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Headquarters, Department of the Army
FM 3-19.1 (FM 19-1)
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
*FM 3-19.1 (FM 19.1)
C1
Change 1 Headquarters
Department of the Army
Washington, DC, 31 January 2002
Military Police Operations
1. Change FM 3-19.1, 22 March 2001 as follows:
Remove Old Pages
Insert New Pages
1-7 and 1-8
1-7 through 1-19
Glossary-5 through Glossary-16
Glossary-5 through Glossary-16
2. A bar ( l ) marks new or changed material.
3. File this transmittal sheet in front of the publication.
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
By Order of the Secretary of the Army:
ERIC K. SHINSEKI
General, United States Army
Chief of Staff
Official:
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
0203505
DISTRIBUTION:
Active Army, Army National Guard, and US Army Reserve: To be distributed in accordance with the initial
distribution number 111046, requirements for FM 3-19.1.
FM 3-19.1 (FM 19-1)
22 MARCH 2001
By Order of the Secretary of the Army:
ERIC K. SHINSEKI
General, United States Army
Chief of Staff
Official:
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
0103705
DISTRIBUTION:
Active Army, Army National Guard, and US Army Reserve: To be distributed in
accordance with the initial distribution number 111046, requirements for
FM 3-19.1
I
*FM 3-19.1 (FM 19-1)
Field Manual
Headquarters
No. 3-19.1
Department of the Army
Washington, DC, 22 March 2001
Military Police Operations
Contents
Page
PREFACE .................................................................................................................. iv
Chapter 1
INTRODUCTION .................................................................................................... 1-1
Overview ................................................................................................................ 1-1
Operational Framework .......................................................................................... 1-3
Battlefield Organization............................................................................................ 1-4
Types of Military Police Units .................................................................................. 1-7
Joint, Multinational, and Interagency Operations .................................................... 1-7
Chapter 2
BATTLE COMMAND .............................................................................................. 2-1
Overview ................................................................................................................. 2-1
Battlefield Visualization ............................................................................................ 2-1
Commander's Intent ................................................................................................ 2-2
Concept of Operations ............................................................................................ 2-2
Command and Control Relationships ...................................................................... 2-2
Support Relationships ............................................................................................. 2-3
Staff Relationships .................................................................................................. 2-3
Chapter 3
THE THREAT .......................................................................................................... 3-1
Overview .................................................................................................................. 3-1
Rear-Area and Sustainment Operations ................................................................. 3-1
Reception, Staging, Onward Movement, and Integration Operations ..................... 3-2
Threat Levels ........................................................................................................... 3-3
Threat Priorities........................................................................................................ 3-4
Threat Location ....................................................................................................... 3-5
Countering the Threat ............................................................................................. 3-7
Chapter 4
MILITARY POLICE FUNCTIONS ........................................................................... 4-1
Overview ................................................................................................................. 4-1
Maneuver and Mobility Support ............................................................................... 4-2
Area Security ........................................................................................................... 4-6
Internment and Resettlement .................................................................................. 4-9
Law and Order ...................................................................................................... 4-10
Police Intelligence Operations ............................................................................... 4-13
Distribution Restriction: Approved for public release; distribution is unlimited.
*This publication supersedes FM 19-1, 23 May 1988.
ii
Page
FM 3-19.1
Chapter 5
MILITARY POLICE SUPPORT TO ECHELONS ABOVE CORPS ........................ 5-1
Overview ................................................................................................................. 5-1
Military Police Support ............................................................................................ 5-2
Chapter 6
MILITARY POLICE SUPPORT TO CORPS ........................................................... 6-1
Overview ................................................................................................................. 6-1
The Military Police Brigade (Combat Support) ........................................................ 6-1
Command and Control ............................................................................................ 6-3
Employment ............................................................................................................ 6-3
Chapter 7
MILITARY POLICE SUPPORT TO DIVISION ........................................................ 7-1
Overview ................................................................................................................. 7-1
Division Military Police Company ............................................................................ 7-2
Command and Control ............................................................................................ 7-2
Military Police Employment ..................................................................................... 7-3
Chapter 8
SEPARATE BRIGADES AND INITIAL/INTERIM BRIGADE COMBAT TEAMS ... 8-1
Overview ................................................................................................................. 8-1
Support to Separate Brigades ................................................................................. 8-1
Support to the Initial/Interim Brigade Combat Team ............................................... 8-2
Chapter 9
THE UNITED STATES ARMY CRIMINAL INVESTIGATION COMMAND ............ 9-1
Overview ................................................................................................................. 9-1
Command and Control ............................................................................................ 9-2
Wartime Support ..................................................................................................... 9-2
Organization ............................................................................................................ 9-4
Employment ............................................................................................................ 9-8
Chapter 10
OFFENSIVE AND DEFENSIVE OPERATIONS ................................................... 10-1
Overview ............................................................................................................... 10-1
Support to Offensive Operations ........................................................................... 10-1
Support to Defensive Operations .......................................................................... 10-3
Chapter 11
STABILITY AND SUPPORT OPERATIONS ........................................................ 11-1
Overview ............................................................................................................... 11-1
Force Suitability ..................................................................................................... 11-2
Stability and Support.............................................................................................. 11-3
Organizations and Capabilities ........................................................................... 11-14
Chapter 12
FORCE PROTECTION ......................................................................................... 12-1
Overview ............................................................................................................... 12-1
Support to Force Protection .................................................................................. 12-1
Appendix A
METRIC CONVERSION CHART ........................................................................... A-1
Appendix B
DOCTRINE AND TRAINING LITERATURE ..........................................................B-1
Doctrine ...................................................................................................................B-1
Tactics .....................................................................................................................B-2
Techniques ..............................................................................................................B-2
Procedures ..............................................................................................................B-2
iii
Page
FM 3-19.1
Appendix C
BATTLEFIELD WORKLOAD ANALYSIS ............................................................. C-1
Appendix D
AUTOMATED INFORMATION SYSTEMS
IN SUPPORT OF BATTLE COMMAND ................................................................ D-1
Army Information Systems ..................................................................................... D-1
Military Police Automated Systems ........................................................................ D-4
Appendix E
POLICE INFORMATION ASSESSMENT PROCESS ............................................E-1
Implementation ........................................................................................................E-1
Sample Scenario .....................................................................................................E-6
Glossary .............................................................................................................................Glossary-1
Bibliography ............................................................................................................... Bibliography-1
Index
...................................................................................................................................... Index-1
iv Preface
Page
FM 3-19.1
Preface
The Military Police (MP) Corps supports the commander across the full spectrum of military
operations. This manual is the foundation for all MP doctrine as it relates to this support. It
communicates to all levels of leadership and staffs how the MP provide a flexible and lethal force
capable of operating across this full spectrum. As the keystone manual, it identifies what the MP
train on and how their forces are organized and equipped in support of all Army echelons.
Additionally, this manual provides guidance that can be used by United States (US) Army service
schools, students, sister services, and federal agencies.
This manual is based on the purpose, organization, responsibilities, and goals of the US Army as
set forth in Field Manuals (FMs) 100-1 and 3-0, as well as corps, division, and brigade manuals.
Additionally, this manual is fully compatible with current joint, multinational, and interagency
doctrine.
Appendix A contains a metric conversion chart.
The proponent of this publication is HQ TRADOC. Send comments and recommendations on
Department of the Army (DA) Form 2028 directly to Commandant, US Army Military Police
School (USAMPS), ATTN: ATSJ-MP-TD, 401 Engineer Loop, Suite 2060, Fort Leonard Wood,
Missouri 65473-8926.
Unless this publication states otherwise, masculine nouns or pronouns do not refer exclusively to
men.
Introduction 1-1
Chapter 1
Introduction
The MP Corps has a strong history evolving over the past five decades.
We, as a corps, continue to transform our organizations and doctrine
as we have in the past to support the Army in the active defense of the
1970s, the AirLand battle of the 1980s, and now the force-projection
doctrine of the 1990s. Our five MP functions clearly articulate the
diverse role the MP play across the full spectrum of military
operations. We cannot bask in our successes, nor reflect or celebrate.
Our charter is to continue our legacy of stellar performance and strive
to perfect it.
BG Donald J. Ryder
When the Army developed the Active Defense strategy in 1976, the US
was facing the Cold War scenario of central Europe. Military strategy and
doctrine were related to a single, focused threat that revolved around the
countries in the Warsaw Pact. We were an outnumbered and technically
inferior force facing an armor-dominated European battlefield. The MP
Corps supported the Active Defense strategy by tailoring its forces to meet
the threat. In 1982, when the AirLand Battle strategy was developed, US
forces were still outnumbered, but were no longer technically inferior. Still
threat-based and focused on a central European conflict, the AirLand
Battle strategy used a relatively fixed framework suited to the echeloned
attack of soviet-style forces. It delineated and clarified the levels of war;
emphasized closed, concerted operations of airpower and ground forces;
balanced the offense and the defense; and highlighted the synchronization
of close, deep, and rear operations. MP doctrine kept pace with the Army's
AirLand Battle strategy by supporting the battlefield commander through
four basic missions—battlefield circulation and control, area security (AS),
enemy prisoner of war (EPW), and law and order (L&O).
OVERVIEW
1-1. In October 1983, MP capabilities in the AirLand Battle strategy were
tested during operation Urgent Fury in Grenada. The MP performed missions
that ranged from assisting the infantry in building-clearance operations to
assisting Caribbean peacekeeping forces in restoring L&O. These actions
secured the MP’s place in the combat-support (CS) role, demonstrating the
professional knowledge and flexibility necessary for rapid transition from
combat to CS to peacetime missions. The changing battlefield conditions of
operation Urgent Fury set the stage for the demand of MP units today.
FM 3-19.1
1-2 Introduction
1-2. Evolving simultaneously with the changing definition of the modern
battlefield, MP performance in Operations Hawkeye, Just Cause, and Desert
Shield/Storm galvanized their ability to perform at any point along the
operational continuum. With the publication of FM 100-5 in 1993, the Army
adopted the doctrine of full-dimensional operations, relying on the art of battle
command to apply those principles and to shift the focus from AirLand Battle
to force-projection doctrine. This new doctrine was based on recent combat
experience in a multipolar world with new technological advances. Already
trained and expected to perform in this new strategy, MP support was already
in place and fully operational. The MP continued to perform their basic
battlefield missions and to refine their capabilities while supporting the
battlefield commander as he deployed to contingency operations throughout
the world.
1-3. In 1996, the MP Corps went through a doctrinal review process to
determine if it was properly articulating its multiple performance capabilities
in support of US forces deployed worldwide (see Appendix B). The review
process identified the need to restructure and expand the EPW mission to
include handling US military prisoners and all dislocated civilians. This new
emphasis transformed the EPW mission into the internment and resettlement
(I/R) function. The review process also identified the need to shift from
missions to functions. In the past, the four battlefield missions adequately
described MP capabilities in a mature theater against a predictable, echeloned
threat. However, that landscape is no longer valid. Accordingly, the four MP
battlefield missions have become the following five MP functions:
•
Maneuver and mobility support (MMS).
•
AS.
•
L&O.
•
I/R.
•
Police intelligence operations (PIO).
1-4. These new MP functions are shaped by the following factors:
•
The
application of
stability
and
support
operations
where
the
integration of joint, multinational, and interagency capabilities are
common occurrence.
•
The
lack
of
traditional
linear
battlefields,
requiring
theater
commanders in chief (CINCs) to request forces that meet a specific
function to accomplish operational requirements.
•
The impact of asymmetric threats (such as drug traffickers and
terrorist factions) and the effects of man-made and natural disasters.
•
The
impact
of
advances
in
information
and
communication
technologies and specifically in understanding the increased
vulnerabilities presented by these technologies.
1-5. Articulating MP capabilities along functional lines benefits the MP and
the Army echelon commander as well as the combatant commander. Since
there is a multinational, interagency, and sister-service overlap of security
services, the importance of including MP leaders and staffs early in the
operational planning process cannot be overemphasized. This means before
units are designated, unit boundaries are drawn, and unit missions are
assigned. Early involvement ensures the proper development of common
FM 3-19.1
Introduction 1-3
security responsibilities, communication and connectivity, liaisons, processes,
and the rules of interaction between all forces. The ultimate goal should be the
optimal, phased employment of MP forces in support of a commander's
operational plan. MP functions not only reflect and capture current
capabilities, they define the MP Corps in the twenty-first century.
1-6. As the Army reshapes and focuses its resources on transformation, Force
XXI, and other redesign efforts, the MP Corps stands proud and ready to
support this progress and reiterate its commitment to assist, protect, and
defend.
OPERATIONAL FRAMEWORK
1-7. The operational framework consists of the arrangement of friendly forces
and resources in time, space, and purpose with respect to each other, the
enemy, or the situation (see Figure 1-1). The operational framework for Army
forces (ARFOR) rests within the combatant commander's theater
organization. Each combatant commander has an assigned geographical area
of responsibility (AOR), also called a theater, within which he has the
authority to plan and conduct operations. Within the theater, joint-force
commanders at all levels may establish subordinate operational areas such as
areas of operation (AOs), joint-operations areas (JOAs) and joint rear areas
THEATER OF WAR
OPERATIONS AREA
LAND FORCE
REAR BOUNDARY
AREA
COMMZ
THEATER OF OPERATIONS
CONUS
JOA
JSOA
AO
Amphibious
objective
area
Theater of war
COMMZ
TO
Land-force
rear
boundary
CZ
Figure 1-1. Operational Framework
FM 3-19.1
1-4 Introduction
(JRAs). The JRAs facilitate the protection and operation of bases,
installations, and forces that support combat operations. When warranted,
combatant commanders may designate theaters of war, theaters of operations
(TOs), combat zones (CZs), and communications zones (COMMZs).
1-8. A theater of war is that area of air, land, or water that is, or may become,
directly involved in the conduct of the war. A theater of war may contain more
than one TO. It does not normally encompass the geographic combatant
commander's entire AOR. A TO is a subarea (defined by a geographic
combatant commander) within a theater of war in which specific combat
operations are conducted or supported.
1-9. A CZ is the area required by combat forces for conducting operations. It
normally extends forward from the land force’s rear boundary. The COMMZ is
the rear part of the TO (behind but contiguous to the CZ) that contains the
lines of communication (LOC) and provides supply and evacuation support.
Other agencies required for the immediate support and maintenance of field
forces may also be located in the COMMZ. The COMMZ spans back to the
continental US (CONUS) base, to a supporting combatant commander's AOR,
or both.
1-10. An AO is an operational area defined by the joint-force commander for
land and naval forces. An AO does not typically encompass the entire
operational area of the joint-force command (JFC), but it should be large
enough for component commanders to accomplish their mission and protect
their forces. Army commanders use control measures to describe AOs and to
design them to fit the situation and take advantage of the joint force’s
capabilities. Commanders typically subdivide the assigned AO by assigning
subordinate-unit areas. These subordinate-unit areas may be contiguous or
noncontiguous (see Figure 1-2). When friendly forces are contiguous, a
boundary separates them. When friendly forces are noncontiguous, the
concept of operations links the force’s elements, but the AOs do not share a
boundary. The intervening area between noncontiguous AOs remains the
responsibility of the higher headquarters.
BATTLEFIELD ORGANIZATION
1-11. Battlefield organization is the arrangement of forces according to
purpose, time, and space to accomplish a mission. Battlefield organization has
both a purpose- and spatial-based framework. The purpose-based framework
centers on decisive, shaping, and sustaining (DSS) operations. Purpose unifies
all elements of the battlefield organization by providing the common focus for
all actions. However, forces act in time and space to accomplish a purpose. The
spatial-based framework includes close, deep, and rear areas. Despite the
increasing nonlinear nature of operations, there may be situations where
commanders describe DSS operations in spatial terms. Typically, linear
operations involve conventional combat and concentrated maneuver forces.
Ground forces share boundaries and orient against a similarly organized
enemy force. In such situations, commanders direct and focus simultaneous
DSS operations in deep, close, and rear areas, respectively (see FM 3-0).
1-12. The MP battlefield organization supports every Army echelon, from the
Army service component command (ASCC) and the theater-support command
FM 3-19.1
Introduction 1-5
(TSC) to the maneuver brigade. Regardless of the battlefield organization
(purpose or spatial based), MP support to the Army commander is based on
available resources and mission, enemy, terrain, troops, time available, and
civilian considerations (METT-TC).
