacuation drills (such as fire drills) are conducted monthly. The essential elements of these plans include-

Providing notification by alarm and confirming the nature of the situation.

Providing procedures for manning critical locations on the exterior of the field confinement facility (control points, escape routes, observation points, and defensive positions).

Providing procedures to secure the prisoner population during the execution of emergency action plans.

Instituting prisoner and cadre recall procedures and developing a means of organizing forces (for example, search parties and riot control teams).

Implementing procedures to terminate the emergency action plan and conducting follow-up actions (submitting reports, conducting an investigation).

Providing procedures for evacuating mass casualties and securing prisoners.

B-43. The field confinement facility commander is responsible for organizing a reaction force that is trained in the use of force, riot control formations, and other emergency actions. The size of the reaction force depends on available personnel assets and the nature of the emergency.

B-44. Where appropriate or legally required, incidents of misconduct, breaches of discipline, or violations of the UCMJ are investigated using the procedures established in AR 15-6. Before prisoners who are suspected or accused of violations are interviewed and advised of their rights against self-incrimination under Article 31, UCMJ-and before they are told that any statement they make may be used as evidence against them in a criminal trial or in a disciplinary and adjustment board proceeding-they are told that they have the right to counsel and to have counsel present during questioning. Requests to consult with counsel does not automatically result in the case being referred to a three-member board. If requested, arrangements are made for the prisoner to meet with an attorney as soon as practical. Relevant witnesses, including those identified by U.S. military prisoners, are interviewed as deemed appropriate by the investigator. Written, sworn statements are obtained, when possible. The investigation is completed expeditiously, and a disciplinary report is submitted to the field confinement facility commander or a designated representative.

B-45. Upon receipt of the disciplinary and adjustment board report, the senior board member reduces the report to a memorandum for record, refers the case for counseling and/or reprimand, or takes other appropriate action, as necessary. See AR 190-47 for further guidance on a disciplinary and adjustment board.

RULES OF INTERACTION

B-46. The field confinement facility commander must establish and enforce the rules of interaction, which allows for the humane treatment and care of prisoners, regardless of why they are confined. The rules of interaction include, but are not limited to, the following:

Be professional, and serve as a positive role model for prisoners.

Be firm, impartial, and decisive.

Refrain from being too familiar or too belligerent with prisoners.

Do not become emotionally or personally involved with prisoners.

Do not gamble, fraternize, or engage in any commercial activities with prisoners.

Do not play favorites with any prisoners.

Do not give gifts to prisoners or accept gifts from them.

USE OF FORCE

B-47. Guidelines on the use of force are incorporated into orders, plans, SOPs, and instructions at field detention facilities and field confinement facilities. In all circumstances, only the minimum amount of force necessary should be employed. The use of firearms or other means of deadly force is justified only under conditions of extreme necessity and as a last resort. No guard is to use physical force against a prisoner except as necessary to defend themselves, prevent an escape, prevent injury to persons, prevent property damage, quell a disturbance, or move an unruly prisoner or as otherwise authorized in AR 190-47.

B-48. In the event of an imminent group or mass breakout from the field confinement facility or another general disorder, it should be made clear to prisoners that order will be restored-by force, if necessary. If the situation permits, before the application of force is applied, a qualified senior noncommissioned officer or the facility commander should try to reason with prisoners engaged in the disorder. If reasoning fails or if the existing situation does not permit reasoning, a direct order is given to prisoners to terminate the disorder. Before escalating beyond a show of force, prisoners not involved in the disturbance may be given an opportunity to voluntarily assemble in a controlled area away from the disturbance.

B-49. Per AR 190-47, commanders should ensure that personnel are trained on the policies for the use of force, trained and qualified in the use of oleoresin capsicum spray, and trained on the use of weapons with which they are armed. All personnel are thoroughly trained on policies regarding the use of force and the provisions in AR 190-14. Tower and escort guards are instructed not to fire a shotgun at a range of less than 20 meters to prevent prisoner escapes. These instructions will be in the prisoner guard training programs and in special instructions prepared for guard personnel.

ESCAPE

B-50. Each guard is provided with a whistle or another suitable means of audible alarm. Using firearms to prevent an escape is justified only if there is no other reasonable means to prevent the escape (See AR 190-14). If a prisoner attempts to escape from the confines of the field confinement facility, the guard should take action according to the following priorities:

Blowing three short blasts on a whistle or sounding an alarm signal to alert other guard personnel of the attempted escape.

In a loud voice, ordering the prisoner to halt three times.

Firing only when the prisoner has passed all perimeter barriers of the facility and is continuing to attempt an escape.

Note. Warning shots are prohibited.

B-51. The location of barriers is determined by the physical arrangement of the field confinement facility. Normally, barriers include fences or walls that enclose athletic, drill, recreational, and prisoner housing areas and administrative buildings.

TRANSPORTATION

B-52. The field confinement facility commander is responsible for prisoner transportation requirements, to include safety and security once a prisoner is under the field confinement facility commander's direct custody. The field confinement facility commander must ensure that the guard and escort force is thoroughly familiar with the rules for the use of force and the movement tasks. The field confinement facility commander should ensure that the escort guards-

Know the-

Type of vehicle being used.

Departure time.

Number of prisoners and their status.

Number of assigned escorts.

Type of weapons with which they are armed.

Type of restraints used (if applicable).

Transfer procedures at the final destination.

Know the actions to take in the event of a disorder or an escape attempt.

Conduct a thorough vehicle search and ensure that items that could be used as weapons are removed or secured.

Do not handcuff two prisoners together if both are at risk for escape.

Do not handcuff prisoners to any part of a vehicle.

Sign a DD Form 2708 (Receipt for Pre-Trial/Post-Trial Prisoner or Detained Person) for each prisoner escorted out of the field confinement facility.

Frisk the prisoners before loading them into the vehicle.

Follow loading procedures based on the type of transport available.

Know the emergency planning, loading, unloading, latrine, and meal procedures.

B-53. An M9 pistol, M16 rifle, and/or M4 carbine is used when prisoners are under escort. Machine guns and submachine guns are not used to guard U.S. military prisoners. Weapons are not taken inside controlled areas of the field confinement facility except at the expressed direction of the field confinement facility commander.

TRANSFER AND DISPOSITION OF UNITED STATES MILITARY PRISONERS

B-54. The field confinement facility commander must be prepared to transfer U.S. military prisoners from their facilities to other correctional facilities outside the theater or back to their units. Receiving units are responsible for the movement of prisoners. Prisoners are only released from confinement with proper authorization. The field confinement facility commander coordinates with the Staff Judge Advocate and the next higher commander to determine the release authority and authenticate DD Form 2718 (Prisoner Release Order). Detailed guidance on the administrative and operational processing required for prisoner transfer is outlined in AR 190-47.

Appendix C

Police Intelligence Operations Framework

This appendix lays outs the framework for and discusses police intelligence operations as a continuous and integrated military police task within all military police operations. Police intelligence operations enables commanders at all levels through the integration and fusion of police intelligence with traditional military intelligences processes to drive combat operations against all enemy threats.

THE INTEGRATED TASK

C-1. Police intelligence operations supports commanders at all levels through the integration of police intelligence activities within military police operations. It enables military police, USACIDC staff, and police intelligence analysts to identify connections and correlations between people, places, events, times, and things, allowing for the identification of trends, patterns, problems, and associations pertinent to crime and disorder. Police intelligence operations also supports the operations process and protection supporting tasks by providing police information and police intelligence to enhance situational understanding, protect the force, enable the rule of law, and assist homeland security.

C-2. During large-scale ground combat operations, military police rely heavily on traditional military intelligence processes to drive combat operations against enemy regular forces. The integration and fusion of police intelligence with traditional military intelligence allows staffs to build a clear common operational picture about enemy unconventional forces and irregular threats operating throughout the operational environment. As military operations transition from large-scale offensive and defensive ground combat operations to stability tasks, police intelligence operations rises in importance to understand criminal threats destabilizing society and police effectiveness, controlling crime to enable governance according to the rule of law.

THE FRAMEWORK

C-3. Police intelligence operations focuses on identifying the linkages between criminals and other irregular threats to enable commanders and staffs to better understand and act in complex environments through the following police intelligence operations framework (see figure C-1, page C-2).