1-13. MP support throughout the theater of war may include MP units in the
JOA and in the TO. If the combatant commander designates a COMMZ and a
CZ within his TO, MP support will come from the established MP modified
table of organization and equipment (MTOE) at the subordinate-command
echelon. MP support to the JOA is also provided based on METT-TC and
available MP assets. Typical MP support may include an I/R brigade liaison
detachment (BLD), MP brigades and battalions, a division MP company, a
military-working-dog (MWD) team, an L&O team, and a customs team.
Figure 1-3, page 1-6, depicts a typical MP organization throughout the TO. In
the COMMZ, Figure 1-3 depicts the different types of MP units that are
assigned to echelons above corps (EAC) (the ASCC or the TSC). In the CZ,
Figure 1-3 depicts the different types of MP units that are assigned to corps,
division, and the separate brigades.
SUPPORT IN THE COMMZ
1-14. MP support in the COMMZ is provided by an array of multifunctional
MP units. The following MP units provide MP support to EAC:
•
The MP brigade (I/R). The MP brigade (I/R) may augment the ASCC
or the TSC during wartime. Its mission is to provide command, staff
Figure 1-2. Contiguous and Noncontiguous AOs
Contiguous AOs
Adjacent subordinate-unit AOs share
boundaries. In this case, the higher head-
quarters allocates all of the assigned AO
to subordinate units.
Noncontiguous AOs
Subordinate units receive distinct AOs. The
higher headquarters retains responsibility for
the unassigned portion of the AO.
MP
MP
MP
x
l l
l l
l l
l l
l l
l l
l l
l l
l l
MP
l l
MP
l l
MP
l l
l l
l l
l l
x
x
x
FM 3-19.1
1-6 Introduction
planning, and supervision of I/R operations. This includes
coordination with joint and host-nation (HN) agencies, civilian police
authority, nongovernmental organizations (NGOs), and US federal
agencies.
•
The MP brigade (CS). The MP brigade (CS) is assigned to the ASCC or
the TSC during wartime (based on METT-TC). The MP brigade (CS) is
capable of performing all five MP functions.
•
The Criminal Investigation Division (CID) group. The CID group is a
stovepipe organization that reports directly to the Commander, US
Army Criminal Investigation Command (USACIDC). The CID group
provides support to the ASCC and subordinate commands (TSC, corps,
or division). See Chapter 9 for further discussion of CID support.
1-15. MP support to other EAC subordinate commands is performed only if
MP resources are available. See Chapter 5 for further discussion of MP
support to EAC.
CID
I/R
MP
X
X
XXX
X
XX
XX
I I
I I
I I
I
...
..
..
.
I I
I I
I
I
I
I
I
I
X
...
...
...
..
.
MP
CUST
I/R
CONF
I/R
BLD
I/R
BLD
I/R
IC
MP
ES GD
MP
MP
GD
I/R
EPW/CI
I/R
EPW/CI
MP
GD
MP
GD
MWD
CID
L&O
MP
MP
MP
MP
MP
MP
(Corps PM)
DIV
PM
BDE
PM
SEP
DIV
CID
CORPS
COMMZ
CZ
EAC
(ASCC/TSC)
Based on METT-TC
Figure 1-3. MP Structure in the TO
X
I I
FM 3-19.1
1-7
SUPPORT IN THE CZ
1-16. MP support is provided in the CZ to each corps, division, and brigade
(separate teams or initial/interim brigade combat teams [IBCTs]). An MP
brigade (CS) is assigned to each corps, and the MP brigade commander is the
corps’s provost marshal (PM). A PM and his section, along with an organic
division MP company, are assigned to each division. A PM cell and an MP
platoon are organic to a separate brigade. A two-person PM cell is organic to
the IBCT. The MP units assigned to corps, divisions, and separate brigades
are capable of performing all five MP functions. They provide combat, CS, and
combat-service-support (CSS) operations within their command's AO.
TYPES OF MILITARY POLICE UNITS
1-17. Most MP units supporting a TO and a JOA are capable of performing all
five MP functions. However, the functions must be prioritized based on
METT-TC and the availability of MP assets. Current MP structures are
designed and tailored to better support the level of command deployed. For
example, at the division level, division MP companies are organized as light,
heavy, airborne, or air assault and are organic to their respective divisions.
The EAC and corps MP brigades and battalions are equally designed to
command and control a force mix of up to six battalions or companies. An MP
escort-guard and guard company are designed to transport, guard, and
provide security to EPWs, civilian internees (CIs), or dislocated civilians. The
MP escort-guard company is assigned to the MP brigade (I/R), and the MP
guard company is assigned to the MP battalion (I/R).
1-18. MP units can also be tailored and augmented to accomplish multiple,
diverse, or specific missions. Customs, L&O, and MWD teams are examples of
MP capabilities and flexible responses to a combatant commander's
operational requirements. (See Table 1-1, pages 1-9 through 1-19, for a more
complete description of MP units. See FM 19-10 and Army Regulation (AR)
190-12 for further information.) The battlefield workload analysis (BWA) is a
tool used to determine the number of MP units required to perform some of
these multiple missions (see Appendix C).
JOINT, MULTINATIONAL, AND INTERAGENCY OPERATIONS
1-19. In today's environment, the Army will rarely operate or fight alone. The
high probability that the Army will operate in concert with its sister services,
in an alliance with the forces of foreign nations, or in support of United
Nations (UN) operations (when it is committed) is fully reflected in joint
doctrine. In such operations, protecting LOC, key facilities, and command and
control (C2) centers will be a shared responsibility. Under this framework, MP
units can expect to share the AO with joint, combined, multinational, or
interagency resources. MP forces must be prepared to conduct a number of
full-spectrum operations with a variety of government and nongovernmental
agencies, other services, allied nations, and international agencies.
1-20. Corps and division commanders and staffs must plan (in advance) the
transition from a single-service headquarters with joint representation to a
joint headquarters capable of functioning as a joint task force (JTF)
FM 3-19.1
1-8
headquarters. When tasked to form a JTF headquarters, the corps or division
must ensure that all of the staff sections and agencies have joint representation
(see FMs 100-15 and 71-100). To this end, MP planners must ensure that the
JTF is augmented with the appropriate MP forces and with the appropriate
echeloned C2.
1-21. Regardless of the force mix, the MP provide the force with unparalleled,
multifunctional capabilities. Among these capabilities is the MP’s ability to
generate firepower or to handle populations such as EPWs/CIs, dislocated
civilians, and refugees. Additionally, MP expertise in investigations and law
enforcement enhances the capabilities of other joint, multinational, and
interagency police and security forces.
1-22. MP security plans must reflect the joint synergy derived from combining
the multiple and diverse capabilities of all participants. To capitalize upon
that synergy, MP leaders must keep an open line of communication and
coordination to offset the challenges presented by interoperability. Some of
these interoperability challenges include—
•
Differing political objectives.
•
Differing capabilities.
•
Cultural/language differences.
•
Legal and policy constraints.
•
Media impacts.
•
Compromise of sensitive processes, procedures, and equipment.
•
C2.
•
Communications (digital- and analog-equipment differences).
1-23. MP plans must also accommodate differences in planning capabilities,
as well as differences in doctrine, training, and equipment. The intent is to
match security missions with force capabilities. MP leaders must understand
that operations will often involve multinational teams. While US forces
routinely task-organize, this may be more difficult to accomplish with some
multinational security forces. This kind of orchestration requires employing
standardized procedures, communications, equipment, and liaison within the
constraints of operations security (OPSEC).
1-24. Coordination is the key to mission accomplishment in multinational and
interagency operations. A military coordination center or a civil-military
operations center (CMOC) may meet this coordination requirement. The CMOC
provides access for nonmilitary agencies desiring military (to include MP/CID)
assistance and coordination. These nonmilitary agencies may include—
•
Government organizations (GOs).
•
NGOs.
•
International organizations (IOs).
•
International humanitarian organizations (IHOs).
•
HN authorities and agencies.
1-25. The introduction of US Army MP forces in any joint, multinational, or
interagency operation is based on METT-TC and the capabilities they bring to
the operation. Effective integration of MP forces with other security forces
reduces redundant functions, clarifies responsibilities, and conserves resources.
FM 3-19.1
1-9
Table 1-1. Unit Descriptions
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
DIVISION MP UNITS
MP Company
(Airborne
Division)
Perform the 5
MP functions.
A PM cell and 4 platoons.
Each platoon has 3 squads and
each squad has 2 three-man
teams.
Total: 24 three-man teams.
1 platoon deploys
with each division
brigade and
provides DS during
the assault phase.
Then platoons
revert to GS.
During the assault phase, 6 mounted, mobile or
fixed-position teams deploy to provide DS for each
brigade and 6 teams deploy to provide GS near the
division main CP
OR
after the assault phase, 1 division EPW collection
point (6 teams) and 18 mounted, mobile patrols or
fixed-position teams provide GS
OR
24 mounted, mobile or fixed-position teams are used
in any combination.
The division band to pro-
vide close-in security for
the division CP or to
guard EPWs
AND
the corps CS MP to con-
duct combat operations
within the division rear
and provide sustained
MMS, area security, spe-
cial operations support,
and escort for evacuating
EPWs/CIs between divi-
sion collection points and
to the corps holding area
AND
the corps L&O MP and
CID to conduct sus-
tained L&O operations
and criminal investiga-
tions
AND
division/corps transporta-
tion assets for evacuation
of EPWs
NOTE: Both heavy
division companies
require corps CS MP
augmentation for each
forward support
platoon (1 corps MP
squad per forward
support platoon).
MP Company
(Light Infantry
Division)
Perform the 5
MP functions.
A PM cell and 3 platoons.
Each platoon has 3 squads and
each squad has 2 three-man
teams.
Total: 18 three-man teams
Provide GS for all
units in the AO.
Provide screening security for the division main CP
(6 teams), the division EPW collection point (6
teams), and 6 mounted, mobile or fixed-position
teams.
MP Company
(Heavy Divi-
sion)*
*19333F000
Perform the 5
MP functions.
A PM cell and 2 division support
platoons. Each platoon has 3
squads and each squad has a
squad leader and 3 three-man
teams
AND
3 forward support platoons. Each
platoon has 2 squads and each
squad has a squad leader and 3
three-man teams.
Total: 36 three-man teams
2 platoons provide
GS and 3 platoons
provide DS.
Provide screening security for the division main CP
(6 teams), the division EPW collection point (6
teams), and 6 mounted, mobile or fixed-position
teams
AND EITHER
3 DS platoons providing their brigade with either 1
forward EPW collection point (3 teams) and 3
mounted, mobile or fixed-position teams or 6 teams
in any combination
OR
18 mounted, mobile or fixed-position teams are used
in any combination.
MP Company
(Heavy Divi-
sion)*
*19333L000
Perform the 5
MP functions.
A PM cell and 5 platoons. Each
platoon has 2 squads and each
squad has 3 three-man teams.
Total: 36 three-man teams
3 platoons provide
GS and 3 platoons
provide DS.
Provide screening security for the division main CP
(6 teams), the division EPW collection point (6
teams), and 6 mounted, mobile or fixed-position
teams
AND EITHER
3 DS platoons providing their brigade with either 1
forward EPW collection point (3 teams) and 3
mounted, mobile or fixed-position teams or 6 teams
in any combination
OR
18 mounted, mobile or fixed-position teams are used
in any combination.
FM 3-19.1
1-10
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP Company
(Air Assault
Division)
Perform the 5
MP functions.
A PM cell and 4 platoons. Each
platoon has 3 squads and each
squad has 2 three-man teams.
Total: 24 three-man teams
Provide GS for all
units in the AO.
24 mounted, mobile or fixed-position teams are used
in any combination.
(See augmentation
needs on previous page.)
MP COMBAT SUPPORT UNITS
HHC MP
Brigade
Provide C2 and
coordinate the
combat, CS,
and CSS of all
MP elements
assigned or
attached.
Command and staff elements
and long-range planning section
Provide command,
control, planning,
and supervision for
up to 6 MP
battalions and other
assigned or
attached
subordinate HQ.
Provide continuous command, control, coordination,
planning, and supervision for subordinate units.
None
HHD MP Bat-
talion
(Combat
Support)
Provide C2 and
coordinate the
combat, CS,
and CSS of all
MP elements
assigned or
attached.
Command and staff elements
plus a support element
Provide command,
control, planning,
and supervision for
up to 6 MP
companies and
other assigned or
attached
subordinate HQ.
Provide continuous command, control, coordination,
planning, and supervision for subordinate units.
None
MP Company
(Combat
Support)
Perform the 5
MP functions.
4 platoons with 3 squads. Each
squad has a squad leader and 3
three-man teams.
Total: 36 three-man teams
Provide GS for all
units in the AO.
Provide security for a unified or combined HQ or
higher HQ or 1 main CP and 1 tactical CP
OR
operate 1 EPW holding area (9 teams) and 27
mounted, mobile or fixed-position teams for use in
any combination.
Corps band assets to
guard EPWs
AND
corps transportation for
evacuation of EPWs
AND
external MP to escort
EPWs
MP Company
(Combat
Support)
Perform the 5
MP functions.
4 platoons with 3 squads. Each
squad has a squad leader and 3
three-man teams.
Total: 36 three-man teams
Provide GS for all
units in the AO.
Provide security for a unified or combined HQ or
higher HQ or 1 main CP and 1 tactical CP
OR
operate 1 EPW holding area (9 teams) and 27
mounted, mobile or fixed-position teams for use in
any combination.
Corps band assets to
guard EPWs
AND
corps transportation for
evacuation of EPWs
AND
external MP to escort
EPWs
MP Company
Arctic Support
Augmentation
Detachment
Augment MP
units when
operating in an
arctic
environment.
1 mechanic (63B10)
Provide mobility
support to MP units.
Provide support as designated by the commander.
None
MP Detach-
ment
(C2)
Provide
command and
administrative
personnel for
MP law
enforcement
teams.
19503LA has a platoon HQS;
3 individuals.
19503LD has a commander and
support personnel; 8 individuals.
Provide L&O.
19503LA provides
platoon-level C2.
19503LD provides
company-level
command, control,
and support.
Commands and controls law enforcement teams,
investigations teams, MWD teams, and physical-
security teams.
None
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-11
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP
Detachment
(Old Guard)
Perform the 5
MP functions.
4 squads. Each squad has 3
three-man teams.
Total: 12 teams
Support the HHC
old guard battalion.
Provide support as directed by the commander.
None
MP LAW AND ORDER (L&O) UNITS
MP HQ Team
Provide C2,
personnel
administration,
and logistical
support to
attached L&O
augmentation
teams.
Commander and support person-
nel
Provide L&O.
Provide C2, personnel administration, and logistical
support to attached L&O augmentation teams.
None
MP
Operations
Team
Provide
mission
supervision,
staff planning,
and technical
supervision
required to
support the
L&O mission.
L&O operations officer and oper-
ations staff
Provide L&O.
Provide overall mission supervision, planning,
employment, and coordination of support. Provide
technical supervision and administrative support of
MPI, TAI, and force protection MP. Provide an
evidence custodian/police intelligence NCO to be
responsible for confiscated property used in criminal
offenses and to receive and collect the initial analysis
of criminal/operational information/intelligence.
None
MP Desk or
Desk and
Record Team
Serve as the
primary control
point for L&O-
related
incidents and
operations
initiated by MP
patrols.
2 three-man teams
Provide L&O.
Receive/record complaints, dispatch investigative
persons, maintain control of offenders/detained
persons, maintain the status of investigations,
prepare reports, and provide criminal data to the
police intelligence NCO for analysis.
None
MP Traffic
Accident
Investigations
Team
Provide the
technical
capability to
investigate
traffic
accidents.
1 two- or three-man team:
19517AD00 has 1 two-man team.
19523LE00 has 1 three-man
team.
Provide L&O.
Augment MP capabilities to enforce MSR
regulations; man checkpoints, roadblocks, and
dismount points; patrol traffic areas; and perform
traffic escort duties.