Step 1. Plan and Direct. Military police commanders and staffs plan and direct by establishing the information collection plan and tasking collection assets.

Step 2. Collect and Process. Military police collection assets collect and process police information.

Step 3. Produce. Military police leaders, staffs, and police intelligence analysts produce police intelligence through analysis and the integration of criminal intelligence (strategic and tactical) and crime analysis (administrative, strategic, and tactical) about crime, disorder, criminal activity, and criminal threats throughout the operational environment.

Step 4. Disseminate Police Intelligence Products. Military police personnel disseminate police intelligence products to military police, Army organizations, and authorized unified action partners to inform, influence, and support current and future operations.

Figure C-1. Police intelligence operations framework

PLAN AND DIRECT

C-4. Military police who are planning police intelligence operations must first thoroughly understand the commander's intent and the concept of operations. This understanding leads to the identification of information gaps. Commanders base their initial information requirements on the critical gaps identified during intelligence preparation of the battlefield in the mission analysis step of the military decisionmaking process. Consideration is given to identifying who, what, when, where, and why to determine how to focus, prioritize, and allocate limited collection assets. Planners review the CCIRs to help establish priorities and provide guidance for the management of collection assets (see figure C-2, page C-3). Planners provide information for the collection effort using all available existing information through reachback, research, or other means to establish a baseline of knowledge. Information that is not available may be designated as an information requirement. The plan-and-direct step and the collect-and-process step collectively correspond to the scanning step in the scanning, analysis, respond, and assess policing model. Within the scanning, analysis, respond, and assess model, this step focuses attention on identifying crime problems within the operational environment.

Figure C-2. Plan and direct police information collection

C-5. An information requirement is any information element the commander and staff require to successfully conduct operations (ADRP 6-0). It includes any element necessary to address the mission variables (METT-TC). Prioritized information requirements are used to develop the information collection plan. The collection plan provides focus and direction to the collection effort by documenting, prioritizing, and assigning collection assets against specific information requirements to enhance situational understanding of crime within the operational environment.

C-6. An intelligence requirement is a requirement for intelligence to fill a gap in the command's knowledge or understanding of the operational environment or threat forces (JP 2-0). Intelligence requirements are filled through a number of methods and capabilities. The information collection plan addresses intelligence requirements that, when answered, fill a gap in knowledge and understanding of crime, criminal activity, disorder, fear of crime, and other destabilizing events throughout the area of operations. Collection to fulfill intelligence requirements may result from military police sources and methods discussed below and through coordination and liaison with other military units (United States and multinational), including intelligence, civil affairs, and reconnaissance elements; other policing and law enforcement agencies; and nongovernmental organizations.

C-7. Potential collection assets should be evaluated for availability, capability, and reliability. Once the information collection plan is complete and collection assets have been determined, military police direct collection assets against the established collection plan to answer the information and intelligence requirements and inform the production step in the police intelligence operations framework.

C-8. Military police direct collection assets through the tasking process based on the information collection plan. Collection assets consist of organic or attached military police patrols, but may include other specialty military police personnel, such as USACIDC special agents, detention specialists, or MWD teams. Information collection assets are assigned multiple tasks during the course of a mission. It is imperative that tasks are prioritized based on the mission, intelligence requirements, and available time to focus collection efforts and maximize the use of available resources. Consideration is also given to identifying what to collect, where to collect, when and how long to collect, and why to collect.

COLLECT AND PROCESS

C-9. Collection focuses on providing timely and relevant police information to produce police intelligence products that inform, influence, and support current and future operations. This step in the police intelligence operations framework consists of collecting and processing police information based on the information collection plan.

COLLECT POLICE INFORMATION

C-10. Collected information focuses on the aspects of the operational environment that cause or influence crime, disorder, and fear of crime within a population. This step (along with the plan and direct step) corresponds to the scanning step in the scanning, analysis, respond, and assess policing model. Within the scanning, analysis, respond, and assess policing model, this step focuses attention on collecting police information through a myriad of methods and sources to support the information collection plan directed against specific crime problems within the operational environment.

C-11. Military police and USACIDC personnel receive information from interaction and coordination with higher-echelon, lower-echelon, and adjacent unit G-2/S-2/intelligence directorate of a joint staff (J-2); military information support operations units; host-nation police and other law enforcement agencies; unified action partners; the staff judge advocate; the civil-military operations center; civil affairs teams; and force protection officers. The collected information is collated and analyzed for trends, patterns, and associations that may be apparent or intuitive or that may emerge from the data. This information is shared or fused with intelligence to support the commander's information requirements and the military decisionmaking process to support targeting, IO, and mission command.

C-12. Collection is integrated throughout all military police operations. During the conduct of decisive-action tasks, military police patrols and specialty military police assets are arrayed across the area of operations to perform a variety of policing, detention, and security and mobility tasks (see figure C-3, page C-5). Military police personnel can effectively collect information as a deliberate collection action or concurrent with the conduct of these other military police missions or tasks. Information can be collected actively through direct observation and engagement with target personnel or passively by observing and listening to the surrounding environment and personnel. Due to the methods that military police employ, the policing focus on countering crime, and the factors contributing to crime-conducive conditions, military police offer a unique collection capability that provides police information for the criminal and crime analysis processes.

C-13. Collection efforts range from conducting tactical reconnaissance and surveillance operations to processing information specific to police operations and investigations. Military police and USACIDC special agents collect and analyze information in response to requests for information, reviews of records and reports, assessments and inspections, complaints, criminal statistics, incidents, inquiries, biometric data, forensic evidence, and surveys of police and criminal environments. USACIDC specifically obtains information from-

The Combating Terrorism Program, as outlined in AR 525-13.

Law enforcement agencies.

Intelligence agencies.

Personal security vulnerability assessments.

Crime analysis.

Logistics security threat assessments.

Criminal investigations.

Interviews and law enforcement interrogations.

Figure C-3. Collect and process police information

SOURCES AND METHODS OF COLLECTION

C-14. Police information is derived from a myriad of sources. Military police collect police information during deliberate reconnaissance, through technical police assessments, during interactions with the population, during patrol operations, and in the process of conducting criminal investigations. Military police gather information from existing police databases and other databases that store information used for civil control measures, such as vehicle registration and driver's licenses.

C-15. Police information can be collected through passive (routine) or active (deliberate) collection efforts during the conduct of military police operations. Passive or routine collection is the compiling of data or information gathered while engaged in routine policing, detention, and security and mobility support missions. During passive collection, military police personnel are not on a dedicated reconnaissance, assessment, or collection mission. Passive collection occurs every time military police engage with or observe the people or the environment in which they operate. Examples of passive collection include establishing rapport with the local population by establishing and maintaining contact; maintaining efforts to clarify and verify information already obtained through observations or other means; or simply observing activity, lack of activity, or other variations from the normal.

C-16. Active or deliberate collection occurs when military police or other Army law enforcement elements are directed to obtain specific information about an area or target. These requests may be linked to a commander's priority intelligence requirements, a provost marshal's intelligence requirements of the area of operations, or specific criminal investigations. This required information is briefed to military police forces as part of their patrol or mission briefing before mission execution. See ATP 3-39.20 for details and descriptions of the methods and sources of collection.

PROCESS POLICE INFORMATION

C-17. Military police collection assets initially process collected police information into manageable portions and prioritize the collected information according to current collection requirements established by the information collection plan. Military police collection assets process and highlight newly identified crime and criminal activity and established patterns, trends or associations within the area of operations. Before reporting the collected police information, military police ensure that the police information collected is timely, accurate, precise, and relevant to the intelligence and information requirements established by the information collection plan. Collection assets may report that collection occurred but that they did not observe any activity satisfying the information collection requirements.

C-18. Military police organizations establish reporting procedures and guidelines for military police collection assets to process police information. Commanders establish, support, and allocate appropriate resources for a mission briefing and debriefing program to support police intelligence operations. The debriefing program includes debriefing patrols with no deliberate collection mission. Information gathered during the execution of routine military police operations is critical to the collection process.

C-19. Military police collection assets provide collected time-sensitive police information through spot reports. The spot report is produced and submitted by the military police collection asset conducting military police operations; the unit submits situation or spot reports to the higher headquarters operations and intelligence sections when information needs to be rapidly submitted.

PRODUCE

C-20. Production involves the analysis of collected police information. The police intelligence operations model integrates criminal analysis and crime analysis processes to provide commanders and military police with a complete picture of the criminal environment. These analysis processes correspond to the analysis step in the scanning, analysis, respond, and assess policing model. (See ATP 3-39.10 for further discussions of various policing models and strategies.) Criminal analysis and crime analysis are interdependent, complementary, and overlapping analysis processes that allow military police to take a holistic approach in identifying and defeating criminal threats and environmental factors that promote crime, disorder, and fear of crime (see figure C-4, page C-7).

C-21. Military police organizations have police intelligence analysts MOS 31B/31E/31D and government service civilian positions to provide specific analytical expertise in support of police intelligence operations. These analysts are trained to use analysis, research, statistical methods, and policing experience to identify and define crime trends, problems and patterns to predict and prevent crime and create strategies that lead to an effective police response. Military police and USACIDC police intelligence analysts should attend, at a minimum, the Crime and Criminal Intelligence Analyst Course provided by USAMPS.

C-22. The analysis of police information varies based on intelligence requirements and the purposes that analysis is meant to serve, such as identifying and apprehending a criminal offender, informing the public or population, or shaping crime prevention strategies to prevent and deter criminal activity. Police intelligence analysts use common analytical techniques and integrate criminal and crime analysis to answer requirements specific to policing organizations, the criminal environment, and criminal investigative gaps and considerations.

C-23. Analysts use thought and reasoning to deduce, induce, and infer meaning from information to produce conclusions that answer specific information or intelligence requirements. The analytical techniques used in crime analysis focus analysis on generating an understanding of the environmental and spatial-temporal conditions conducive to crime and disorder. Similarly, the analytical techniques used during the criminal analysis process focus analysis on producing criminal intelligence that supports the decision-making process by improving situational awareness of the characteristics of criminal offenders and threat posed by organized criminal activity. While some techniques are more relevant to one type of analysis, some may be applied to either type based on the analyst focus and desired results. (See ATP 3-39.20 for detailed descriptions and examples of the various analytical techniques.) Analysts shape their approach to analysis and the techniques employed depending on specific information and intelligence requirements to produce clear and purposeful analytical results that are categorized, packaged, fused, and disseminated to inform and influence decisions.

Figure C-4. Produce police intelligence

CRIMINAL AND CRIME ANALYSIS

C-24. The criminal and crime analysis processes result in the production of police intelligence categorized as criminal intelligence or crime analysis. Although these products result from independent analysis processes, the two processes are overlapping, interdependent, and complementary. Each process focuses on the specific aspects of crime inherent in the respective analysis process. Crime analysis focuses more on the what, when, where, and why of crime to determine the environmental, geographic, and spatial-temporal patterns of crime. Criminal analysis focuses more on the what, who, and why of crime to determine the characteristics and motivations behind criminal offenders and criminal networks. While each process has a unique focus, together the two processes generate a holistic understanding of the crime problem by explaining various aspects of the environment that create crime-conducive conditions and describing the offenders and networks that exploit available opportunities to commit various crimes (see figure C-5, page C-9).

Criminal Analysis

C-25. Criminal intelligence results from the analysis of criminal aspects of compiled police information and provides input to efforts to anticipate, prevent, or monitor criminal activity. Criminal intelligence focuses on identifying specific criminal offenders, criminal networks, and organized criminal organizations to anticipate criminal activity, understand criminal threats, or drive targeting operations focused on criminal offenders or organizations. Criminal intelligence can be categorized as strategic criminal intelligence or tactical criminal intelligence based on the purpose it is intended to serve, such as conducting criminal investigations, targeting criminal networks, or enhancing situational awareness of criminal organizations and linkages present within the operational environment.

Crime Analysis

C-26. Crime analysis is the systematic organizing and analyzing of police information to determine who, what, when, where, and why crime, disorder, fear of crime, and other destabilizing events occur in specific places to apprehend subjects, assist in crime prevention, solve crime problems, and measure police effectiveness. Crime analysis is focused on understanding the environmental and spatial-temporal variables influencing perceptions of crime and disorder, crime opportunities, victim or target vulnerabilities, and conditions conducive to criminal activity. Crime analysis can be categorized as administrative crime analysis, strategic crime analysis, or tactical crime analysis based on the directed focus of the crime analysis process and the outcomes it is intended to inform or influence.

POLICE INTELLIGENCE PRODUCTS

C-27. There are several types of police intelligence products that may be produced, grouped, and packaged as a result of police intelligence-and with police information-to fulfill information and intelligence requirements. The particular type and focus of police intelligence products developed depend on the purpose the product is meant to serve. For instance, a be-on-the-lookout (BOLO) alert may be produced during criminal analysis and packaged with other tactical criminal intelligence to enhance public awareness of a known or suspected criminal offender or to support an ongoing criminal investigation. Likewise, a crime prevention survey may be directed as part of crime analysis at a specific place experiencing increased crimes, with the resulting products grouped with other tactical crime analysis to shape immediate response and prevention efforts at the location to eliminate the conditions generating opportunities for crime.

C-28. There are several types of police intelligence products that may be developed. This list is not all- inclusive and does not include common types of products (information papers, staff studies, decision briefs) that are redundant with other military staff and intelligence. It does not limit creative and innovative analysts from using other types of products and methods to solve unique and specific crime problems within the scope of local procedures, demands, and SOPs. See ATP 3-39.20 for details and examples of the following types of police intelligence products:

Crime prevention surveys.

Crime prevention flyers.

Economic crime threat assessments.

Logistics security threat assessment.

Figure C-5. Criminal intelligence and crime analysis focuses

Personal security vulnerability assessments.

Crime maps.

BOLO alerts.

Wanted and reward posters.

Link analysis products.

Statistical data.

Forensic analysis reports.

Criminal intelligence bulletins.

Advisories.

Alert notices.

Pattern analysis products.

Forecasts.

C-29. Police intelligence products are fed into policing, corrections, and investigative missions through various policing strategies and investigative processes and into the Army operations process through the integrating processes (intelligence preparation of the battlefield, risk management, and targeting). This dissemination allows military police personnel and commanders and staffs to make decisions ranging from policy, budgeting, and resource allocation to direct tactical action to reduce crime; eliminate crime-conducive conditions; target criminal offenders and networks; and establish safe and secure environments for U.S. forces, allies, and host-nation populations across the range of military operations.

C-30. Within a deployed operational environment, military police leaders continuously collect, organize, and interpret police information. Military police units continuously update internal tracking systems and report analyzed police information and police intelligence to higher, lower, and other relevant units to facilitate the operations process. Police information and police intelligence are provided by military police to the G-2/S-2 for use within the intelligence preparation of the battlefield process to assist in the situational understanding of the operational environment. Police intelligence analysts-

Update the previous police/criminal estimates provided to the G-2/S-2.

Identify new or potential irregular threats (criminals, terrorists, and insurgents), networks, and trends in the area of operations.

Recommend protection level changes to the supported commander.

Notify adjacent units of the potential irregular threats (criminal, terrorist, and insurgents), networks, and trends that may affect their forces.

Reprioritize military police operations and support to the identified threat area.

Share the information with host-nation/local police and other agencies, as appropriate.

DISSEMINATE

C-31. Dissemination is the act of getting relevant information to the right personnel, units, or agencies; it is critical to the timely integration of police information and police intelligence products. Dissemination entails delivering timely, relevant, accurate, predictive, and tailored police intelligence products to appropriate and authorized stakeholders. Dissemination must comply with legal restrictions, mission requirements, and protection considerations. Identifying recipients, determining the product format, and selecting the means of delivery are key aspects of dissemination. The need to balance speed with thoroughness should be weighed throughout the process. Commanders and analysts should consider interim reports to provide key data to end users as it becomes available. Often, waiting for complete information may delay product dissemination so long that the product, although accurate, is too late to be useful to commanders and law enforcement investigators who need it.