The 19517AD00 accident
investigation team is
dependent on the
supported unit for
transportation.
MP
Investigation
Team
Provide the
technical
capability to
investigate
criminal
incidents and
conduct
surveillance
operations.
One, two, or three-man teams:
19517AE has 1 two-man team.
19533LA has 1 one-man team.
19533LB has 1 one-man team.
19533LC has 1 three-man team.
Provide L&O.
Investigate criminal incidents, conduct surveillance,
work with HN military and civilian police, and collect
criminal and operational intelligence.
19533LA00 provides supervision for the teams.
19533LB00 provides investigative support for popu-
lations of not less than 700 troops.
19533LC00 provides investigative support for
populations of not less than 2,100 troops.
Dependent on the
supported unit for
transportation
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-12
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP Force
Protection and
Physical-
Security
Teams
Provide the
expertise and
technical
capability to
assist units in
safeguarding
personnel,
equipment, and
facilities.
One, two, or three-man teams:
19517AF has 1 two-man team.
19593LA has 1 three-man team.
19593LB has 1 one-man team.
Provide L&O and
area security.
Conduct vulnerability assessments and identify and
prioritize critical facilities and key terrain within the
AO. Identify mission-essential activities that are
vulnerable to criminal acts or disruptive activities.
Ensure that activities are inspected to determine if
safeguards are adequate. Assist base/base cluster
commanders with the development of internal
defense plans.
The 19517AF is
dependent on the
19517AB operations
team for transportation.
MP Detach-
ment
(Patrol
Supervision
Team)
Provide
supervision for
3 MP teams.
1 MP NCO
Provide L&O.
Plan, direct, and supervise the employment of
assigned or attached MP teams.
Dependent on the
supported unit for
transportation
MP Detach-
ment
(Motor and
Dismounted
Patrol Team)
Perform L&O
operations.
1 three-man team
Provide L&O.
Protect designated personnel or facilities. Perform
route and area reconnaissance, enforce MSR
regulations, provide refugee and straggler control,
and disseminate information. Perform peacekeeping
operations to maintain surveillance over an area,
observe activities, and report findings. Preserve or
establish L&O. Apprehend absentees or deserters
(US military personnel) in conjunction with civil law
enforcement agencies.
The dismounted patrol
team is dependent on the
supported unit for
transportation, when
required.
MP Detach-
ment
(Registration
Team)
Performvehicle
and firearm
registration.
1 three-man team
Provide L&O.
Service up to 10,000 personnel for registration of
individuals, vehicles, and firearms on a closed post
or area. Issue credentials prescribing limits of
circulation and privileges. Process up to 50
personnel daily for fingerprints and photography
services.
Dependent on the
supported unit for
transportation
Senior Military
Customs
Inspector
Supervisor
Perform
technical
supervision,
staff planning,
and
coordination for
customs
inspection
teams.
1 MP NCO
Provide L&O.
Supervise two senior military customs teams to
ensure that personnel, equipment, and material
meet customs, immigration, Department of Agricul-
ture, and other federal agency requirements for units
and personnel redeploying to the US.
None
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-13
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
Senior Military
Customs
Inspection
Team
Conduct
customs
inspectionsand
train and
supervise
redeploying
unit personnel
to augment US
customs
inspectors.
1 five-man team
Provide L&O.
Conduct inspections and advise redeploying units.
Train selected individuals from the redeploying unit
to augment US customs efforts.
NOTE: One team supports one port of embarkation.
The redeploying unit
undergoing customs
inspection, to augment
US Customs efforts. The
number of personnel is
proportional to the size of
the unit.
MILITARY WORKING DOG (MWD) UNITS
MWD Kennel
Master Team
Supervise
MWD teams.
One- or two-man team.
19537AA has 1 two-man team.
19583LG has 1 one-man team.
Provide L&O, area
security, and I/R
operations support.
Supervise, plan, and coordinate MWD operations
and support requirements. Provide MWD handler/
canine proficiency certification.
None
MWD
Explosive,
Narcotics, and
Patrol Team
Detect
explosives and
controlled
substances
and search for,
detect, and
control
personnel in
support of
crime scene
searches.
Provide
personal
protection,
MOUT, health
and welfare
inspections,
and I/R and
customs
operations.
One-man/one-dog team.
The 19537A000-series TOEs
have 3 teams each.
The 19583L000-series TOEs
have 1 team each.
Provide L&O, area
security, and I/R
support.
The 19537A-series dog teams are capable of provid-
ing a 24-hour explosive, narcotics, and tracking han-
dler/dog requirement or three concurrent short-
duration missions each requiring 1 handler/dog
team. The duration of the missions will vary based
on the climate, the environment, and the individual
dog’s ability. The 19583L-series dog teams provide
short- duration missions based on the dog’s ability.
Explosive and narcotics teams provide MWD patrol
support when not employed with explosive and nar-
cotics detection.
None
MILITARY POLICE INTERNMENT/RESETTLEMENT (I/R) UNITS
MP Command
(I/R)
Provide
command,
control, staff
planning, and
supervision of
I/R operations
performed by
all assigned or
attached
elements.
Command and staff elements
Provide I/R
operations support.
Provide command, control, and staff planning for 2 or
more MP brigades.
MP IRIC
AND
MP EPW evacuation
detachment
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-14
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP Brigade (I/R)
Provide
command,
control, and
staff planning
for I/R
operations
performed by
all assigned or
attached MP
elements.
Command and staff elements
Provide I/R
operations support.
Provide command, control, and staff planning for 2
to 7 MP I/R battalions or up to 21 MP I/R battalions
when augmented by 7 brigade liaison detachments
(BLDs). Plan and provide staff supervision of I/R
collection and evacuation operations. Coordinate
with HN military territorial organizations and civilian
police authorities, nongovernment organizations,
private volunteer organizations, and US federal
agencies on I/R matters. Provide coordination and
support for out-of-theater evacuation of EPWs, if
required. Support posthostilities operations.
MP IRIC
AND
MP EPW evacuation
detachment
AND
MP I/R BLD (TOE
19453LD00)
NOTE: The BLD
expands the staff
planning and
coordination
capabilities on a ratio
of 1 BLD to 3 MP I/R
battalions.
MP Battalion (I/R) Provide
command, staff
planning,
administration,
and logistical
support for the
operation of an
I/R facility.
Command and staff elements
Provide I/R
operations support.
Operate an internment facility for either EPWs/CIs
or DCs or a confinement facility for US prisoners.
(Never more that one category at the same time.)
MP detachment (I/R)
(EPW/CI) for EPW/CI/DC
internment missions
AND
MP detachment (I/R)
(confinement) for US
prisoner confinement
missions
AND
MP company (EG) for
security of the evacua-
tion and/or movement of
US prisoners or EPWs/
CIs/DCs
AND
MP company (guard) for
prisoner guard services
AND
Corps/EAC
transportation assets for
movement of EPWs/CIs/
DCs
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-15
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP Detach-
ment (I/R)
(EPW/CI)
Augment the MP
battalion (I/R) to
provide
supervision,
administration,
combat health
support, and
logistical support
for operating an
internment
facility interning
EPWs/CIs or
housing DCs.
2 compound control sections
(2 three-man teams), a work
project section (1 two-man team),
a personnel section, and a supply
section.
Provide I/R
operations support.
Provide command, control, and supervision of up to
1,000 EPWs/CIs or 2,000 DCs. Provide supply and
subsistence support (to include supervision of food
preparation) for up to 1,000 EPWs/CIs or 2,000 DCs.
Direct the activities related to assigning and
supervising work projects for EPWs/CIs. Augment
the MP I/R battalion in processing and maintaining
records for up to 1,000 EPWs/CIs or 2,000 DCs.
MP company (guard) for
prisoner guard services
MP Company
(Escort
Guard)
Provide
supervisory and
security
personnel for
evacuating and/
or moving
EPWs/CIs.
4 platoons with 3 squads each.
Each squad has a squad leader
and 3 three-man teams.
Total: 36 teams
Provide I/R
operations support.
Provide security for the movement of the following
numbers of POWs or CIs by the methods indicated:
Marching - 1,000 to 1,500.
Vehicle - 1,500 to 2,000.
Rail - 2,000 to 3,000.
Air - 2,125 to 2,406.
Corps/EAC
transportation assets for
movement of EPWs/CIs
MP Company
(Guard)
Provide guards
for EPWs/CIs or
US prisoners,
installations, and
facilities.
3 platoons with 3 squads each.
Each squad has a squad leader
and 2 five-man teams
Total: 18 teams.
Provide I/R
operations support.
Provide security for a confinement facility containing
up to 500 US military prisoners. Provide guards for
securing 1 EPW/CI compound containing up to
2,000 EPWs/CIs or 4,000 DCs. Provide security
guards for 3 railway terminals, each having up to 8
tracks. (Includes EPW/CI rail movement operations
and protection of sensitive material within the
terminal.) Provide guards for 1 military installation or
facility up to 240,000 square yards in size, containing
sensitive material. (This unit can provide guards for
material transit.)
None
MP I/R
Processing
Squad
Process EPWs/
CIs.
1 squad leader and 1 eight-man
processing squad
Provide I/R
operations support.
Augment the I/R
battalion processing
capability to meet
operational
requirements.
Provide processing capabilities of about 8 EPWs/CIs
per hour.
None
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-16
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
I/R Brigade
Liaison
Expand the MP
brigade (I/R) or
ASCC C2
capabilities.
Liaison officer and support staff
Provide I/R
operations support.
When assigned to the MP I/R brigade, provide staff
augmentation that expands the brigade’s staff
planning, coordination, and C2 capabilities for 3 MP
I/R battalions. When assigned to the ASCC, provide
I/R staff augmentation and a liaison link with allied/
HN forces to ensure that the care and handling of US
captured EPWs/CIs is in compliance with the
Geneva Conventions.
None
I/R Camp
Liaison Team
Provide
continuous
accountability
of EPWs/CIs
captured by US
forces and
transferred to
an allied/HN for
internment.
Liaison officer and support staff
Provide I/R
operations support.
Provide advice, as requested, to commanders and
staffs of allied/HN-operated internment facilities.
Verify arrival, forward records, and provide
continuous accountability for US captured EPWs/CIs
interned in allied/HN facilities. Monitor prisoner
treatment to ensure compliance with the Geneva
Conventions. Receive/certify allied/HN requests for
reimbursement of expenses associated with
interning EPWs/CIs captured by US forces.
None
I/RProcessing
Liaison Team
Process and
verify the trans-
fer of EPWs/
CIs captured
by US forces to
a allied/HN
facility.
Liaison officer and support staff
Provide I/R
operations support.
Provide processing and transfer capability for US-
captured prisoners to an allied/HN EPW/CI facility.
None
MP
Detachment
(EPW
Evacuation)
Provide
evacuation
support of
EPWs.
EPW coordination officer and
staff plus 10 one-man POD/POE
teams and 3 two-man POE
teams
Provide I/R
operations support.
Coordinate administrative, logistical, and
transportation support for up to 7 PODs and 6 POEs
used for out-of-theater EPW evacuation and the
escort guard personnel that support the movements.
Coordinate for theater security at PODs/POEs and
intermediate refuel points.
Responsible POD/POE
security forces
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-17
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP
Detachment
(Internment
Resettlement
Information
Cener [IRIC])
Provide a US
central agency
in each theater
of war to
receive,
process,
maintain,
disseminate,
and transmit
the required
information and
data relating to
EPWs,
American
POWs, CIs,
and DCs within
the theater.
Command and staff personnel
Provide I/R
operations support.
Serve as the single
source for collection
and storage of
EPW/CI information
in theater. Forward
information to the
National Prisoner of
War Information
Center at DA.
Collect, process, and disseminate (to authorized
agencies) information regarding interned personnel
detained in theater and those released to the
custody of allied/HN authorities within theater.
Receive, document, and disseminate to the theater
commander information received regarding
American POWs, CIs, and foreign nationals who are
captured, missing, or otherwise detained. Receive,
store, and dispose of personal property belonging to
interned personnel who have died, escaped, or been
repatriated and any property belonging to enemy
soldiers killed in action that is not disposed of
through grave registration channels.
None
MP
Detachment
(I/R)
(Confine-
ment)
Augment an
MP battalion
(I/R) in
operating a
confinement
facility. Provide
supervision,
administration,
combat health
support, and
logistical
support of US
military
prisoners.
Corrections officer and confine-
ment facility staff
Provide I/R
operations support.
Provides a control team for the command, control,
and supervision of US military prisoners and a disci-
plinary guard team to supervise custodial personnel
for a maximum custody of 500 prisoners. Provide
administration, health service, supply, and food ser-
vice personnel to augment the battalion in providing
these services for internees. (The food service per-
sonnel supervise and train US military prisoners
working in the internee dining facility.)
MP battalion (I/R) for
command, staff, plan-
ning, and operational
support
AND
MP company (guard) for
prisoner guard services
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-18
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP
Confinement
Facility
Detachment
Provide C2,
staff planning,
administration,
and logistical
support for a
confinement
facility for US
military prison-
ers.
Commander and facility staff
Provide I/R
operations support.
Provide command, control, and administrative
support for a confinement facility.
MP guard company to
provide exterior perime-
ter security and required
guard support to the con-
finement facility
AND
MP correctional team
supervisor
(TOE19553LE) to pro-
vide supervision of the
guard force
AND
MP correctional team
work supervisor (TOE
19553LF) to provide
supervision of prisoners
MP
Correctional
Team
Supervisor
Provide
correctional
supervision of
prisoner work
guard forces
within a
confinement
facility.
2 two-man teams
Provide I/R
operations support.
Provide correctional supervision to guard force
personnel and US military prisoners within a
modular-configured confinement facility.
None
MP
Correctional
Team Work
Supervisor
Provide direct
control and
supervision of
military
prisonerswithin
a confinement
facility.
1 two-man team
Provide I/R
operation support.
Provide correctional control, supervisory functions,
and escort duties for military prisoners within a
modular-configured confinement facility.
None
MILITARY POLICE CRIMINAL INVESTIGATION (CID) UNITS
MP Group
(CID)
Provide
command,
control, staff
planning, and
supervision for
all CID
elements within
the theater.
Command and staff elements
Provide L&O.
Provide command, control, staff planning, and super-
vision over all CID elements within the theater.
NOTE: The Criminal Investigation Command is a
stovepipe organization.
None
Table 1-1. Unit Descriptions (continued)
FM 3-19.1
1-19
MP Unit
Mission
Action Elements
Support Role
Capabilities (Include But Are Not Limited to
[See TOEs for Details])
Augmentation Needed
for Mission
Accomplishment
MP Battalion
(CID)
Provide
command,
control, staff
planning, and
supervision for
all assigned or
attached CID
elements.
Command and staff elements
Provide L&O.
Provides command, control, staff planning, and
supervision over all assigned and attached CID
elements.
None
MP
Detachment
(CID) HQ Cell
Provide C2,
evidence
custody
control, and
investigative
administration
support.
Coordinate for
personnel
administration
and logistic
support.
Commander and support staff
Provide L&O.
Provide C2 of assigned CID SA sections and/or
teams performing all CID operations in their area of
responsibility.
None
MP Detach-
ment (CID)
Provide
criminal
investigative
support to
Army
commanders at
all echelons.
2-man teams. The number of
teams varies by organization and
is as follows:
DSE heavy - 4
DSE light - 3
Section A - 4
Section B - 4
Supervisory team - 1
Senior team - 1
SA team - 1
Provide L&O.
Supervise and conduct criminal investigations.
When directed, MP CS,
L&O, and MWD support
Table 1-1. Unit Descriptions (continued)
Battle Command 2-1
Chapter 2
Battle Command
Command is the authority a commander in military service lawfully
exercises over subordinates by virtue of rank and assignment. Leaders
possessing command authority strive to use it with firmness, care,
and skill.
FM 101-5-1
Battle command is the exercise of command in an operation against a
hostile, thinking opponent. Battle command includes visualizing the
current state and the desired end state, then formulating concepts of
operations to get from one state to the other at the least cost. In addition to
visualizing and formulating concepts, battle command encompasses
assigning missions; prioritizing and allocating resources; selecting the
critical time and place to act; and knowing how and when to make
adjustments in the fight. Battle command enables MP commanders to
lead, prioritize, and allocate assets required in support of the Army
commander. MP commanders must observe, orient, decide, and act on their
decisions quickly. Information is the key element in the battle-command
process; therefore, the commander must have accurate and timely
information upon which to base his decisions.