C-32. Police intelligence or police information may be provided in verbal, written, or graphic format. The type of information; the time available; and the requirements of the commander, unit, or agency requiring police intelligence products may determine the information format. In the law enforcement community, some standard formats and means exist for disseminating police information and police intelligence products between agencies; many formats are developed locally. These dissemination conduits are closed to personnel and agencies outside the law enforcement community. When conducting OCONUS operations or operations that are in OCONUS territories, police intelligence products may be disseminated across tactical mission command systems or appropriate military networks. These networks and systems facilitate the dissemination of answers to CCIRs. The fusion of police intelligence with military intelligence allows staffs to build a clear common operational picture to increase situational understanding and enable informed decision making by commanders. See ATP 3-39.20 for additional information on the fusion of police intelligence with military intelligence.

C-33. Police intelligence networks in support of bases, base camps, and decisive action are developed with the same overarching objective-to enhance police information and police intelligence sharing. Regardless of the operational environment, many factors create variations in network composition. Factors such as availability of agencies in the local area of operations, personalities of organizational leaders, and cultural or operational differences between agencies may influence organization participation and team dynamics. See ATP 3-39.20 for additional information on collaboration and fusion.

C-34. Military police and USACIDC personnel may develop police intelligence networks anywhere in support of missions in any operational environment. Standardization provides a platform for tailoring staff, providing institutional training, and selecting the most appropriate resources (automation or other emerging technologies). The successful development of police intelligence networks enhances coordination and cooperation between local agencies and provides a springboard for developing vast regional, national, or international police intelligence networks.

C-35. Military police and USACIDC personnel who are responsible for police intelligence operations must identify the appropriate and authorized users of police intelligence products before a mission to ensure that the right products get to the right people at the right time. Police intelligence product users are the personnel or organizations that initiate the requirement and need the products for law enforcement in the United States and its territories. Police information and police intelligence products identified as law enforcement-sensitive are retained in law enforcement channels. When supporting operations in operational areas such as OCONUS and its territories the recipients of police information and police intelligence products are more broadly defined and are not limited to law enforcement.

Source Notes

This division lists sources by page number. Where material appears in a paragraph, it lists both the page number followed by the paragraph number.

1-1 | "The military police have demonstrated..": LTC Bruce Palmer, Jr., Deputy Commanding General, U.S. Army Vietnam, 1968.
1-3 | "We in America have learned bitter..". President Ronald Reagan, 1984.
2-1 | "The business of this corps is to watch..". George Washington to the Continental Congress Conference Committee, 1778.
2-3 | "The test of police efficiency..". Sir Robert Peel.
3-1 | "The experience of the American Expeditionary Forces in France..". Brigadier General Harry H. Bandholtz, 1919.
3-10 | "Maintenance of a specially organized Military Police Corps..". Brigadier General Harry H. Bandholtz.
4-1 | "Success in war can be achieved..". Major General Leonard Wood, Field Service Regulations, 1914.
4-5 | "I am a Soldier, I fight where I am told, and I win where I fight." General George S. Patton, Jr.
4-20 | "These brave men won a costly change of image.". Colonel Richard E. George, Provost Marshal, Saigon, 1968.
5-1 | "A true leader has the confidence to stand alone..". General Douglas McArthur.

Glossary

The glossary lists acronyms and abbreviations and terms with Army or joint definitions, and other selected terms. Where Army and joint definitions are different, (Army) follows the term. Terms or acronyms for which FM 3-39 is the proponent manual (the authority) are marked with an asterisk (*).

SECTION I - ACRONYMS AND ABBREVIATIONS

ADP | Army doctrine publication
ADRP | Army doctrine reference publication
AR | Army regulation
ATP | Army techniques publication
ATTN | attention
BCT | brigade combat team
BOLO | be-on-the-lookout
CBRN | chemical, biological, radiological, and nuclear
CCIR | commander's critical information requirement
CDID | Capabilities Development and Integration Directorate
CID | criminal investigation division
CJCSM | Chairman of the Joint Chiefs of Staff manual
CODDD | Concepts, Organizations, and Doctrine Development Division
CTA | common table of allowance
DA | Department of the Army
DC | District of Columbia
DFSC | Defense Forensic Science Center
DNA | deoxyribonucleic acid
DOD | Department of Defense
DODD | Department of Defense directive
DODI | Department of Defense instruction
DSCA | defense support of civil authorities
EPW | enemy prisoner of war
FM | field manual
G-2 | assistant chief of staff, intelligence
G-3 | assistant chief of staff, operations
G-4 | assistant chief of staff, logistics
G-5 | assistant chief of staff, plans
G-7 | information operations staff officer
IAA | incident awareness and assessment
IO | information operations
J-2 | intelligence directorate of a joint staff
J-3 | operations directorate of a joint staff
JP | joint publication
MEB | maneuver enhancement brigade
METT-TC | mission, enemy, terrain and weather, troops and support available, time available, and civil considerations
MO | Missouri
MOS | military occupational specialty
MSCoE | Maneuver Support Center of Excellence
MWD | military working dog
NATO | North Atlantic Treaty Organization
NEO | noncombatant evacuation operations
No. | number
OCONUS | outside the continental United States
OPCON | operational control
OPMG | Office of the Provost Marshal General
PIN | publication identification number
PMESII-PT | political, military, economic, social, information, infrastructure, physical environment, and time
POLICE | police and prison structures, organized criminal elements, legal system, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms
RP | retained personnel
S-2 | battalion or brigade intelligence staff officer
S-3 | battalion or brigade operations staff officer
S-4 | battalion or brigade logistics staff officer
SOP | standard operating procedure
STANAG | standardization agreement
STP | Soldier training publication
TC | training circular
UCMJ | Uniform Code of Military Justice
U.S. | United States
USACIDC | United States Army Criminal Investigation Command
USAMPS | U.S. Army Military Police School
USC | United States Code

SECTION II - TERMS

*crime analysis

The systematic examination and interpretation of police information to determine when, where, and why crime, disorder, fear of crime, and other destabilizing events occur in specific places.

*criminal intelligence

Police information compiled, analyzed, and disseminated in an effort to anticipate, prevent, or monitor criminal activity.

*police information

Information collected during military police operations concerning crime, disorder, criminal activity, and criminal threats.

*police intelligence

The product resulting from the collection, processing, analysis, and integration of criminal intelligence and crime analysis about crime, disorder, criminal activity, and criminal threats.

*police intelligence operations

The application of systems, technologies, and processes that analyze applicable data and information necessary for situational understanding and focusing policing activities to achieve social order.

*policing

The application of control measures within an area of operation to maintain law and order, safety, and other matters affecting the general welfare of the population.

*traffic control post

A manned post that is used to preclude the interruption of traffic flow or movement along a designated route.

*U.S. military prisoner

A person sentenced to confinement or death during a court-martial and ordered into confinement by a competent authority, whether or not the convening authority has approved the sentence.

References

All URLs were accessed 3 December 2018.

REQUIRED PUBLICATIONS

These documents must be available to the intended users of this publication. Most Army publications are available online at <https://armypubs.army.mil>. Most joint publications are available online at <https://www.jcs.mil/doctrine/>.

DOD Dictionary of Military and Associated Terms. February 2019.

ADP 1-02. Terms and Military Symbols. 14 August 2018.

RELATED PUBLICATIONS

These documents contain relevant supplement information.

JOINT PUBLICATIONS

Most joint publications are available online at <https://www.jcs.mil/doctrine/>.

JP 1. Doctrine for the Armed Forces of the United States. 25 March 2013.

JP 2-0. Joint Intelligence. 22 October 2013.

JP 3-0. Joint Operations. 17 January 2017.

JP 3-07.2. Antiterrorism. 14 March 2014.

JP 3-07.3. Peace Operations. 1 March 2018.

JP 3-08. Interorganizational Coordination. 12 October 2016.

JP 3-10. Joint Security Operations in Theater. 13 November 2014.

JP 3-13. Information Operations. 27 November 2012.

JP 3-16. Multinational Operations. 16 July 2013.

JP 3-24. Counterinsurgency. 25 April 2018.

JP 3-26. Counterterrorism. 24 October 2014.

JP 3-27. Homeland Defense. 10 April 2018.

JP 3-28. Defense Support of Civil Authorities. 29 October 2018.