OVERVIEW
2-1. The battle command of MP units is typically decentralized due to the
nature of their CS functions, METT-TC, and the needs of the Army
commander. This places the burden of sound, timely decision making to the
lowest levels. MP leaders must develop a keen sense of situational awareness
and visualization, and they must constantly track the actions of supported
units.
BATTLEFIELD VISUALIZATION
2-2. The ability to visualize the battlefield is a critical element of battle
command. Battlefield visualization is an essential leadership attribute and is
critical to accomplishing the mission. It is learned and attained through
training, practice, experience, technical and tactical knowledge, and available
battle-command technologies. It results when the MP commander
understands the higher commander's intent, his assigned mission, the enemy,
and the friendly force’s capabilities and limitations. See Appendix D for
further information on command technologies.
FM 3-19.1
2-2 Battle Command
2-3. Battlefield visualization includes the MP commander's view of what his
forces will do and the resources needed to do the mission. He envisions a
sequence of actions that will cause his MP forces to perform at the desired end
state. Ultimately, the MP commander's battlefield vision evolves into his
intent and helps him develop his concept of operations.
COMMANDER'S INTENT
2-4. The commander's intent is a key part of Army orders. It is a clear, concise
statement of what the force must do to succeed with respect to the enemy, the
terrain, and the desired end state. It provides the link between the mission
and the concept of operations by stating key tasks. These tasks, along with the
mission, are the basis for subordinates to exercise initiative when
unanticipated opportunities arise or when the original concept of operations
no longer applies. MP leaders at all echelons must ensure that the mission
and the commander's intent are understood two echelons down (see FM
101-5).
CONCEPT OF OPERATIONS
2-5.
The commander's intent does not include the method by which the MP
units will accomplish the mission. This method is called the commander's
concept of operations. It must—
•
Convey the commander's vision of how to accomplish the mission in a
manner that allows his subordinates maximum initiative.
•
Build around intelligence gathering and the precise employment of
MP resources.
•
Provide the basis for task organization, scheme of maneuver, terrain
organization, tasks to subordinates, and synchronization.
COMMAND AND CONTROL RELATIONSHIPS
2-6. MP units are assigned to, attached to, or placed under the operational
control (OPCON) of MP or other units they support. OPCON is the authority
to perform command functions over subordinate forces. This includes
organizing and employing commands and forces, assigning tasks, designing
objectives, and giving authoritative direction necessary to accomplish the
mission. MP C2 relationships may be changed briefly to provide better support
for a specific operation or to meet the needs of the supported commander. MP
units may be placed under the OPCON of another unit commander for short-
term operations. The MP unit remains in this relationship only as long as it is
needed for that operation.
MP support to the Bosnian municipal elections consisted of one division and two
corps MP companies. These MP assets, attached to Task Force (TF) Eagle, were
task-organized from different sources. The division MP company and the PM cell
were organic to TF Eagle's mechanized infantry division headquarters, but the two
corps MP units were from US Army Forces Command (FORSCOM) MP battalions
in CONUS.
FM 3-19.1
Battle Command 2-3
SUPPORT RELATIONSHIPS
2-7. MP units on the battlefield provide two types of support—general
support (GS) and direct support (DS). Corps and EAC MP units provide GS to
their respective corps/EAC subordinate commands. Light, airborne, and air-
assault MP companies provide GS to their respective divisions. Heavy-division
MP companies provide GS to the division rear and DS to the division's
subordinate brigades.
STAFF RELATIONSHIPS
2-8. The PM for each level of command is that command's advisor on MP
combat, CS, and CSS operations. The PM—
•
Advises the commander and staff about MP abilities/capabilities.
•
Supervises the preparation of plans and dictates policies.
•
Coordinates MP operations.
•
Assists and supervises the interaction of supporting and supported
units.
•
Reviews current MP operations.
•
Coordinates with allied forces and HN military and civil police.
•
Ensures that MP plans and operations supporting the commander's
tactical plan are carried out.
•
Recommends when and where to concentrate the command's MP
assets.
•
Supervises or monitors MP support in the command's AO.
2-9. The PM works daily with the commander and staff officers who employ
MP resources and whose AORs influence MP support. The PM works closely
with the coordinating staff at the appropriate command level to coordinate
MP support. He ensures that MP planning is practical and flexible, that plans
are coordinated with staff sections and subordinate commands, and that plans
reflect manpower and resources needed by MP. (This includes the need for C2,
fire support, equipment, and supplies. It also includes construction,
communication, transportation, and aviation support.) As new information is
received, the PM reviews, updates, and modifies the plans. He ensures that
the echelon commander gets the necessary MP support.
2-10. In the absence of specific directions or orders, the PM plans the use of
MP assets. He evaluates the current operations and projects the future
courses of action (COAs). He bases his plans on assumptions consistent with
the commander's intent and a thorough knowledge of the situation and
mission. The PM considers—
•
METT-TC.
•
Current estimates developed by the intelligence preparation of the
battlefield (IPB) and the police information assessment process
(PIAP).
•
The environment within the AO. This includes the climate, the
terrain, and obstacles. It also includes the legal authority and status
of the force; the width, depth, size, and location of built-up areas; and
the attitudes and abilities of the local populace.
FM 3-19.1
2-4 Battle Command
•
The types of units operating in the area (to include joint, combined,
multinational, and interagency units) and the missions and
capabilities of these units. This knowledge is imperative to
understand their capability to counter threats in their area.
•
The specific missions of MP units in the area and the impact that rear-
area security operations will have on the ability of these units to
perform other functions.
•
Personnel, vehicles, and equipment in the MP units.
2-11. Coordination and communication between the PM and Army
commanders is essential. Such actions ensure timely and efficient MP support
to all levels of command during any operation. The informal, technical chain
of coordination is an open line of communication between PMs at different
echelons. The informal chain of coordination fosters cooperation and help
among the MP elements at each echelon. For instance, when the division PM
needs more assets to accomplish added missions, he initiates coordination
with the corps PM. If the corps PM can provide support, the division PM
formalizes his request for assistance through the division Assistant Chief of
Staff, G3 (Operations and Plans) (G3).
The Threat 3-1
Chapter 3
The Threat
In the 40-odd years of the Cold War, in many locations around the
world, the Army performed a deterrent role as part of the containment
strategy. In other places, at other times, the Army fulfilled the
Nation's expectation in operations too small to be called "wars,"
although no less dangerous. To the soldier on the ground, Operations
Urgent Fury in Grenada and Just Cause in Panama were
indistinguishable from combat operations of their forefathers.
Operations Provide Comfort in Iraq and Restore Hope in Somalia,
although peace operations, also proved to be dangerous.
FM 100-1
The end of the Cold War has reduced, but not eliminated, the most
immediate threat to the security of the US and other western nations.
However, the absence of a dominant, identifiable threat has produced a far
more complex and confusing strategic environment than the one that was
present during the Cold War. Forward-deployed and CONUS-based
ARFOR and civilians are and will continue to be engaged in a range of
military actions. These actions stem from deterring conflicts to conducting
peacetime engagement operations to providing support to civil agencies at
home and abroad.
OVERVIEW
3-1. During the past decade, the US has deployed forces in multiple
operations that have included crisis response in combat situations as well as
participation in noncombat activities. The Army’s presence in South Korea,
Saudi Arabia, and Kuwait and its deployments to Somalia, Haiti, Bosnia, and
Kosovo are clear indicators that the military must be prepared to face not only
the traditional threat, but also a nontraditional, nonecheloned enemy. To
support Army commanders successfully, MP leaders must understand the
nature and complexity of these threats and how they can potentially affect the
desired strategic, operational, and tactical end states.
REAR-AREA AND SUSTAINMENT OPERATIONS
3-2. The rear area for any particular command is the area extending forward
from its rear boundary to the rear of the area assigned to the next lower level
of command. This area is provided primarily for the performance of support
functions. Operations in the rear area assure freedom of action and continuity
of operations, sustainment, and C2. Sustainment operations are those that
enable shaping and decisive operations by assuring freedom of action and
FM 3-19.1
3-2 The Threat
continuity of operations, CSS, and C2 (see FM 3-0). Sustainment operations
include the following elements:
•
CSS.
•
Rear-area and base security.
•
Movement control.
•
Terrain management.
•
Infrastructure development.
3-3. During the Cold War, the danger to rear areas included forces that would
be deployed in support of major soviet-style operations. The adversaries using
the soviet model could be expected to engage in intense combat activity in
their enemy's rear area. Their forces were prepared to penetrate into the
enemy's rear and to attack and destroy its reserve forces and rear-area
installations. To protect the rear areas, the MP were among the first mobile
fighting forces available to the battlefield commander and thus, a source of
combat power. Today, the Army commander uses the MP's flexibility and their
modular-force training, adaptability, and mobility to serve as a combat
multiplier throughout his entire AO. During sustainment operations, the MP
perform all functions to ensure freedom of maneuver in support of the overall
operational effort.
3-4. Failure to protect our forces during sustainment operations normally
results in failure of the entire operation. Sustainment operations determine
how fast ARFOR reconstitute and how far they can exploit success. The
likelihood of MP units encountering the enemy and engaging in direct combat
(not only in the rear area, but also during sustainment operations) cannot be
underestimated.
3-5. Threats to rear-area and sustainment operations exist throughout the
full spectrum of military operations. These threats may be related or
independently engaged, but their effects are frequently cumulative. Threats to
rear-area and sustainment operations are usually theater-dependent and are
not limited to those outlined in this manual. Joint Publication (JP) 3-10
further discusses the threat in the rear area. Although JP 3-10 defines the
threat in the context of a JRA, MP leaders can expect the same level of activity
anywhere that US forces are deployed.
RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION
OPERATIONS
3-6. Reception, staging, onward movement, and integration (RSOI) operations
consist of essential and interrelated processes in the AO that transform
arriving personnel and materiel into forces capable of meeting operational
requirements. During RSOI operations, the threat encountered will depend
mostly on the type of entry, the nature of the operation, and the enemy. During
major contingencies, forces deploy from power-projection platforms within the
US or forward bases. The PM must plan MP support during the initial stages
of the deployment to ensure the protection of follow-on forces and the
detection of potential threats (see FM 100-17-3).
3-7. MP support to RSOI operations includes, but is not limited to—
FM 3-19.1
The Threat 3-3
•
Conducting AS operations to counter or prevent enemy actions against
marshalling and staging areas.
•
Conducting convoy, airport, and rail security operations.
•
Conducting populace- and resource-control operations.
•
Conducting other physical-security and force-protection measures.
•
Conducting other MP functions (as determined by the PM).
THREAT LEVELS
3-8. The threat is divided into three levels. These levels provide a general
description and categorization of threat activities, identify the defense
requirements to counter them, and establish a common reference for planning
guidelines. MP leaders must understand that this does not imply that threat
activities will occur in a specific sequence or that there is a necessary
interrelationship between each level.
LEVEL I
3-9. Level I threats include the following types of individuals or activities:
•
Enemy-controlled agents. Enemy-controlled agents are a potential
threat throughout the rear area. Their primary missions include
espionage, sabotage, subversion, and criminal activities. Their
activities span the range of military operations and may increase
during both war and military operations other than war (MOOTW).
These activities may include assassinating or kidnapping key military
or civilian personnel or guiding special-purpose individuals or teams
to targets in the rear area.
•
Enemy sympathizers. Civilians sympathetic to the enemy may
become significant threats to US and multinational operations. They
may be the most difficult to neutralize because they are normally not
part of an established enemy-agent network, and their actions will be
random and unpredictable. During war and MOOTW, indigenous
groups sympathetic to the enemy or those simply opposed to the US
can be expected to provide assistance, information, and shelter to
guerrilla and enemy unconventional or special-purpose forces
operating in the rear area.
•
Terrorism. Terrorists are among the most difficult threats to
neutralize and destroy. Their actions span the full spectrum of
military operations.
•
Civil disturbances. Civil disturbances, such as demonstrations and
riots, may pose a direct or indirect threat to military operations.
Although this threat may not be of great impact during war, it may
significantly change and affect MOOTW.
LEVEL II
3-10. Level II threats include the following types of forces:
•
Guerilla forces. Irregular and predominantly indigenous forces
conducting guerrilla warfare can pose a serious threat to military
FM 3-19.1
3-4 The Threat
forces and civilians. They can cause significant disruptions to the
orderly conduct of the local government and services.
•
Unconventional forces. Special-operations forces (SOF) are highly
trained in unconventional-warfare techniques. They are normally
inserted surreptitiously into the rear area before the onset of an
armed conflict. They establish and activate espionage networks,
collect intelligence, carry out specific sabotage missions, develop
target lists, and conduct damage assessments of targets struck.
•
Small tactical units. Specially organized reconnaissance elements
are capable of conducting raids and ambushes in addition to their
primary reconnaissance and intelligence-gathering missions. Small
(size or capability), bypassed conventional units, as well as other
potential threat forces, are also capable of conducting raids and
ambushes to disrupt operations.
LEVEL III
3-11. Level III threats are made up of conventional forces. Potential threat
forces are capable of projecting combat power rapidly by land, air, or sea deep
into the rear area. Specific examples include airborne, heliborne, and
amphibious operations; large, combined-arms, ground-forces operations; and
bypassed units and infiltration operations involving large numbers of
individuals or small groups infiltrated into the rear area, regrouped at
predetermined times and locations, and committed against priority targets.
Level III forces may use a combination of the following tactics as a precursor
to a full-scale offensive operation:
•
Air or missile attack. Threat forces may be capable of launching an
air or missile attack throughout the rear area. It is often difficult to
distinguish quickly between a limited or full-scale attack before
impact; therefore, protective measures will normally be based on the
maximum threat capability.
•
Nuclear, biological, and chemical (NBC) attack. Commanders
must be aware that NBC munitions may be used in conjunction with
air, missile, or other conventional-force attacks. The NBC weapons
could also be used at Level I or II by terrorists or unconventional
forces in order to accomplish their political or military objectives.
THREAT-LEVEL MATRIX
3-12. Table 3-1 lists the threat levels and their likely appropriate responses.
The threat levels listed are based on the type of threat. The table should not
be construed as restricting the response options to any particular threat.
THREAT PRIORITIES
3-13. The threat will attempt to perform the following operations against
targets in the rear area:
•
Detect and identify targets.
•
Destroy or neutralize operational weapons-system capabilities.
•
Delay or disrupt the timely movement of forces and supplies.
FM 3-19.1
The Threat 3-5
•
Weaken the friendly force’s C2 network.
•
Disrupt support to combat forces.
•
Set the stage for future enemy operations.
•
Create panic and confusion throughout the rear area.
3-14. Typical examples of enemy priority targets include the following:
•
NBC-weapons storage sites and delivery systems.
•
Key command, control, communications, computers, and intelligence
(C4I) facilities.
•
Air-defense artillery (ADA) sites.
•
Airfields and air bases.
•
Port facilities.
•
Main supply routes (MSRs) and MSR checkpoints.
•
Key LOC.
•
Reserve assembly areas (AAs).
•
Troop barracks.
•
Critical civilian and logistics facilities.
THREAT LOCATION
3-15. The fact that the Cold War has ended does not imply that our traditional
threat has ended. North Korea and Iraq are constant reminders of this fact.
For the near future, Army commanders will fight units with Cold-War-era
equipment and tactics. The Army trains and is prepared to fight an enemy
capable of interfering with our freedom of maneuver throughout the
battlefield. On an extended battlefield with asymmetric threats, the danger to
high-value assets (HVAs) (including CSS, C2, communication nodes, and
MSRs) only increases. The idea that the danger to the rear area decreases as
you travel farther away from the forward edge of the battle area (FEBA) is not
true. Threat intensity does not depend on geographical location; it depends on
what operations the enemy believes must be initiated (and to what degree) to
achieve its objective in the rear area. Military commanders depend on the MP
to delay and defeat threats in their AO with a mobile reaction force.
Table 3-1. Threat Levels
Threat Level
Example
Response
I
Agents, saboteurs,
sympathizers, and terrorists
Unit, base, and base-cluster self-
defense measures
II
Small tactical units,
unconventional-warfare forces,
guerrillas, and bypassed enemy
forces
Self-defense measures and
response forces with supporting
fires
III
Large tactical-force operations
(including airborne, heliborne,
amphibious, infiltration, and
bypassed enemy forces)
Timely commitment of a TCF
FM 3-19.1
3-6 The Threat
COMMUNICATIONS ZONE
3-16. The nature of the COMMZ will encourage Level I and II threats to
concentrate along the LOC and other areas of military significance. MP units
will encounter an enemy that is capable of disrupting operations throughout
the COMMZ while employing terrorist activities, enemy-controlled agent
activities, enemy sympathizers, and saboteurs. If the enemy is Level III
capable, MP leaders must expect infiltrations and air, missile, or NBC attacks
as a precursor to a major Level III operation.
CORPS REAR AREA
3-17. The activities in Levels I and II will be similar in composition and
density as in the COMMZ, but they will target key corps units, key facilities,
and corps sustainment capabilities. The threat activities, especially at smaller
unit levels, may even precede hostilities. MP leaders must be alert and
prepared to encounter unconventional forces conducting diversionary or
sabotage operations and small combat units conducting raids, ambushes, or
reconnaissance operations or collecting special warfare intelligence. With the
fast tempo of offensive operations, MP leaders must also be alert and prepared
to encounter bypassed forces that can disrupt operations in the corps rear
area.
DIVISION REAR AREA
3-18. The division rear area (DRA) contains many types of CS and CSS units
and conducts many complex operations. As in the COMMZ and the corps rear
area, the full spectrum of Level I, II, and III activities may occur in the DRA.
The main target will be the division’s HVA (including key C2 facilities;
airfields; artillery, aviation, and air-defense assets; LOC; and essential CSS
units). The threat may conduct diversionary attacks, sabotages, raids,
ambushes, and reconnaissance operations to affect the commander's freedom
of maneuver and the continuity of operations. Unlike corps MP, the likelihood
of division MP encountering bypassed enemy forces is expected. Failure to
delay or defeat these forces will impact division operations.
OTHER TYPES OF THREATS
3-19. As US forces are deployed throughout the world, they will have to face
nontraditional, asymmetric threats (other than those listed in Table 3-1, page
3-5) that may be geographically specific. As part of situational awareness, and
in coordination with military intelligence (MI) and CID personnel, MP leaders
must evaluate and assess the impact of these threats in their AO. A TO is
vulnerable to any or a combination of the following threats:
•
National or international organized crime.
•
Narcotics traffickers.
•
Narcotics terrorists.
•
Extremist groups.
•
Paramilitary groups.
•
Ethnic or religious disputes.
•
Trade in illegal weapons or strategic materials.
FM 3-19.1
The Threat 3-7
3-20. MP leaders must be aware that other threats exist and that they have
the same potential as the Level I and II threats to disrupt operations in rear-
area or sustainment operations. In some instances, the above threats’
capabilities or the massing of personnel may have the same potential threat
as a Level III threat.
COUNTERING THE THREAT
3-21. The disruption of rear-area and sustainment operations directly affects
military efforts. Three types of forces may be used to counter the threat in
these areas—a base/base-cluster self-defense force, a response force, or a
tactical combat force (TCF).
BASE/BASE-CLUSTER SELF-DEFENSE FORCE
3-22. A base cluster is established when the appropriate echelon rear-
operations cell or command post (CP) places geographically contiguous or
noncontiguous bases under the control of a headquarters. The base cluster
becomes the next higher tactical C2 headquarters of those bases. The rear-
operations cell or the rear CP may also establish a base cluster for a corps
support group (CSG), an area support group (ASG), or other CSS units
operating in the corps or division rear areas.
3-23. US ARFOR have the inherent responsibility to contribute as many
forces as possible for base defense and local security for themselves and their
facilities, installations, and activities. Each base and base-cluster commander
must develop a defense plan to detect, defeat, and minimize the effects of
Level I and limited Level II threat attacks on his base or base cluster
(including NBC attacks). To maximize the unit’s mission accomplishment,
defense plans must be flexible and allow for differing degrees of security based
on the probability of threat activity. Defense plans are given to MP units
operating near the base or base cluster. The base commander most often
employs a series of defense measures providing internal and perimeter
security. His internal reaction forces use organic weapons to neutralize and
defeat most low-level threat activity. Although not fully equipped to engage
major conventional or unconventional enemy forces that may confront him, a
base commander must deploy his personnel to defend themselves until MP,
HN, local police, or combat forces (if available) can respond.
RESPONSE FORCE
3-24. A response force is summoned when the base or base cluster is faced
with threat forces that are beyond their self-defense capability. If the MP are
the designated response force, they must—
•
Coordinate with the supported bases or base-cluster commanders to
conduct a joint IPB.
•
Review base and base-cluster self-defense plans.
•
Exchange signal-operating-instructions (SOI) information.
•
Identify MP contingency plans to counter likely enemy activities.
•
Integrate ADA, engineer, chemical, field-artillery (FA), Army-aviation,
and close-air-support (CAS) fire support into their plans (if available).
FM 3-19.1
3-8 The Threat
3-25. MP units help the base or base cluster return to its primary mission by
defeating Level II threats. MP units closely watch likely avenues of enemy
approach, possible landing zones (LZs), drop zones (DZs), C2 facilities, and
other key installations. They accomplish this through the MMS, AS, and PIO
functions.
3-26. If MP units are not the designated response force, they may become the
initial response force for units within their AO. When this occurs, they block,
delay or, if possible, destroy enemy elements within their capability. If the
attack is by a larger or more capable force, they will maintain contact and
continue to develop the situation or delay until the appropriate response force
appears or the battlefield commander commits the TCF.
TACTICAL COMBAT FORCE
3-27. When the MP response force encounters or engages threats beyond its
ability to defeat, it immediately notifies the higher headquarters. The
battlefield commander will then evaluate the situation and commit the TCF to
defeat the Level III threat. The TCF is normally a combined-arms
organization tailored by the corps or division G3, based on METT-TC. The
TCF normally receives fire, aviation, or other support needed to fight and
defeat the threat. Once the TCF is identified and before it is committed to
battle, it will conduct direct coordination with the MP or other response forces
regarding the exchange of reconnaissance information, battle-handoff
procedures, and contingency plans for TCF operations. Once the TCF is
committed, the MP unit performing as the response force becomes OPCON to
the TCF commander.
MP AS THE TCF
3-28. The MP brigade or battalion is capable of conducting TCF missions only
when properly augmented. MP augmentation may be in the form of fires,
small combat units, aviation assets, or CAS. The specific type of augmentation
is METT-TC dependent. Additionally, the MP C2 headquarters must receive
the respective liaison officers to ensure that augmentation forces are
synchronized and employed according to their capabilities. The MP
commander's situational awareness and battlefield visualization are key
elements to TCF operations. Once designated as the TCF, the MP unit
commander establishes liaison with the appropriate rear CP to obtain—
•
The current rear-area IPB.
•
The friendly unit disposition.
•
Defense plans.
•
Priorities for protection.
•
The fire-support plan.
3-29. Based on the above information, the MP commander conducts his own
IPB and develops a concept of operations. He then forwards it to the
appropriate higher echelon for coordination and approval.
3-30. The MP’s ability to employ organic MP assets as part of the TCF is
limited by the following factors:
FM 3-19.1
The Threat 3-9
•
MP availability. Normally, all MP assets available are committed at
all times. The specific function and scope that MP units perform
during the operation are determined by the Army commander’s needs,
the intensity of the conflict, and the availability of MP resources. The
commander, with advice from the MP leader, must decide which MP
operations must be scaled back, delayed, or shifted before the MP unit
can be designated as part of the TCF.
•
MP dispersion. MP units are normally displaced over a large
geographical area. Technological capabilities and mobility allow them
to operate over great distances. In today’s battlefield, a typical MP
company employment covers between 1,000 and 1,200 square
kilometers and performs numerous missions in support of all five
functions. The distance between elements, the reprioritization and
movement of other MP units, the difficult terrain, poor roads, and bad
weather may slow down the MP’s commitment as a TCF.
Military Police Functions 4-1
Chapter 4
Military Police Functions
Military police support the Army commander’s mission to win the
battle. They help the commander shape the battlefield so that he can
conduct decisive operations to destroy enemy forces, large or small,
wherever and whenever the Army is sent to war.
MAJ(P) Anthony Cruz
The MP Corps supports shaping and sustainment operations while
performing its five basic functions as a flexible, economy-of-force
organization. Through these functions, MP units are able to provide the
commander with an array of CS operations across the full spectrum of
military operations (see Table 4-1).
OVERVIEW
4-1. MP assets are limited. Specific functions are performed at any given time
and are determined by the supported commander’s need, the intensity of the
conflict, and the availability of MP resources. The supported commander,
through the command’s PM, sets the priorities for MP operations.
4-2. The PM (based on METT-TC and the available assets) continuously
evaluates the trade-off between the MP support that the commander requires
and the MP support that can be provided. To meet the priorities set by the
Table 4-1. MP Functions
Functions
MMS
AS
PIO
L&O
I/R
Subtasks
Support to river-
crossing and
breaching
operations and
passage of lines
Straggler and
dislocated-
civilian control
Route R&S
MSR regulation
enforcement
Recon
operations
ADC
Base/air-base
defense
Response-force/
TCF operations
Critical site,
asset, and HRP
security
Force protection/
physical security
Antiterrorism
IPB support
PIAP
Active and
passive roles
Information
collection and
dissemination
Joint,
interagency, and
multinational
coordination
Law
enforcement
Criminal
investigations
US Customs
operations
Related L&O
training
EPW/CI
handling
US military
prisoner
handling
Populace and
resource control
Dislocated
civilians
NOTE: Subtasks not all-inclusive.
FM 3-19.1
4-2 Military Police Functions
commander’s
tactical
plan,
the
PM
recommends
the
allocation
and
employment of MP assets for MP combat, CS, and CSS operations.
MANEUVER AND MOBILITY SUPPORT
4-3. The MMS function involves numerous measures and actions necessary to
support the commander’s freedom of movement in his AOR. The MP expedite
the forward and lateral movement of combat resources and ensure that
commanders get forces, supplies, and equipment when and where they are
needed. This is particularly important in the modern battlefield where there
is a greater geographical dispersal of forces and lengthened LOC.
4-4. The MP maintain the security and viability of the strategic and tactical
LOC to ensure that the commander can deploy and employ his forces. The MP
support the commander and help expedite military traffic by operating traffic-
control posts (TCPs), defilades, or mobile patrols; erecting route signs on
MSRs or alternate supply routes (ASRs); or conducting a reconnaissance for
bypassed or additional routes. The MP move all units quickly and smoothly
with the least amount of interference possible.
4-5. As part of the MMS function, the MP support river-crossing operations,
breaching operations, and a passage of lines. They also provide straggler
control, dislocated-civilian control, route reconnaissance and surveillance
(R&S), and MSR regulation enforcement.
RIVER-CROSSING OPERATIONS
4-6. US forces conduct river-crossing operations to move a large force across a
river obstacle with a minimum loss of momentum. The MP play a vital role by
assisting the force commander in crossing the river as quickly and efficiently
as
possible.
The
crossing
is
usually
planned
and
conducted
by
the
headquarters directing the crossing. As such, a division crossing operation is
conducted by a corps. Whether a brigade or division is crossing, the division
MP company may also cross to provide uninterrupted support to the division.
In these instances, there is a total reliance on the corps MP to support the
crossing. The same is true for breaching operations and a passage of lines.
4-7. MP support for river-crossing operations reduces the crossing time and
promotes the efficient movement of vehicles. It reduces congestion, speeds the
crossing, and enables the maneuver commander to continue his momentum
toward his primary objective. The MP establishes staging and holding areas
and TCPs to control movement to and from these areas (according to the
traffic-control plan). The MP may be called on to provide security for crossing
forces at the crossing sites. In most cases, the MP TCPs and engineer
regulation points (ERPs) are located on both sides of the river to improve
communications and coordination between the units.
4-8. MP employment for river crossing is influenced by METT-TC. The
number and placement of MP assets supporting a river-crossing operation
varies with the size of the crossing force, the direction of the crossing (forward
or retrograde), and the degree of enemy resistance expected or encountered.
4-9. The MP operating inside the crossing areas are OPCON to the crossing-
area commander for the duration of the operation. The MP operating outside
FM 3-19.1
Military Police Functions 4-3
of the crossing area are under the command of their appropriate echelon
commander.
4-10. The main thrust of MP support to river-crossing operations is within the
immediate river-crossing site. The MP direct units to their proper locations
(such as holding areas and staging areas) and ensure that units move through
the area within the time listed on the movement schedule. This is a highly
critical aspect of river crossing because the number of crossing sites is limited.
MP assets are placed where they can stress MMS operations on MSRs leading
into the crossing area.
4-11. The MP also provide AS to allow crossing forces to cross the river
without losing momentum or forces. On both near and far sides, the MP are
used to recon the crossing unit’s flanks and rear to enhance security (see FM
19-4).
BREACHING OPERATIONS
4-12. Breaching operations are conducted to allow forces to maneuver
through obstacles. Obstacle breaching is the employment of a combination of
tactics and techniques to advance an attacking force to the farside of an
obstacle that may be covered by fire. It is perhaps the most difficult combat
task a force can encounter. Breaching operations begin when friendly forces
detect an obstacle, and they end when the battle handover has occurred
between the follow-on forces and a unit conducting the breaching operation
(see FM 90-13-1).
4-13. The MP support breaching operations in numerous ways. MP assets are
employed based on METT-TC, the available resources, and the commander's
priorities. As a minimum, MP support may include, but is not limited to—
•
Establishing TCPs along routes leading to or departing from the
breaching site.
•
Establishing holding areas.
•
Establishing TCPs at the breaching site.
•
Assisting engineers with temporary route signs.
•
Establishing straggler-control operations.
•
Conducting AS operations.
4-14. The most critical MP support is provided at the breaching site. The MP
provide the commander with a means to control traffic flow to appropriate
lanes. When multiple lanes branch off of a single far-recognition marker, the
MP assist in directing the formation through various lanes. They also assist in
modifying the traffic flow when lanes have been closed for maintenance or
expansion. The MP conduct close coordination with the crossing-force
commander and the TF commander executing the breaching operation. The
MP enable the commander to make last-minute changes in traffic flow,
thereby giving him increased flexibility to react to the enemy situation.
PASSAGE OF LINES
4-15. A passage of lines is an operation in which a force moves forward or
rearward through another force’s combat positions with the intention of
moving into or out of contact with the enemy. The passage of lines is a high-
FM 3-19.1
4-4 Military Police Functions
risk military operation that requires close coordination between the passing
unit, the stationary unit, and the MP providing the support.
4-16. The MP help reduce confusion and congestion during a passage of lines.
They provide security in areas surrounding passage points and passage lanes
to ensure that the passing unit has priority for using routes to and through
the areas. The headquarters directing the operations sets the route’s priority.
The MP can support a forward, rearward, or lateral passage of lines. Before
the
actual
operation,
the
MP
in
the
AO
conduct
an
area
or
zone
reconnaissance to become familiar with the routes to, through, and beyond the
area of passage. This enables the MP to extend the commander’s C2 by
providing directions at passage points and by guiding the units through the
passing lanes. Maintaining unit integrity and reducing incidents of stragglers
is vital to maintaining the passing unit’s momentum in a forward passage of
lines. The MP perform aggressive straggler- and dislocated-civilian-control
operations to prevent possible infiltration of the enemy.
4-17. A
passage
of
lines
is
usually
planned
and
coordinated
by
the
headquarters directing the passage. A division’s passage of lines is planned
and coordinated by the corps headquarters. The detailed plans are made and
coordinated between the divisions involved. Close coordination between the
division and corps PMs is essential. An MP unit may be the unit involved in
passing through the lines of another unit. When conducting a delay of a Level
II threat, the MP are likely to conduct a passage of lines with the TCF. To
avoid fratricide, close coordination between the MP response-force commander
and the TCF is imperative (see FM 19-4).