JP 3-34. Joint Engineer Operations. 6 January 2016.

JP 3-63. Detainee Operations. 13 November 2014.

JP 3-68. Noncombatant Evacuation Operations. 18 November 2015.

JP 4-08. Logistics in Support of Multinational Operations. 5 July 2017.

JP 5-0. Joint Planning. 16 June 2017.

ARMY PUBLICATIONS

Most Army publications are available online at <https://armypubs.army.mil>.

ADP 1-01. Doctrine Primer. 2 September 2014.

ADP 3-0. Operations. 6 October 2017.

ADP 3-05. Special Operations. 29 January 2018.

ADP 3-28. Defense Support of Civil Authorities. 11 February 2019.

ADP 3-37. Protection. 11 December 2018.

ADP 3-90. Offense and Defense. 13 August 2018.

ADP 5-0. The Operations Process. 17 May 2012.

ADP 6-0. Mission Command. 17 May 2012.

ADRP 1. The Army Profession. 14 June 2015.

ADRP 1-03. The Army Universal Task List. 2 October 2015.

ADRP 3-0. Operations. 6 October 2017.

ADRP 3-05. Special Operations. 29 January 2018.

ADRP 3-07. Stability. 31 August 2012.

ADRP 4-0. Sustainment. 31 July 2012.

ADRP 5-0. The Operations Process. 17 May 2012.

ADRP 6-0. Mission Command. 17 May 2012.

AR 15-6. Procedures for Administrative Investigations and Boards of Officers. 1 April 2016.

AR 15-130. Army Clemency and Parole Board. 19 November 2018.

AR 20-1. Inspector General Activities and Procedures. 29 November 2010.

AR 190-11. Physical Security of Arms, Ammunition, and Explosives. 17 January 2019.

AR 190-13. The Army Physical Security Program. 25 February 2011.

AR 190-14. Carrying of Firearms and Use of Force for Law Enforcement and Security Duties. 12 March 1993.

AR 190-45. Law Enforcement Reporting. 27 September 2016.

AR 190-47. The Army Corrections System. 15 June 2006.

AR 190-55. U.S. Army Corrections System: Procedures for Military Executions. 23 July 2010.

AR 190-56. The Army Civilian Police and Security Guard Program. 15 March 2013.

AR 195-2. Criminal Investigation Activities. 9 June 2014.

AR 210-130. Laundry and Dry Cleaning Operations. 22 February 2005.

AR 525-13. Antiterrorism. 17 February 2017.

AR 633-30. Military Sentences to Confinement. 2 December 2015.

AR 700-84. Issue and Sale of Personal Clothing. 22 July 2014.

AR 710-2. Supply Policy Below the National Level. 28 March 2008.

ATP 3-34.22. Engineer Operations–Brigade Combat Team and Below. 5 December 2014.

ATP 3-37.2. Antiterrorism. 3 June 2014.

ATP 3-39.10. Police Operations. 26 January 2015.

ATP 3-39.11. Military Police Special Reaction Teams. 26 November 2013.

ATP 3-39.12. Law Enforcement Investigations. 19 August 2013.

ATP 3-39.20. Police Intelligence Operations. 6 April 2015.

ATP 3-39.30. Security and Mobility Support. 30 October 2014.

ATP 3-39.32. Physical Security. 30 April 2014.

ATP 3-39.34. Military Working Dogs. 30 January 2015.

ATP 3-39.35. Protective Services. 31 May 2013.

ATP 3-57.10. Civil Affairs Support to Populace and Resources Control. 6 August 2013.

ATP 3-90.15. Site Exploitation. 28 July 2015.

ATP 4-16. Movement Control. 5 April 2013.

ATP 5-19. Risk Management. 14 April 2014.

DA Pamphlet 350-38. Standards in Weapons Training. 28 September 2018.

FM 1-04. Legal Support to the Operational Army. 18 March 2013.

FM 1-06. Financial Management Operations. 15 April 2014.

FM 2-22.3. Human Intelligence Collector Operations. 6 September 2006.

FM 3-0. Operations. 6 October 2017.

FM 3-07. Stability. 2 June 2014.

FM 3-13. Information Operations. 6 December 2016.

FM 3-57. Civil Affairs Operations. 31 October 2011.

FM 3-63. Detainee Operations. 28 April 2014.

FM 3-81. Maneuver Enhancement Brigade. 21 April 2014.

FM 3-96. Brigade Combat Team. 8 October 2015.

FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.

FM 27-10. The Law of Land Warfare. 18 July 1956.

TC 3-39.30. Military Police Leader’s Handbook. 11 August 2015.

DEPARTMENT OF DEFENSE PUBLICATIONS

Most joint and Department of Defense publications are available online at <https://www.esd.whs.mil/DD/>.

DODD 3025.18. Defense Support of Civil Authorities (DSCA). 29 December 2010.

DODI O-2000.22 Designation and Physical Protection of DOD High-Risk Personnel. 19 June 2014.

DODI 1325.07. Administration of Military Correctional Facilities and Clemency and Parole Authority. 11 March 2013.

MISCELLANEOUS PUBLICATIONS

28 CFR. Judical Administration. Web site <https://www.ecfr.gov/cgi-bin/text-idx?SID=a412435fd58d8c49ab3ee3a65a334e76&mc=true&tpl=/ecfrbrowse/Title28/28tab_02.tpl>.

10 USC. Armed Forces. <http://uscode.house.gov/browse/&edition=prelim>.

32 USC. National Guard. Web site <http://uscode.house.gov/browse/prelim@title32&edition=prelim>. <http://uscode.house.gov/browse/&edition=prelim>.

CJCSM 3130.03A. Planning and Execution Planning Formats and Guidance. 4 February 2019. <https://jsportal.sp.pentagon.mil/sites/Matrix/DEL/CJCSJS%20Directives%20Limited/CJCSM%203130.03A.pdf#search=CJCSM%203130%2E03>.

CTA 50-900. Clothing and Individual Equipment. 20 November 2008. <https://fmsweb.fms.army.mil/unprotected/splash/>.

Freedom of Information Act. 1996. <https://www.foia.gov/>.

Law of Armed Conflict Deskbook, 5th edition. International and Operational Law Department. 15 June 2015. <https://www.jagcnet.army.mil/Sites%5C%5Cio.nsf/0/4555E5A69E0EE12C85257F4E00680FCE/%24File/2015%20LOAC%20DESKBOOK%20FINAL.pdf>.

Manual for Courts-Martial United States (2016 edition). <https://jsc.defense.gov/Portals/99/Documents/MCM2016.pdf?ver=2016-12-08-181411-957>.

Military Extraterritorial Jurisdiction Act of 2000 (Public Law 106-523). 22 November 2000. <https://www.justice.gov/sites/default/files/jmd/legacy/2013/10/15/act-pl106-523.pdf>.

North Atlantic Treaty Organization. http://www.nato.int/.

Prison Rape Elimination Act. <https://ojp.gov/programs/prisonrapeelimination.htm>.

STANAG 2085 (Edition 4). NATO Combined Military Police. 11 March 2005. <http://nso.nato.int/nso/nsdd/listpromulg.html>.

STANAG 2226 (Edition 2). NATO Military Police Guidance and Procedures. 26 June 2014. <https://nso.nato.int/nso/classDoc.htm>.

Uniform Code of Military Justice. <http://www.ucmj.us>.

USAMPS. <https://home.army.mil/wood/index.php/units-tenants/USAMPS>.

MULTI-SERVICE PUBLICATIONS

AR 190-8/OPNAVINST 3461.6/AFJI 31-304/MCO 3461.1. Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees. 1 October 1997.

ATP 3-04.64/MCRP 3-42.1A/NTTP 3-55.14/AFTTP 3-2.64. Multi-Service Tactics, Techniques, and Procedures for the Tactical Employment of Unmanned Aircraft Systems. 22 January 2015.

ATP 3-34.40/MCWP 3-17.7. General Engineering. 25 February 2015.

ATP 3-34.81/MCWP 3-17.4. Engineer Reconnaissance. 1 March 2016.

ATP 3-37.10/MCRP 3-40D.13. Base Camps. 27 January 2017.

ATP 3-90.4/MCWP 3-17.8. Combined Arms Mobility. 8 March 2016.

FM 3-24/MCWP 3-33.5. Insurgencies and Countering Insurgencies. 13 May 2014.

PRESCRIBED FORMS

This section contains no entries.

REFERENCED FORMS

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate Web site: <https://armypubs.army.mil/>. DD forms are available on the Office of the Secretary of Defense (OSD) Web site: <https://esd.whs.mil/dd/>. Printed forms are available through normal form supply channels. Standard forms (SFs) are available on the U.S. General Services Administration (GSA) Web site: <https://www.gsa.gov>.

DA Form 2028. Recommended Changes to Publications and Blank Forms.

DA Form 3078. Personal Clothing Request.

DA Form 4137. Evidence/Property Custody Document.

DD Form 499. Prisoner’s Mail and Correspondence Record.

DD Form 503. Health Assessment Certificate for Segregation.

DD Form 504. Request and Receipt for Health and Comfort Supplies.

DD Form 506. Daily Strength Record of Prisoners.

DD Form 509. Inspection Record of Prisoner in Segregation.

DD Form 2707. Confinement Order.

DD Form 2708. Receipt for Pre-Trial/Post-Trial Prisoner or Detained Person.

DD Form 2710. Prisoner Background Summary.

DD Form 2713. Prisoner Observation Report.

DD Form 2714. Prisoner Disciplinary Report/Action.

DD Form 2718. Prisoner Release Order.

SF 600. Chronological Record of Medical Care.

RECOMMENDED READINGS

ATP 3-39.33. Civil Disturbances. 21 April 2014.

Geneva Conventions of 12 August 1949. <https://www.icrc.org/en/war-and-law/treaties-customary-law/geneva-conventions>:

Convention (I) for the Amelioration of the Condition of the Wounded and Sick in Armed Forces in the Field. Geneva, 12 August 1949.

Convention (II) for the Amelioration of the Condition of Wounded, Sick and Shipwrecked Members of Armed Forces at Sea. Geneva, 12 August 1949.

Convention (III) relative to the Treatment of Prisoners of War. Geneva, 12 August 1949.

Convention (IV) relative to the Protection of Civilian Persons in Time of War. Geneva, 12 August 1949.

Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the Protection of Victims of International Armed Conflicts (Protocol I), 8 June 1977.

Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the Protection of Victims of Non-International Armed Conflicts (Protocol II), 8 June 1977.

Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the Adoption of an Additional Distinctive Emblem (Protocol III), 8 December 2005.

Posse Comitatus Act of 1878 (18 USC § 1385). <http://uscode.house.gov/browse/prelim@title18&edition=prelim> or <http://uscode.house.gov/view.xhtml?req=1+usc+1385&f=treesort&fq=true&num=40&hl=true&edition=prelim&granuleId=USC-prelim-title18-section1385>.

JP 1-04. Legal Support to Military Operations. 2 August 2016.

Index

Entries are by paragraph number.

A

access control. 2-33, 2-41, 2-104, 2-123,4-136,5-75,A-27

American Correctional Association. 3-35

analysis. 1-28, 1-33, 1-48, 2-3, 2-5, 2-21, 2-26, 2-48, 2-121, 2-144, 3-3, 3-21, 3-41, 3-67, 3-84, 3-91, 3-92, 3-95, 4-54, 4-58, 4-76, 4-84, 4-87, 5-9, 5-50, 5-75, A-21

antiterrorism. 2-51, 2-110, 2-118, 2-122, 3-69, 4-103, 4-116, 5-39

definition. 2-118

area security. 2-87, 2-94, 2-99, 2-100, 2-106, 3-46, 4-36, 4-98, 4-103

Army Corrections Command. 3-23, 3-28, 3-30

army design methodology. 5-15, 5-16

Army Force Management System. A-1

B

base security. 4-98, 4-103

baseline companies. 3-6, 3-60, A-2

battlefield confinement. 2-60, B-31, B-316

battlefield facilities. B-1

field confinement facilities. B-1

field detention facilities. B-1

biometric and forensics. 2-24

biometric data. 2-24, 4-136

border control. 2-40, 2-41, 4-101, 4-108, 4-109

border operations. 2-41, 2-117, 4-107

border security. 2-40

boundary security. 2-40, 4-101

breaching. 2-80, 2-85, 4-26

breaching operations. 2-80, 4-26

C

chaplains. B-317

checkpoints. 2-41, 2-77, 2-92, 2-97, 2-104, 2-123, 2-128, 2-130, 5-75, A-27

civil control. 1-44, 1-46, 1-53, 2-6, 2-7, 2-36, 2-123, 2-144, 4-26, 4-37, B-31, 4-40, 4-62, 4-94, 4-114, 5-30, 5-44, A-17

civil disturbance. 2-11, 4-136

civil law enforcement. 2-11, 2-51, 4-101

civil security. 1-46, 1-53, 2-6, 2-7, 2-36, 2-40, 4-26, 4-37, 4-39, 4-40, 4-62, 4-94, 4-114, 4-124, 5-30

combat power. 1-49, 2-76, 4-3, 4-53, 4-60, 4-67, 4-76, 4-99, 4-145, 5-36, 5-43, 5-48

combating terrorism. 4-116

definition. 4-116

combined arms. 1-1, 1-51, 2-80, 3-44, 3-57, 4-10, 4-27, 4-33, 5-45, 4-53, 4-76, 4-77, 4-145, 5-1, 5-22, 5-43, 5-44

definition. 4-53

command and support. 2-5, 3-10, 4-65, 5-4, 5-23, 5-30, 5-48,

command and support relationships. 5-30

confinement facilities. 2-59, 3-40, 5-48, B-1, B-31

contingency contracts. 4-142

contractors. 3-4, 3-43, 5-48, 4-140, 4-117, 4-187

contractors on the battlefield. 4-117

convoy security. 2-94, 2-108, 2-110

corps, 2-2, 2-3, 2-4, 2-44, 2-69, 2-85, 2-110, 3-6, 3-9, 3-11, 3-55, 3-65, 3-74, 3-76, 3-79, 3-83, 3-89, 3-94, 4-54, 4-66, 4-73, 4-93, 4-139, 4-144, 5-12, 5-26, 5-35, A-1, A-3, A-10

counterdrug operations. 2-46, 2-51

counterinsurgency. 1-44, 2-63, 4-42, 4-90, 4-120, 4-126, 4-122

definition. 4-120

crime prevention. 2-11, 2-21, 3-9

crime-conducive conditions. 1-28, 1-33, 1-39, 1-44, 2-9, 4-86, 5-24

criminal intelligence. 2-21, 2-47, 2-146, 3-59, 4-86, 4-87, B-31,

criminal investigation division group. 3-53, A-8

criminal investigations. 2-9, 2-19, 2-24, 2-43, 2-146, 3-13, B-31, 3-59, 3-67, 4-68, 4-91, 4-101, 4-144, A-25

critical installations. 2-103

customs. 2-9, 2-34, 2-41, 3-76, 4-72, 4-101, 4-108, 4-109, 5-26, 5-36, A-27

D

death penalty. 3-34

decision making. 4-87, 5-48

defensive tasks. 4-32

defiles. 2-92

detainee operations. 1-44, 1-49, 2-54, 2-57, 2-63, 2-66, 2-117, 2-130, 3-48, 3-52, 4-26, 4-29, 4-33, 4-41, 4-63, 4-102, 4-126, 5-31, 5-48

detainees. 5-75, 5-73, 5-72, 5-71, 5-48, 5-48, 4-136, 4-129, 4-102, 4-91, 4-72, 4-41, 4-26, 2-67, 2-56, 1-53

detension. 1-53

detention. 1-1, 1-6, 1-28, 1-38,1-43, 1-44, 1-47,1-50, 2-3, 2-43, 2-54, 2-56, 2-65,2-67,2-72, 3-4, 3-46, 3-49,3-79,3-84,3-98,4-24, 4-26,4-33, 4-36, 4-38, 4-41,4-46, 4-54, 4-58,4-62,4-72, 4-84, 4-86, 4-91,4-95,4-100, 4-102, 4-105, 4-112, 4-126,4-130, 4-133, 5-13, 5-26, 5-48, A-17, B-1, B-31,