STRAGGLER CONTROL
4-18. Mobile patrols, TCPs, and checkpoint teams return stragglers to
military control as part of their operations. Most stragglers are simply persons
who become separated from their command by events in the CZ or while
moving through the COMMZ. If a straggler is ill, wounded, or in shock, an MP
must
give
him
first
aid
and,
if
needed,
call
for
medical
evacuation
(MEDEVAC). If a straggler is uninjured, an MP directs him to his parent unit
or to a replacement unit (as command policies dictate). The MP ensure that
stragglers attempting to avoid return to their units are escorted back to their
command (as a minimum).
4-19. The MP set up special posts for straggler control following NBC attacks
or major enemy breakthroughs that result in large numbers of lost, dazed, and
confused military personnel. Mobile MP teams operate between posts, and
they also direct or collect stragglers. Straggler collection points may be needed
if many stragglers are present in a combat theater. If allied forces are present
in the theater, each nation establishes a collection point for its own personnel.
MP teams are aware of each allied location and are prepared to assist allied
soldiers in returning to their respective command. The MP use available
transportation assets to transfer stragglers from TCPs and checkpoints to a
straggler collection point. At the collection point, they are screened and sorted
for removal to a medical facility or returned to their units to reconstitute the
tactical commander’s combat force.
FM 3-19.1
Military Police Functions 4-5
4-20. The MP report information about stragglers with whom they come in
contact. This information is compiled by the MP headquarters and forwarded
through appropriate channels to the higher command. Information given by
stragglers that is of immediate tactical value is reported without delay.
DISLOCATED-CIVILIAN CONTROL
4-21. The MP expediting traffic on MSRs may encounter dislocated civilians
that could hinder military traffic. The MP assist and divert dislocated
civilians from MSRs and other areas to I/R facilities. They may also deny the
movement of civilians whose location, direction of movement, or actions may
be a threat to themselves or to the combat operation. The HN government is
responsible for identifying routes for the safe movement of dislocated civilians
out of an AO. If needed, the MP assist the civil-affairs unit and the HN in
redirecting dislocated civilians to alternate routes established by the HN
government.
4-22. The US forces do not assume control of dislocated civilians unless
requested to do so by the HN or unless operating in an environment with a
hostile government. When the senior US commander assumes responsibility,
the MP coordinate with civil affairs to set up TCPs at critical points along the
route to direct dislocated civilians to secondary roadways and areas not used by
military forces. As required, MWD teams may be used as a show of force or as a
deterrent to assist with uncooperative personnel.
ROUTE R&S
4-23. The MP conduct hasty and deliberate route reconnaissances to obtain
information on a route and nearby terrain from which the enemy can
influence troop movement. A route reconnaissance focuses on continually
monitoring the condition of MSRs, ASRs, and other areas. MP patrols look for
restricting terrain, effects of weather on the route, damage to the route, NBC
contamination, and enemy presence or absence. When enemy activity is
spotted, the MP report it, maintain surveillance, and develop the situation. To
gather information for proposed traffic plans, they look at the type and
number of available routes; and they check load classifications, route widths,
obstructions, and restrictions.
MSR REGULATION ENFORCEMENT
4-24. The MP undertake MSR regulation enforcement to keep the routes free
for DSS operations. MP units support the command’s MSR regulation
measures as stated in the traffic-regulation plan (TRP). The TRP 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 MP TCPs. Most importantly to the MP, it
gives the route’s control classification. The MP ensure that classified routes
are used only by authorized traffic. Vehicles traveling on roads too narrow for
their passage or on roads unable to support their weight can obstruct the
route.
4-25. To expedite traffic on MSRs, the MP operate special circulation control
measures such as—
FM 3-19.1
4-6 Military Police Functions
•
Temporary route signing.
•
Static posts such as TCPs, roadblocks, checkpoints, holding areas, and
defilades at critical points.
•
Mobile teams patrolling between static posts and monitoring traffic
and road conditions.
4-26. They also gather information on friendly and enemy activities and help
stranded vehicles and crews. The MP also place temporary route signs to warn
of hazards or to guide drivers unfamiliar with the route. Using these
measures, the MP exercise jurisdiction over the road network in the AO and
coordinate with the HN (whenever possible) to expedite movement on MSRs.
AREA SECURITY
4-27. The MP perform the AS function to protect the force and to enhance the
freedom of units to conduct their assigned missions. The MP who provide AS
play a key role in supporting forces in rear-area and sustainment operations.
The MP are a response force that delays and defeats enemy attempts to
disrupt or demoralize military operations in the AO. The MP’s mobility makes
it possible for them to detect the threat as they aggressively patrol the AO,
MSRs, key terrain, and critical assets. The MP’s organic communications
enable them to advise the appropriate headquarters, bases, base clusters, and
moving units of impending enemy activities. With organic firepower, the MP
are capable of engaging in decisive operations against a Level II threat and
delaying (shaping) a Level III threat until commitment of the TCF.
4-28. Throughout
all
aspects
of
the
AS
function,
the
MP
perform
counteractions to protect the force and to prevent or defeat a Level II threat
operating
within
the
MP’s
AO.
MP
countermeasures
may
include
implementing vulnerability assessments, developing procedures to detect
terrorist actions before they occur, hardening likely targets, and conducting
offensive operations to destroy the enemy. The MP use checkpoints and
roadblocks to control the movement of vehicles, personnel, and materiel and to
prevent illegal actions that may aid the enemy. The use of these control
measures serves as a deterrence to terrorist activities, saboteurs, and other
threats. However, at the same time, checkpoints and roadblocks expose the
MP to these potential threats. To counter this fact, the MP may upgrade or
harden vehicles and defensive positions.
4-29. The MP provide combat power to protect the C2 headquarters,
equipment, and services essential for mission success. The MP provide the
battlefield commander with a light, mobile fighting force that can move, shoot,
and communicate against any threat. Major subtasks associated with the AS
function include reconnaissance operations; area damage control (ADC); base/
air-base defense; response-force operations; and critical site, asset, and high-
risk personnel (HRP) security.
RECONNAISSANCE OPERATIONS
4-30. As part of their AS mission, the MP serve as the eyes and ears of the
battlefield commander by seeking out the enemy and reporting information
obtained by recon patrols. The MP conduct area and zone reconnaissances,
FM 3-19.1
Military Police Functions 4-7
screening, surveillance, and countersurveillance to gain information to help
guard against unexpected enemy attacks in the AO. The MP monitor likely
avenues of approach and potential LZs and DZs. They become familiar with
towns and other populated areas, ridgelines, woods, and other terrain features
from which the enemy can influence movements along road networks. The MP
pay close attention to areas near facilities designated critical by the
commander. These areas include key MSR bridges and tunnels, depots,
terminals,
logistics-support
bases,
ammunition
supply
points
(ASPs),
communications centers/nodes, and C2 headquarters. The MWD teams
provide explosive detection and personnel detection/tracking capabilities that
enhance reconnaissance operations (especially in urban terrain).
AREA DAMAGE CONTROL
4-31. MP units take measures to support ADC before, during, and after
hostile actions or natural and man-made disasters. The ADC actions integrate
CS and CSS functions for many units. Engineers, medical personnel, and
Army aviators work closely to ensure quick relief operations. The MP provide
MSR regulation enforcement, refugee control, and some local security when
required. As with reconnaissance operations, the MP may use MWD
explosive-and personnel-detection capabilities to augment all MP missions in
rear-area and sustainment operations.
BASE/AIR-BASE DEFENSE
4-32. The MP are the base and base-cluster commanders’ links for detection,
early warning, and employment against enemy attacks. The information
gathered is dispersed throughout the rear area to help apprise the commander
of enemy activities near bases. Base defense is the cornerstone of rear-area
security. When the threat exceeds the base/base-cluster capability, the base/
base-cluster commander requests MP assistance through the appropriate C2
element.
4-33. Air-base defense requires special MP coordination with the US Air Force
(USAF). The MP treat air bases like any other base or base cluster. A USAF
air base may house the base-cluster commander, or it may be a cluster by
itself. The MP are responsible for the air base’s external defense. Its internal
defense is primarily the responsibility of the Air Force’s security forces. The
security force provides in-depth defense for weapons, weapons systems,
command centers, personnel, and other priority resources established by the
base commander.
4-34. The security force is trained and equipped to detect, delay, and deny
Level I and II threats. If a Level III threat is present, the security force is
tasked with delaying actions; however, the HN, a sister service, or other
support must be employed to defeat this threat. If the security force requires
assistance to defeat a Level II threat, it may rely on MP response forces or
another response force to assist in the defense. If available, the MP response
force will react to the air-base defense, just as it would for any other base or
base cluster within the MP’s AO. However, the key to successful MP
employment depends on the critical exchange of information before and
during the MP employment. Good communications, an understanding of the
FM 3-19.1
4-8 Military Police Functions
defense plan, and liaison operations are vital in preventing responding forces
from entering a situation that could result in fratricide.
RESPONSE-FORCE OPERATIONS
4-35. The MP are the base and base-cluster commanders' response force
against enemy attacks in rear-area or sustainment operations. The MP gather
information about the enemy while performing missions throughout the AO.
This information provides commanders with enemy activity near bases. When
needed, the MP provide a mobile response force to respond to bases under
attack and to destroy the enemy. A base commander's defense plan is the
cornerstone for protecting rear-area and sustainment operations. The base
commander is responsible for defeating all Level I threats. When this threat
exceeds his capabilities, he requests MP support. The MP located near bases
or patrolling or conducting AS operations consolidate their forces, respond as
quickly as possible, and conduct combat operations to destroy the enemy. If
needed, the MP conduct a battle handover to the TCF.
4-36. MP forces performing as a response force are capable of conducting the
following offensive operations:
•
A movement to contact.
•
A hasty ambush.
•
A hasty attack.
•
A delay.
•
A call for fire.
•
A repel attack against critical sites.
•
A defense of critical sites.
4-37. To conduct these missions, the MP consolidate into squads or platoons to
delay, defeat, or defend against the threat. See FMs 71-3 and 71-100 for more
information on battle-handover operations.
CRITICAL SITE, ASSET, AND HRP SECURITY
4-38. The MP perform their AS function across the entire designated AO.
When the MP provide security around a critical site or asset, they usually
provide a mobile security screen, taking advantage of its weapons and
communications platforms. This standoff protection detects and defeats the
threat before it can move within direct-fire range of the facilities. The MP may
be tasked to provide detail security to key facilities, assets, and personnel.
4-39. The MP provide security to major CPs and other facilities within the
AO. Their employment maximizes mobility, lethality, and communications
capabilities as a security screen. They may be required to establish local AS
measures (such as checkpoints and listening/observation posts) to further
protect these facilities. The MP provide internal access-control points to
critical facilities, and they act as a response force. When the critical CP
relocates, the MP provide in-transit security. Other types of critical site
security include ASPs; deep-water ports; petroleum, oil, and lubricants (POL)
terminals and pipelines; trains and railways; and air bases.
4-40. The MP may provide convoy security for top-priority units transporting
especially critical supplies to combat forces. MP assets should be employed
FM 3-19.1
Military Police Functions 4-9
primarily on aggressive patrolling, route, area, and zone reconnaissance
measures that would create a safe and secure environment for all types of
vehicular and unit movement.
4-41. The MP and the CID provide protective services to designated key
personnel by providing access control to restricted areas within CPs, providing
in-transit security, or providing static security measures around the clock. The
MP coordinate with the CID when close-in protection of key personnel is
needed. The MP and the CID also provide training for personal-protection
countermeasures. The MWD teams may be employed to enhance MP and CID
detection and protection capabilities.
INTERNMENT AND RESETTLEMENT
4-42. The Army is the Department of Defense’s (DOD’s) executive agent for all
EPW/CI operations. Additionally, the Army is DOD’s executive agent for long-
term confinement of US military prisoners. Within the Army and through the
combatant
commander,
the
MP
are
tasked
with
coordinating
shelter,
protection, accountability, and sustainment for EPWs/CIs. The I/R function
addresses MP roles when dealing with EPWs/CIs, dislocated civilians, and US
military prisoners.
4-43. The I/R function is of humane as well as tactical importance. In any
conflict involving US forces, safe and humane treatment of EPWs/CIs is
required by international law. Military actions on the modern battlefield will
result in many EPWs/CIs. Entire units of enemy forces, separated and
disorganized by the shock of intensive combat, may be captured. This can
place a tremendous challenge on tactical forces and can significantly reduce
the capturing unit's combat effectiveness. The MP support the battlefield
commander by relieving him of the problem of handling EPWs/CIs with
combat forces. The MP perform their I/R function of collecting, evacuating,
and securing EPWs throughout the AO. In this process, the MP coordinate
with MI to collect information that may be used in current or future
operations.
4-44. Although the CS MP unit initially handles EPWs/CIs, modular MP (I/R)
battalions with assigned MP guard companies and supporting MWD teams
are equipped and trained to handle this mission for the long term. A properly
configured modular MP (I/R) battalion can support, safeguard, account for,
guard, and provide humane treatment for up to 4,000 EPWs/CIs; 8,000
dislocated civilians; or 1,500 US military prisoners.
EPW/CI HANDLING
4-45. The MP are tasked with collecting EPWs/CIs from combat units as far
forward as possible. The MP operate collection points and holding areas to
temporarily secure EPWs/CIs until they can be evacuated to the next higher
echelon’s holding area. The MP escort-guard company assigned to the MP
brigade (I/R) evacuate the EPWs/CIs from the corps’s holding area to the
COMMZ’s
internment
facilities.
The
MP
safeguard
and
maintain
accountability, protect, and provide humane treatment for all personnel under
their care.
FM 3-19.1
4-10 Military Police Functions
4-46. In a mature TO, MP (I/R) units process EPWs/CIs collected by MP
teams and other units in the CZ. MP guard companies assigned to the MP
(I/R) units guard EPWs/CIs at designated camps (see FM 19-40).
POPULACE AND RESOURCE CONTROL
4-47. Populace and resource control (PRC) denies adversaries or insurgents
access to the general population and resources. The MP supports civil-affairs
personnel and the tactical commander in planning and conducting PRC
programs employed during all military operations. These programs may
consist of curfews, movement restrictions, resettling dislocated civilians,
licensing,
ration
control,
regulation
enforcement,
amnesty
programs,
inspecting facilities, and guarding humanitarian-assistance distributions. The
MP also direct dislocated civilians to resettlement camps where they are cared
for while NGOs work to coordinate their relocation.
4-48. The MP’s security capability, acceptability, and interface with the
populace make them suitable as the primary forces of choice in these
operations. The MP I/R units are specifically designed to fill this need (see FM
41-10).
US MILITARY PRISONERS CONFINEMENT
4-49. The MP detain, sustain, protect, and evacuate US military prisoners.
Whenever possible, soldiers awaiting trial remain in their units, unless
reasonable grounds exist to believe that they will not appear at the trial, the
pretrial hearing, or the investigation or that they will engage in serious
criminal
misconduct.
Under
either
of
these
two
pretrial
confinement
instances, the commander must also reasonably believe that a less severe
form of restraint (such as conditions of liberty, restriction in lieu of
apprehension, or apprehension) are inadequate. When these circumstances
exist and other legal requirements are met, US military personnel may be
placed in pretrial confinement under the MP’s direct control. Convicted
military prisoners are moved as soon as possible to confinement facilities
outside of the AO.
4-50. MP confinement operations parallel (but are separate from) the MP’s
EPW/CI operations. No member of the US armed forces may be placed in
confinement in immediate association with an EPW or other foreign nationals
who are not members of the US armed forces. A confinement facility is
maintained within the TO only if distance or the lack of transportation
requires such a facility. When military prisoners are retained in theater,
temporary field detention facilities may be established in the CZ and a field
confinement facility in the COMMZ (see FM 19-40 and AR 190-47).
LAW AND ORDER
4-51. The L&O function consists of those measures necessary to enforce laws,
directives, and punitive regulations. The MP’s L&O function extends the
battlefield commander’s C2. The MP, in close coordination with the CID, work
to suppress the chance for criminal behavior throughout the AO. By
coordinating and maintaining liaison with other DOD, HN, joint, and
multinational agencies, the MP at all levels coordinate actions to remove
FM 3-19.1
Military Police Functions 4-11
conditions that may promote crime or that have the potential to affect the
combat
force.