definition. 1-6, 2-54

detainees. 2-63

host nation. 2-70

detention and resettlement. 1-49, 2-54, 4-126

facilities. 5-48

detention and settlement. 1-49

detention unit. 2-57, 3-79, 4-29

discipline. 2-65, 3-57

disciplines. 1-49,1-29, 2-5, 2-6, 2-43, 4-24, 4-35, 4-40, 4-62, 5-6, 5-30

military police disciplines. 1-49

dislocated civilian. 1-42, 1-47, 2-130, 2-133,4-33, 4-25, 4-26, 4-72,4-84, 4-92, 4-103, 4-114, 5-75,

control of. 2-133

division. 2-44, 2-69, 2-85, 3-28, 3-50, 3-53, 3-89, 3-90, 3-91, 3-92, 4-66, 4-54, 4-73, 4-93, 4-144, 5-12, 5-26, 5-35, A-5, A-8

divisional military police force. 3-91

drug suppression, 2-21, 2-47, 3-13, 3-20

DSCA. 2-6, 3-3, 3-95, 4-1, 4-141, 4-146, 5-41

E

economic crimes. 2-21, 2-47

escalation of force. 1-36, B-31

exceptional information. 4-96

F

felony crimes. 2-19, 2-21, 3-9, 3-11

field confinement facility. B-1

alarms. B-31

commander. B-1

construction. B-1

emergency plans. B-31

facility guards. B-31

location. B-1

reaction force. B-31

shift supervisor. B-31

use of force. B-31

field detention facility. B-1

force pool capabilities. A-1

force tailoring. 3-82

forensic evidence. 2-24, 2-31

forensic laboratory. 3-9, 3-59

forensics. 2-24, 2-26, 2-43, 4-72, 4-101, 4-113, 5-26, 5-36

freedom of movement. 1-44, 2-40, 2-79, 2-130, 4-36, 4-76, 4-101, A-17

full spectrum operations. 4-137, 5-42

definition. 4-1

G

gap crossing. 2-85, 2-86, 3-46, 4-27, 5-75

gap-crossing operations. 2-86

generating force. 3-5, 3-9, 3-23, 3-28, 3-42, 3-82

graduated-response. 1-36, 2-39

H

higher-echelon headquarters. 3-89

high-risk personnel protection. 3-69

high-risk personnel security. 2-137, 3-69, 4-26

holding area. 2-87, 2-92, 2-94, 4-27, 4-72

definition. 2-94

host nation police. A-25

host-nation corrections training and support. 1-42, 2-70, 4-102

host-nation police, 4-15, 5-44, 5-30, 4-141, 4-124, 4-114, 4-113, 4-111, 4-101, 4-90, 4-62, 4-46, 3-92, 3-77, 2-48, 2-47, 2-45, 2-43, 2-7, 1-50, 1-44, 1-42

host-nation police training and support. 2-45

host-nation training and support. 2-9

I

initial response force. 2-77, 2-104

definition. 2-77

insurgency. 1-44, 2-63

definition. 1-44

integrated planning. 5-1

intelligence preparation of the battlefield. 4-25, 4-33, 4-72, 4-87

intelligence warfighting function. 4-82, 4-86, 4-91

definition. 4-82

interagency coordination. 3-97, 4-146,

interim criminal justice system. 2-42

L

law and order operations. 2-6, 5-48

law enforcement. 1-34,1-50, 2-6, 2-7, 2-11, 2-21,-24, 2-32, 2-33, 2-41, 2-43, 2-51, 2-117, 2-118, 2-144, 3-18, 3-75, 3-77, 4-40, 4-43, 4-56, 4-68, 4-86,4-91, 4-98, 4-101, 4-112, 4-115, 4-119, 4-122, 4-142,4-144,5-41, 5-48, A-17, A-24

law enforcement professionals. 4-144

lethal force. 4-55

levels of war. 1-49,1-51, 3-44, 4-66, 5-11, 5-12

M

main supply route regulation enforcement. 2-91, 4-72,

maneuver and mobility support. 5-75

maneuver support operations definition. 3-88

measure of effectiveness. 1-39, 5-45

measure of performance. 5-45

MEB. 2-85, 2-110, 3-50, 3-60, 3-62, 3-85, 3-88,3-91, 3-92, 3-93, 4-66, 4-77, 4-91, 5-12, 5-35, 5-48, A-2

medical care. 5-73, B-1

military decisionmaking process. 5-16, 5-19, 5-20, 5-22, 5-35, 5-48, B-1,

definition. 5-19

military police battalions. 2-44, 3-49, 3-57, 3-60, 3-63, 3-84, 3-91, 4-54, 4-71, 4-77, 4-91, 4-93, 5-12, A-2, A-6, A-17

military police brigade. 2-69, 2-72, 2-110, 3-46, 3-49, 3-79, 3-85, 3-90, 3-92, 3-93, 3-94, 3-97, 4-63, 4-77, 4-97, 5-23, 5-30, A-1, A-6, A-24

military police disciplines, 1-49, 2-3, 2-5, 2-145, 3-47, 3-56, 4-1, 4-25, 4-39, 4-54, 4-58, 4-72, 4-84, 4-139, 5-10, 5-11, 5-26, 5-48, A-11,

Military Police Ground-Based Interceptor Security Company. 3-66

military police liaison. 5-40

military police operations. 3-48

foundations of. 2-2

plans and orders. 5-24

military police organizations and capabilities, A-1

military police patrols. 2-97, 2-116

military police view of the operational environment. 1-30

military prisoners. 3-31, B-316

mission command. 2-57, 3-10, 3-24, 4-25, 4-30, 4-33, 4-51, 4-60, 4-93, 5-1, 5-30, 5-33, 5-37, 5-48

mission command warfighting function. 4-60

definition. 4-60

modular force organization. 3-85

movement and maneuver. 1-47, 1-51, 4-24, 4-53, 4-58, 4-75, 4-76, 4-77,4-81, 5-14, 5-37

movement and maneuver warfighting function. 4-75, 4-76, 4-81

definition. 4-75

movement corridor. 2-94, 2-109, 3-57, 3-60, 4-27, 4-36, 4-98, 4-103, A-2

definition. 2-94

movement support. 2-76, 2-79

movement support to mobility operations. 2-79

multifunctional organizations. 3-85

multifunctional units. 3-46, 3-85

multinational operations. 2-12, 4-148

multinational security forces. 4-149

MWD. 2-11, 2-35, 2-41,2-68, 2-115, 2-139, 2-43, 3-41, 3-74, 3-79, 4-71, 4-136, 5-41, 5-48, B-1

N

noncombatant evacuation. 4-119

nonlethal. 1-48, 1-51, 2-5, 2-121, 2-123, 4-1, 4-55, 5-48, 5-43, 5-72

nonlethal actions. 4-55

nonlethal capabilities set. 4-56

O

offensive tasks. 4-23, 4-26, 4-27, 4-30

operational concept. 4-1

operational environment

definition. 1-11

military police view. 1-41, 1-47

operational variables. 1-28

operational force capabilities. 3-44

operational variables. 1-28, 1-30, 3-3, 5-9, 5-46

operations process. 5-42

P

parallel planning. 5-5, 5-11, 5-34, 5-35, 5-36, 5-40

definition. 5-35

passage of lines. 2-85, 2-95, 4-26, 5-44

passage of lines operations. 2-95

physical security. 2-11, 2-41, 2-121, 2-122, 2-123, 4-103, A-26

definition. 2-121

police detachments. A-23

police development and support teams. 3-77

police engagement. 1-28, 1-33, 1-34, 1-44, 1-50, 2-9, 2-13, 4-101, 4-136

police information. 2-5, 2-13, 2-93, 2-100, 2-105, 4-40, 4-76, 4-84, 4-87, 4-92, 4-96, 4-98, 4-105, 4-136, 5-10, 5-26, 5-39, 5-46, A-26, B-31,

police intelligence. 1-33, 1-44, 1-54, 2-4, 2-7, 2-21, 2-48, 2-143, 2-144, 2-146, 3-9, 3-41, 3-61, 4-25, 4-26, 4-33, 4-38, 4-76, 4-81, 4-84, 4-87, 4-91, 4-96, 4-105, 4-111, 4-116, 5-39, 5-75, A-17,