Crime-prevention
measures
and
selective
enforcement
measures are also performed as part of other functions. For example, the MP
investigate traffic accidents and regulate traffic as part of the MMS function.
The L&O function includes major areas such as law enforcement, criminal
investigations, and support to US Customs operations. The primary units
conducting L&O are the L&O detachments, customs teams, and CID units.
Both the MWD team and the MP company (CS) also support the L&O
function.
LAW ENFORCEMENT
4-52. Law-enforcement
operations
assist
the
battlefield
commander
in
preserving his force. The MP dedicate assets to conduct law-enforcement
operations based on the commander’s needs. Since MP L&O and CID assets
may be limited during the initial stages of any operation, the PM depends on
the supported commander's development of an effective crime-prevention
program and uses established investigative tools (such as inquiries and AR
15-6 investigations) to enforce rules. This will allow the PM to employ limited
MP assets to perform other functions. Law-enforcement operations include
responding to civil disturbances, conducting raids, investigating traffic
accidents, conducting vehicle searches, supporting the commander’s force-
protection program, and providing support to HN and civil-enforcement
agencies. Law enforcement also includes employing special-reaction teams
(SRTs), marksman/observer (M/O) teams, and MWD teams.
4-53. The Army conducts counterdrug-support operations that generally fall
within several DOD counterdrug-mission categories. The MP support the
Army’s role rather than directly participating in civil law-enforcement
activities (such as searches, seizures, and arrests). When tasked, the MP
provide training to law-enforcement agencies in common soldier skills,
physical security, and tactical planning and operations. US Code (USC) Title
18, Posse Comitatus Act, Section 1385 prohibits the use of DOD assets to
enforce
civilian
law
(federal
and
state)
except
in
cases
and
under
circumstances expressly authorized by the Constitution or by an act of
Congress.
4-54. In multinational operations, the MP may assist with the creation of
multinational
police
units.
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. The MP provide the
capability to train foreign MP and/or reconstitute indigenous constabulary
forces as part of stability and support operations. The MP can provide the
initial mentoring to these forces and provide temporary, emergency law-
enforcement capabilities until the foreign military or civilian police forces are
functional (see FM 100-8).
CRIMINAL INVESTIGATIONS
4-55. The MP investigate offenses against US forces or property committed by
persons subject to military law. Investigations against minor crimes (such as
low-value,
personal-property
thefts
or
simple
assaults)
are
normally
FM 3-19.1
4-12 Military Police Functions
investigated by the MP’s L&O detachment. Investigations against major
incidents involving wrongful death, serious bodily injury, and war crimes are
referred to special agents of the USACIDC. The USACIDC conducts death
investigations in the absence of HN agreements or in conjunction with the
HN. The USACIDC special agents are authorized to investigate any alleged
criminal conduct in which there is an Army interest unless prohibited by law
or higher authority.
4-56. The USACIDC’s investigative authority and investigative responsibility
outside of the US are determined by international treaty or agreement
(including status of forces agreements [SOFAs]), the policies of the HN
government, the US ambassador, and AR 195-2. In the absence of such
provisions, the following guidelines apply:
•
On Army-controlled installations, the USACIDC has the authority to
investigate alleged crimes.
•
Outside of an Army-controlled installation, the USACIDC may
investigate after coordinating with HN authorities.
4-57. In all environments, the USACIDC has the responsibility to investigate
all felony crimes involving Army personnel, DA civilians and agencies, and
companies working for the Army. The USACIDC investigates war crimes and
crimes involving personal and government property affecting the Army’s
mission (logistics security [LOGSEC]). Other investigations (such as those
based on international treaties, SOFAs, and joint investigations with the HN)
may be undertaken if requested by the supported commander in support of
the overall Army mission. See Chapter 9 for a complete discussion of the
USACIDC.
US CUSTOMS OPERATIONS
4-58. The MP support the US Customs Service (USCS), the US Department of
Agriculture (USDA), other federal agencies, joint staffs, and commanders who
enforce the laws and regulations of the US concerning customs, agriculture,
and immigration border clearances. Support to the USCS also includes
assistance to federal agencies to eliminate the illegal traffic of controlled
substances and other contraband through Army channels. MP support to
customs operations are normally performed by specially trained MP customs
teams. Although other MP units are not trained in all facets of customs
operations, they may assist MP customs teams, the USCS or the USDA, and
other federal agencies in the enforcement of applicable laws and regulations.
When tasked, the MP/CID supports the investigation of violations of US
Codes, DOD or DA regulations, and applicable provisions of SOFAs.
4-59. The MP report violations of customs laws, regulations, inspections, and
investigative results to the installation’s PM, the supported commander, and
affected
units.
During redeployment
from
outside
the
continental
US
(OCONUS) to CONUS installations, the MP support the USCS or USDA
efforts to ensure that personnel, equipment, and materiel meet customs,
immigration, and agriculture requirements as stated by 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.
FM 3-19.1
Military Police Functions 4-13
POLICE INTELLIGENCE OPERATIONS
4-60. The
PIO
function
supports,
enhances,
and
contributes
to
the
commander's protection program, situational awareness, and battlefield
visualization by portraying relevant threat information that may affect his
operational and tactical environments. This threat information—whether it is
police, criminal, or combat information—is gathered while conducting MP
functions. The PIO function—
•
Demonstrates the MP’s/CID’s capability to collect relevant threat
information actively or passively.
•
Ensures that all information collected while conducting MMS, AS, I/R,
and L&O functions continues to be reported through the proper
channels so that it can be analyzed by the Intelligence Officer (US
Army) (S2) or the Assistant Chief of Staff, G2 (Intelligence) (G2) with
support from the appropriate MP echelon.
•
Coordinates with USACIDC elements to employ data developed by the
USACIDC’s programs. These programs include—
I
The Combating Terrorism Program as outlined in AR 525-13 and
CIDR 195-1.
I
The Criminal Intelligence Program (CIP).
I
Personal-security vulnerability assessments (PSVAs).
I
A crime threat analysis.
I
Logistics-security threat assessments (LSTAs).
NOTE: The MP/CID must ensure that criminal information is released
according to existing controls and restraints.
•
Maintains constant liaison and communication with the higher
echelon S2/G2; psychological-operations (PSYOP) units; HN police and
other law-enforcement agencies; joint, combined, interagency, and
multinational forces; the staff judge advocate (SJA); the CMOC; civil-
affairs teams; and the force-protection officer.
4-61. The MP brigade commander, the battalion commander, and the PM are
responsible for the PIO function. As such, each one must determine the best
way to employ the available staff resources to monitor the execution of the
PIO function within his command.
IPB PROCESS AND PIO FUNCTION
4-62. The IPB is a systematic, continuous process for analyzing the threat and
environment in a specific geographic area. It is designed to support staff
estimates and military decision making. Applying the IPB process helps the
During operation Just Cause, an MP platoon temporarily assumed the customs
mission at the main terminal of the Torrijos International Airport located just
outside of Panama City. Their mission supported the air evacuation of foreign-
national civilians and the redeployment of some of the initial-entry US forces.
FM 3-19.1
4-14 Military Police Functions
commander selectively apply and maximize his combat power at critical
points in time and space on the battlefield by—
•
Determining the threat's likely COA.
•
Describing the environment the unit is operating within and the
environmental effects on the unit.
4-63. The IPB process consists of the following four steps:
•
Define the battlefield environment. The S2/G2 identifies the
battlefield characteristics that will influence friendly and threat
operations, establishes the limits of the area of interest (AOI), and
identifies gaps in current intelligence holdings.
•
Describe
the
battlefield
effects.
The
S2/G2
evaluates
the
environmental effects with which both sides must contend. The S2/G2
identifies the limitations and opportunities that the environment
offers on the potential operations of friendly and threat forces. This
evaluation process focuses on the general capabilities of each force
until COAs are developed later in the IPB process. This environmental
assessment always includes an examination of terrain and weather,
but it may also include discussions of characteristics of geography and
infrastructure and their effects on friendly and threat operations.
•
Evaluate the threat. The S2/G2 and his staff analyze the command's
intelligence holdings to determine how the threat normally organizes
for combat and conducts operations under similar circumstances.
When facing a well-known threat, the S2/G2 can rely on historical
databases and threat models. When operating against a new or less
known threat, he may need to develop his intelligence databases and
threat models concurrently.
•
Determine the threat’s COA. Given what the threat normally
prefers to do and the effects of the specific environment in which he is
operating, his likely objectives and the COAs available to him are
determined. The S2/G2 develops enemy COA models that depict the
threat’s available COAs. He also prepares event templates and
matrices that focus intelligence and identify which COA the enemy
will execute (see FM 34-130).
4-64. Although the S2/G2 has the staff responsibility for the command's IPB,
he is not the only one who conducts or needs to understand and use the IPB.
Every Army commander and staff member must understand and apply the
IPB process during the staff planning process. The MP on the battlefield are
no exception. The MP employ the IPB process as their first step in developing
and implementing the PIO function within their commands.
4-65. During the IPB process, the S2/G2 uses all available databases,
intelligence sources/products, and related MI disciplines to analyze the threat
and the environment. The PIO function supports this process by providing the
S2/G2 with collected police, criminal, and combat information that can
directly and significantly contribute to the success of the MI effort. In addition
to the combat information, the PIO function provides additional information
on possible criminal threats and COAs that may support the S2’s/G2’s IPB
process and that can be used by the commander to upgrade the force-
protection posture.
FM 3-19.1
Military Police Functions 4-15
POLICE INFORMATION ASSESSMENT PROCESS
4-66. Like the S2/G2 uses the IPB process to continuously analyze the threat
and the environment in a specific geographical area, MP leaders use the PIAP
as a tool to continuously collect, organize, interpret, and gain access to police/
criminal information in support of the IPB process. Criminal trends may have
an impact on the tactical scenario, and the PIAP is a method used to consider
this threat and its impact on friendly forces. MP leaders cannot use the PIAP
as a substitute for the IPB process—the PIAP complements the IPB (see
Appendix E).
PASSIVE MODE PIO
4-67. Every MP conducts the PIO function in a passive mode during their
normal day-to-day operations and across the full spectrum of military
operations. In the passive mode, PIO are not a stand-alone function; as such,
they cannot be separated from other MP functions.
4-68. During the performance of MMS, AS, I/R, and L&O functions, the MP
develop and exchange information with other organizations in the AO. The
MP obtain information through contact with civilians, NGOs, IHOs, local and
HN police, multinational police, and other security forces. If the MP receive,
observe,
or
encounter
information
(police,
criminal,
or
combat)
while
performing these functions, they will immediately submit a report to relay
information up the chain of command. This report may be in the form of a size,
activity, location, unit, time, and equipment (SALUTE) report; a spot report
(SPOTREP); or another appropriate report. When the higher echelon (brigade,
battalion, or PM) receives this information, it is simultaneously integrated
into the ongoing IPB/PIAP and forwarded to the higher echelon S2/G2 (see
Figure 4-1, page 4-16).
4-69. If police/criminal information is obtained, the MP—
•
Update the previous police/criminal estimates provided to the S2/G2.
•
Identify new or potential criminal threats or trends in the AO.
•
Consider recommending that the supported commander upgrade the
force-protection level.
•
Notify adjacent units of the potential criminal threat that may affect
their forces.
•
Consider reprioritizing MP support to the identified threat area.
•
Share information with HN/local police and other agencies.
4-70. If combat information is obtained, the MP—
•
Forward the information to the higher headquarters S2/G2.
•
Forward the information to the MP chain of command, integrate it
into the MP’s IPB process and, if necessary, take appropriate action.
•
Notify the adjacent unit of the potential threat that may affect their
forces.
FM 3-19.1
4-16 Military Police Functions
During Operation Uphold Democracy, an MP team was conducting a TCP as part
of a cordon and search operation in Port-au-Prince, Haiti. While performing the
task, two civilians approached the MP team informing them of criminal activity in
the neighborhood. During the interview, the MP team prepared a sketch of a
house and surrounding areas. The team also obtained information describing the
criminals and their weapons. Recognizing that the criminal activity was in fact the
actions of a political/mercenary group named FRAP, the MP team radioed the
platoon leader and forwarded the field interview to higher headquarters. Two days
later, a unit from the 10th Mountain Division raided the house, capturing weapons,
ammunition, and equipment.
Figure 4-1. PIO—Passive Mode
ÿÿ
ÿÿ
ÿ
ÿÿ
CDR
S2/G2
MP
MP
MP
PM
IPB
IPB
PIAP
MMS
AS
•Police
•Criminal
•Combat
•See
•Receive
•Encounter
L&O
I/R
Input
Input
MP may obtain
PI while
conducting the
four functions
FM 3-19.1
Military Police Functions 4-17
4-71. The preceding vignette demonstrates the MP performing the PIO
function in the passive mode. The MP team received the information while
conducting a TCP and submitted it through the appropriate chain of
command, which resulted in an action taken. This example stresses the
importance of submitting information up the chain of command regardless of
whether it may be police, criminal, or combat information.
ACTIVE MODE PIO
4-72. The MP perform the PIO function in the active mode and across the full
spectrum of military operations when directed by higher headquarters. In this
mode, the MP conduct specific MMS, AS, I/R, and L&O missions with the intent
to collect information actively in support of the S2’s/G2’s IPB process or the
PIAP.
4-73. When the S2/G2 identifies a gap in the command's knowledge of the
threat and the current threat situation, it may be recommended to be included
as priority intelligence requirements (PIR). The S2/G2 will then develop a
collection plan to assist him in filling this gap. Part of his collection strategy is
to select the best collectors available to cover each intelligence requirement.
After a thorough analysis (which includes availability, capability, and
performance history), the collection manager identifies which collection asset
can best be used in response to a given requirement, and the Operations and
Training Officer (US Army) (S3)/G3 tasks the asset. If the S2/G2 determines
that the MP is the right force to serve as collectors, the S3/G3 will go through
the appropriate request channels and task the PM. The S2/G2 will then
provide the PM with a specific guideline and a prioritized collection
requirement (see FM 34-2).
4-74. On receipt of the mission, the PM will conduct a mission analysis to
decide which specific MP function (MMS, AS, I/R, or L&O) is needed to satisfy
the S2’s/G2’s requirement. Once the analysis is completed and the appropriate
function selected, the PM will then task subordinate units with the collection
mission. Once the mission is completed, the PM may receive another collection
tasking or continue with previous MP tasks.
4-75. When the MP commander or the PM conducts the PIAP, he may also
encounter a police/criminal information gap. This gap may become the MP
commander's police/criminal information requirements (PCIR). If the gap
cannot be filled with available data from the S2/G2, the CID, the HN, and other
agencies, the MP commander/PM may task subordinate MP units or request
CID assistance to support the collection effort. On receipt of the mission, the MP
will then conduct a mission analysis and decide which specific MP function
(MMS, AS, I/R, or L&O) is needed to satisfy the PM requirement. Once the
mission is completed, the MP may receive another collection tasking or continue
with previous MP tasks (see Figure 4-2, page 4-18).
4-76. Since any soldier on the battlefield can report police or criminal
information, the MP commander or the PM must constantly coordinate and
communicate with the S2/G2, PSYOP, and other agencies to obtain information
that could be of MP/CID interest. This constant coordination is a key factor for
ensuring that the MP/CID has visibility over the police/criminal information
that is reported through non-MP channels.
FM 3-19.1
4-18 Military Police Functions
Figure 4-2. PIO—Active Mode
XX
X
XX
X
I I
I I
I
I
XX
IPB
information
gap
Sharing of information
S2/G2
MP
MP
MP
PM
PM
MP
MP
MP
PIAP
information
gap
MP may
employ any of
the other four
functions to
satisfy the PI
requirement
MMS
L&O
AS
I/R
Military Police Support to Echelons Above Corps 5-1
Chapter 5
Military Police Support to Echelons Above Corps
MP units supporting EAC perform combat, CS, and CSS operations.
Like the MP supporting corps and divisions, MP units supporting
EAC units perform the five MP functions based on available assets
and the supported commander’s needs.