definition. 2-143

deliberate collection. B-31

passive collection. B-31

police intelligence operations. 1-44, 1-51, 2-7, 2-21, 2-143, 2-146, 3-49, 3-55, 4-33, 4-40, 4-72, 4-76, 4-84, 4-87, 4-105, 4-136, 5-9, 5-75, A-25, A-10

definition. 2-143

police operations. 1-38, 1-43, 1-44, 1-47, 1-49, 1-52, 1-53, 2-3, 2-4, 2-6, 2-7, 2-48, 2-43, 2-143, 2-123, 3-5, 3-6, 3-47, 3-51, 3-57, 3-77, 3-95, 4-24, 4-26, 4-30, 4-33, 4-35, 4-37, 4-38, 4-40, 4-41, 4-44, 4-51, 4-53, 4-54, 4-57, 4-62, 4-70, 4-71, 4-72, 4-76, 4-84, 4-90, 4-95, 4-98, 4-101, 4-105, 4-114, 4-122, 4-141, 5-1, 5-5, 5-10, 5-11, 5-18, 5-22, 5-26, 5-35, 5-36, 5-48, A-25, A-26, A-27

definition. 2-6

policing principles. 1-32

populace and resources control. 2-125, 2-126, 4-114

protection warfighting function. 2-9, 2-54, 4-1, 4-99, 4-100, 4-102, 4-105

definition. 4-99

protective services. 2-137, 3-9, 3-67, 3-69, 4-40, 5-41

Provost Marshal. 2-5, 2-35, 2-44, 2-51, 2-123, 3-4, 3-48, 3-52, 3-62, 4-27, 4-44, 4-66, 4-70, 4-71, 5-5, 5-22, 5-25, 5-35, 5-38, 5-48, 5-59, 5-75, A-24

Provost Marshal General. 2-123, 3-4, 3-6, 3-9, 3-34, 3-43, 4-116, 4-144

R

reachback capabilities. 3-43, 3-97, 5-36

reaction force. B-31

reconnaissance. 2-94, 2-96, 2-108, 2-115, 2-117, 3-57, 4-25, 4-27, 4-33, 4-38, 4-83, 4-84, 4-86, 4-92, 4-94, 5-44, 4-98, 4-103, B-31

reconnaissance and surveillance. 2-115

relevant information. 1-30, 1-49

definition. 5-8

resettlement. 1-28, 1-50, 2-129, 2-130, 2-132, 3-46, 3-49, 3-64, 3-79, 3-98, 4-25, 4-26, 4-41, 4-86, 4-103, 4-114, 4-126, 5-48, A-19

resettlement operations. 2-131

response force. 2-102, 2-105, 4-25, 4-33, 4-36, 4-98, 4-103

response force operations. 2-105

route reconnaissance. 2-94, 2-96, 2-109, 2-116, 3-57, 4-27, 4-85, 4-86, 4-92, 4-97, 4-103

rule of law. 1-28, 1-50, 2-6, 2-7, 2-9, 2-37, 2-39, 2-42, 2-44, 2-71, 3-77, 4-40, 4-42, 4-72, 4-106, 4-111, 4-121, 4-122, 4-129

rules for the use of force. B-1

rules of engagement. 1-36, 1-50, 2-44, 2-132

running estimate. 5-9, 5-21, 5-22, 5-24, 5-46

definition. 5-9, 5-21

S

security. 1-34, 1-38, 1-42, 1-44, 1-53, 2-2, 2-6, 2-7, 2-25, 2-36, 2-40, 2-44, 2-47, 2-76, 2-79, 2-91, 2-94, , 2-99, 2-103, 2-105, 2-109, 2-121, 2-123, 2-126, 2-130, 2-137, 3-9, 3-31, 3-47, 3-51, 3-66, 3-69, 4-18, 4-25, 4-33, 4-38, 4-41, 4-42, 4-54, 4-58, 4-62, 4-68, 4-72, 4-76, 4-84, 4-92, 4-94, 4-98, 4-101, 4-105, 4-113, 4-114, 4-117, 4-119, 4-122, 4-126, 4-136, 4-139, 4-146, 5-30, 5-36, 5-48, 5-72, 5-74, 5-75, A-17, A-21, A-26, B-1, B-30, B-31, B-318

security and mobility support. 1-53, 2-3, 2-73, 2-91, 3-56, 3-63, 4-25, 4-26, 4-33, 4-76, 4-92, 4-97, 4-100, 4-103, 5-75, A-11, A-17

definition. 2-73

security measures. B-1, B-31, B-318

sex crimes. 2-19, 2-21, 2-47

site exploitation. 4-135, 2-44, 2-24

definition. 4-135

special segment, 2-17

specialized military police units. 3-45, 3-61, 3-65, A-3

stability. 1-54, 2-7, 2-36, 2-63, 3-3, 3-49, 3-61, 3-84, 3-86, 3-90, 3-92, 3-95, 4-1, 4-18, 4-23, 4-25, 4-26, 4-32, 4-33, 4-39, 4-41, 4-42, 4-47, 4-51, 4-54, 4-62, 4-72, 4-90, 4-93, 4-95, 4-111, 4-120, 4-121, 4-122, 4-126, 4-133, 4-141, 4-146, 5-13, 5-30

straggler control. 2-97, 5-75

supply. B-318

accountability. B-318

physical inventories. B-31

support

personnel. B-317

surveillance. 2-115, 2-116, 2-117, 4-25, 4-33, 4-94, A-25

sustainment considerations. 5-48

sustainment support leader and staff

responsibilities. 5-48

sustainment warfighting function. 4-29

definition. 4-98

T

tailored military police force. 3-91

targeting. 1-50, 2-13, 2-137, 4-90, 5-39

theater. 1-49, 2-6, 2-69, 2-73, 2-97, 2-110, 2-146, 3-46, 3-51, 3-55, 3-64, 3-79, 3-81, 3-82, 3-84, 3-89, 3-98, 4-40, 4-41, 4-42, 4-54, 4-67, 4-93, 4-128, 4-133, 4-141, 4-144, 5-13, 5-31, 5-36, 5-48, A-1, A-10, A-19, B-1, B-31

theater military police command. 3-47, 3-52, 3-98, A-4

traffic control post. 2-86, 2-91, 2-94, 2-134

definition. 2-91

traffic management and enforcement. 2-32, 2-43, 4-101

traffic operations. 2-32

troop leading procedures. 5-18, 5-15

definition. 5-16, 5-18

U

U.S. customs operations. 2-34

U.S. customs support. 2-34

U.S. military prisoners. 1-49, 2-54, 2-56, 2-59, 2-60, 2-67, 3-27, 3-84, 4-102, 5-48, 5-74, B-1

classification. B-1

clothing. B-1

correspondence. B-31

custody guidelines. B-1

definition. 2-59

food. B-1

identification. B-1

operation principles. 2-60

personal property. B-316

unconventional warfare. 1-44

definition. 1-44

unified action. 2-70, 2-72, 4-90, 4-145, 5-1, 5-11, 5-75,

joint integration. 4-145

unified-action. 3-52

unmanned aircraft. 2-117

USACIDC. 3-9

investigative mission. 2-21

personnel. 3-18

specialized units and functions. 3-67

structure. 3-12

USAMPS. 2-123, 2-55, 2-123, 3-4, 3-42, 3-69, 3-19, 3-21, 3-41, 4-116,

W

warfighting functions. 4-53

mission command. 4-60

movement and maneuver. 4-75

protection. 4-99

sustainment. 4-98

working groups. 4-72, 4-85, 5-34, 5-37

working groups, boards, and cells. 5-38

FM 3-39
9 April 2019

By Order of the Secretary of the Army:

MARK A. MILLEY
General, United States Army
Chief of Staff

Official:

KATHLEEN S. MILLER
Administrative Assistant
to the Secretary of the Army
1908707

DISTRIBUTION:

Active Army, Army National Guard, and United States Army Reserve: To be distributed in accordance with the initial distrubution number (IDN) 111046, requirements for FM 3-39.