USAMPS
MP support to EAC includes support to the ASCC and the TSC. The ASCC
is responsible for Army Title 10 requirements in support of a combatant
commander. This support includes recruitment, organization, supply,
equipment, training, servicing, mobilizing, demobilizing, administration,
and maintenance functions.
OVERVIEW
5-1. The ASCC may also be responsible for significant DOD- and combatant-
commander-designated Army support to other services. As the senior Army
commander in the AOR, the ASCC commander tailors and designates ARFOR
to accomplish operational-level tasks while conducting major land operations.
The ASCC’s operational responsibilities include—
•
Recommending the proper employment of Army-component forces to
the joint-force commander or to the subunified commander.
•
Accomplishing operational missions as assigned.
•
Selecting and nominating specific Army units for assignment to
subordinate theater forces.
•
Informing the combatant commander of the Army’s CSS effects on
operational capabilities.
•
Providing data to the supporting operations plans (OPLANs) as
requested.
•
Ensuring signal interoperability.
5-2. The ASCC provides administrative and logistics (A/L) services to
assigned ARFOR and to those of subordinate JFCs. When appropriate, the
ASCC delegates the authority for support tasks to a single subordinate Army
headquarters. In major operations, the TSC (along with other EAC support
commands) would be the ASCC’s lead organization for planning, coordinating,
executing, or providing required support functions (see FM 100-10).
5-3. The TSC is the senior Army support organization in a theater. Its
commander reports to the ASCC or ARFOR commander. The TSC normally
operates at the operational level of CSS with links to the strategic and tactical
levels. Unity of command is the critical element that the TSC brings to the
fight. The TSC is a multifunctional organization that centralizes the
FM 3-19.1
5-2 Military Police Support to Echelons Above Corps
command, control, and supervision of support functions at EAC as directed by
the ASCC or ARFOR commander. The TSC’s mission is to maximize
throughput and follow-on sustainment, including all CSS functions, of ARFOR
and
other
designated
supported
elements.
The
TSC
is
capable
of
synchronizing logistics and other support operations for the ASCC. It provides
area support to EAC units in the COMMZ and sustainment support to tactical
forces. This support may include supply, procurement, property disposal,
maintenance, transportation, field services, health services, civil-military
affairs, MP support, engineer support, religious support, finance support, and
personnel and administrative services.
5-4. Units and commands requiring support coordinate with the TSC support-
operations staff to secure their initial support, to reestablish support, or to
resolve support problems. In a fully developed theater, the TSC coordinates
with a corps support command (COSCOM) for support of combat forces,
although direct coordination with a division support command (DISCOM) is
sometimes necessary. The TSC, augmented by a rear operations center, is also
responsible
for
security
operations
as
directed
by
the
ASCC/ARFOR
commander (see FM 63-4).
MILITARY POLICE SUPPORT
5-5. MP support to EAC units is provided through an array of multifunctional
MP units. The nature of the operation, METT-TC, and the requirements of the
supported commander will determine which type of MP unit is appropriate to
augment, assign, attach, or place under OPCON to an EAC unit. The types of
MP units that support EAC include CS, I/R, CID, and L&O teams (such as
MWD or customs teams).
THE MP BRIGADE (CS)
5-6. The MP brigade (CS) provides MMS and AS to extended LOC within the
COMMZ. These supply corridors include ports, inland waterways, railways,
pipelines, airfields, MSRs, and MSR critical points. The MP support the users
of the COMMZ’s LOC by aggressively patrolling the area along the LOC. They
play an important role in securing rear areas by performing combat
operations against the threat. When properly augmented, the MP brigade
headquarters may serve as the TSC’s/ASCC’s TCF headquarters. The MP
provide MMS on the COMMZ MSRs leading into the corps’s rear area. The
MP implement the plans of HN and US staff elements to control the forward
movement of combat resources along the LOC.
5-7. If resources are available, the MP brigade (CS) provides escorts to move
US noncombatants (if present) from AA points to theater embarkation
terminals. Until the MP brigade (I/R) arrives in theater, the CS MP units also
perform EPW, confinement, and other operations normally performed by the
MP I/R units.
5-8. The organization of an MP brigade (CS) supporting EAC includes the
following:
•
A brigade headquarters and headquarters company (HHC).
•
Up to six MP battalions (each with up to six companies).
FM 3-19.1
Military Police Support to Echelons Above Corps 5-3
•
Numerous L&O detachments and MWD teams.
5-9. Additionally, the ASCC’s PM or commander may attach or direct OPCON
of customs teams to the MP brigade (CS). Battalion and company organization
in the MP brigade is the same as that in the corps MP brigade; however,
METT-TC determines the number of battalions and companies. The MP
brigade (CS) has additional MP companies to provide security for EAC-specific
units/activities such as—
•
A unified command.
•
An ASCC and TSC headquarters.
•
LOC seaports, airfields, and railways.
•
EAC ammunition storage areas.
•
EAC petroleum terminals and pipelines.
5-10. While the corps MP brigade (CS) MWD teams are employed in a GS
role, the MP brigade (CS) MWD teams are employed to augment seaport
security and to conduct inspections of postal items to detect explosive materiel
and narcotics.
5-11. The C2 within the MP brigade (CS) is consistent with that in any Army
brigade. The MP brigade commander works directly for the EAC commander,
the battalion commander works for the brigade commander, and the company
commander works for the battalion commander. However, this usual C2
relationship may be altered briefly (based on METT-TC) to enhance the
overall EAC combat capability for responding to a Level II threat. For
example, MP units operating within an ASG’s AO may be under the OPCON
of the ASG's rear-area operations center (RAOC), which directly tasks MP
units responding to Level II threats. The same is true for placing MP units
under the OPCON of the EAC’s TCF headquarters for responding to Level III
threats. Any conflict in mission priorities is resolved through MP C2 channels.
5-12. The MP brigade commander is both the MP brigade commander and the
EAC’s
PM.
He
employs
his
assets
according
to
METT-TC
and
the
commander's concept of operations. Factors affecting his employment of MP
assets include the—
•
Nature of the operation (joint, combined, or multinational).
•
HN’s ability to provide MP-related support (such as port security).
•
Custody and location of EPWs/CIs during internment operations until
I/R units arrive in theater.
•
Number of kilometers of the MSR in relationship to movement-control
requirements.
•
Number and kinds of critical facilities.
•
Number of HRP requiring close-in security.
•
HN’s ability to control the civilian populace, refugees, and dislocated
civilians.
•
Supply distribution strategy.
•
Risk acceptance and threat in the AO.
•
Communications requirements (such as using teams as relays).
5-13. Whenever possible, the MP brigade’s AO coincides with the territorial
responsibility of the supported command. The MP brigade commander assigns
FM 3-19.1
5-4 Military Police Support to Echelons Above Corps
the MP battalion’s AO by the above factors as well as by METT-TC. For
example, the AOR for an MP battalion may be a large population center of
larger geographical areas in which CSS complexes and MSRs are located. But
as employment factors and the commander’s needs change, so will the MP’s
AOR. The MP brigade commander must move and tailor his forces to meet the
current and projected mission requirements. Unlike many other EAC assets,
MP units require 100 percent mobility to shift AOs frequently and rapidly.
The following vignette depicts the required MP flexibility to support EAC
operations:
5-14. Most EAC MP assets are employed along LOC and around areas of high
troop
concentration.
Few
EAC
MP
are
dedicated
to
support
fixed
commitments (such as ports, air bases, and headquarters [discussed in
paragraph 5-8]). When supporting fixed commitments, MP units provide a
mobile security screen, and they man static positions when directed or when
based on METT-TC. The MP brigade (CS) may have to plan for and actually
perform the evacuation and internment of EPWs/CIs and the confinement of
US military prisoners until the MP brigade (I/R) arrives.
THE MP BRIGADE (I/R)
5-15. US policy requires that all persons held in Army custody be accorded
humane care and treatment from the moment of custody to their final release.
The policy applies to detained or interned civilians as well as to EPWs and
confined US military personnel. This policy is equally binding on all US troops
(see FM 19-40).
5-16. The ASCC or the TSC supports US laws, regulations, policies, and
international agreements by providing personnel, administrative, morale,
internment, resettlement, and confinement services for the TO. The TSC’s MP
brigade (I/R) in the TO provides this support. However, since most I/R units
are in the reserve components, the initial I/R operations (as mentioned above)
may have to be conducted by the MP brigade (CS). Once the I/R unit arrives in
the AO, it is responsible for—
•
Providing firm but humane control of EPWs/CIs and dislocated
civilians.
•
Coordinating with HN personnel, military territorial organizations,
civilian police authorities, NGOs, private volunteer organizations, and
US federal agencies on matters pertaining to I/R operations.
•
Performing C2 operations for all I/R units.
•
Controlling, employing, and releasing EPWs/CIs as set forth by the
Geneva convention and other international laws and by the UN and
other governmental bodies.
•
Handling US military prisoners.
During Operation Desert Shield/Storm, MP units were supporting and moving
units throughout their AOs at a such an extraordinary rate that many of them had
to relocate their headquarters multiple times just to keep pace with their changing
AO.
FM 3-19.1
Military Police Support to Echelons Above Corps 5-5
5-17. In a mature theater in which large numbers of EPWs are captured, the
EPWs’ requirements may exceed the capacity of the MP brigade (I/R). In this
instance, an I/R command is established. An MP command (I/R) has two or
more MP brigades (I/R) and will normally be assigned to the ASCC. When the
MP command (I/R) assumes OPCON of the MP brigades (I/R) from the lower
echelon, it assumes that echelon's I/R mission.
5-18. If the US decides to transfer captured EPWs/CIs to the HN or to another
nation, the US must ensure that the nation is a party to the Geneva
convention and is willing and able to comply with the convention. In this case,
the number and type of I/R MP units required for processing and retaining
EPWs/CIs before the transfer is based on agreements and on METT-TC.
Additionally, the MP brigade (I/R) is assigned I/R teams that are located at
the processing and transfer points and at the HN or third-country EPW
camps. The MP brigade (I/R) liaison team will supervise these dispersed
teams to ensure that the HN or the third country provides adequate care and
security of US-captured EPWs/CIs and that accountability is maintained
according to the Geneva convention.
5-19. The MP brigade (I/R) HHC is the C2 element for the brigade's assets. It
consists of the following elements:
•
A brigade command section.
•
A company headquarters.
•
An Adjutant (US Army) (S1).
•
An S2.
•
An S3.
•
A Supply Officer (US Army) (S4).
•
A Civil-Affairs Officer (US Army) (S5).
•
A Communications Officer (US Army) (S6).
•
Finance and accounting.
•
Medical operations.
•
Public affairs.
•
A unit ministry team.
•
An SJA.
•
An inspector-general (IG) section.
5-20. Other brigade assets may include the following:
•
An MP I/R BLD.
•
An I/R information center.
•
An MP escort-guard company.
•
An MP I/R battalion headquarters.
•
MP I/R (EPW/CI) detachments.
•
MP I/R (confinement) detachments.
•
MP guard companies.
•
MWD teams.
•
Processing squads, processing liaison teams, camp liaison teams, and
evacuation teams (all as required to support EPW transfer or to
conduct an out-of-theater evacuation).
FM 3-19.1
5-6 Military Police Support to Echelons Above Corps
5-21. The MP brigade (I/R) subordinate units are employed most often in the
COMMZ near CSS facilities and are placed near sea, air, and rail terminals.
They receive, process, and intern EPWs/CIs; confine US military prisoners; or
assist in the resettlement of refugees or dislocated civilians.
5-22. The MP brigade (I/R) escort-guard company supports the evacuation of
EPWs/CIs from the CZ. The company has a company headquarters and four
platoons. The escort-guard company requires sufficient mobility to transport
MP personnel to the CZ and to operate mobile teams while escorting the
EPWs/CIs. The MP go forward to the corps’s holding area to take custody of
the EPWs/CIs. They may go forward to division collecting points, if distances
and resources permit. Using any means of available transportation, the MP
ensure that the EPWs/CIs are quickly evacuated to MP battalions (I/R) in the
COMMZ. Close coordination with the EAC and corps movement-control
centers and the corps MP brigade is required to ensure that transportation
assets returning to the COMMZ are employed to evacuate EPWs/CIs from the
corps’s holding area. Walking wounded EPWs/CIs are evacuated by the same
means as other EPWs/CIs, while litter patients are evacuated through
medical channels. Guarding EPWs/CIs while in the MEDEVAC channels and
during their hospitalization is not an MP mission; therefore, there is not an
MP force structure to support this mission. In most instances, the impact of
having the MP perform this mission causes trade-offs in missions for which
they are responsible.
5-23. The theater MP brigade (I/R) and out-of-theater MP brigade (I/R)
subordinate units will evacuate EPWs to internment sites within CONUS (if
directed). The theater brigade structure is based on the projected capture rate
over time and available out-of-theater transportation assets (frequency and
capacity). The out-of-theater brigade structure is based on the total EPW/CI
population, the number of internment sites, transportation nodes, and escort
requirements. Theater escort-guard MP move the EPWs/CIs to the seaport
and aerial port of embarkation (SPOE/APOE). The escort-guard MP assigned
to the out-of-theater brigade escort the EPWs/CIs from the theater ports of
embarkation (POEs) to the out-of-theater internment sites. The out-of-theater
brigade is assigned an I/R evacuation detachment, which is employed at and
coordinates the evacuation from the theater POEs, through the out-of-theater
ports of debarkation (PODs), to the out-of-theater facilities.
THE MP BATTALION (I/R)
5-24. The MP battalion (I/R) is a modular organization and can be configured
to operate internment facilities for EPWs/CIs, confine US military prisoners,
or
resettle
dislocated
civilians.
When
performing
EPW/CI
internment
operations, the MP brigade (I/R) has up to 7 MP battalions (I/R); when
augmented with the appropriate number of BLDs, it has up to 21 MP
battalions (I/R). The ASCC, the TSC, and the MP brigade (I/R) must consider
that the requirement to establish an MP battalion (I/R) internment facility is
resource intensive. Therefore, MP I/R units, other supporting units, supplies,
and equipment for the EPWs/CIs should arrive in theater ahead of the
projected EPW/CI arrival at the internment facilities. Early arrival should be
based on the time required to establish fully operational facilities (construct
and man) and resupply operations before the EPWs/CIs arrive.
FM 3-19.1
Military Police Support to Echelons Above Corps 5-7
5-25. The
MP
battalion
(I/R)
has
a
command
section,
a
company
headquarters, and various staff sections. The staff sections provide the core
battalion-level capabilities to conduct internment operations. The modulated
design expands as the EPW/CI population increases. The battalion is assigned
up to four detachments, two guard companies and, if needed, a processing
squad. When fully operational, an MP battalion (I/R) operates an enclosure
capable of interning 4,000 EPWs/CIs. The battalion mission centers on eight
500-man compounds. The battalion operates the compounds in close proximity
to maximize its resources for the security and internment of the EPWs/CIs.
This includes the resources needed to employ EPWs/CIs as a labor force
according to the provisions of the Geneva convention.
5-26. Each MP detachment (I/R) (EPW/CI) operates two 500-man compounds
and provides augmentation to the battalion staff sections to support 1,000
EPWs/CIs. Each guard company is capable of providing security for 2,000
EPWs/CIs. The guard company has a company headquarters and three
platoons. The guard company requires sufficient mobility and communications
to
support
routine
battalion
missions.
While
minimum
mobility
and
communications is required to support EPW/CI internment operations, on-site
guard personnel must often move considerable distances guarding labor
groups performing work projects throughout the COMMZ.
5-27. The MP (EPW/CI) processing squad is capable of processing eight
EPWs/CIs per hour and includes interpreters to support the processing. If
processing
squads
are
required
to
augment
MP
battalions
(I/R),
the
operational requirements will be based on METT-TC.
MP-Battalion Resettlement Operations
5-28. The basic organization used for EPW/CI internment is used for
resettlement operations. The primary mission-focus change is from guarding
EPWs/CIs to protecting and controlling dislocated civilians. As such, an MP
battalion (I/R) with four detachments and two guard companies is capable of
supporting 8,000 dislocated civilians. However, the MP battalion (I/R) may
require augmentation to conduct L&O operations associated with the
resettlement. Augmentation may include the full scope of PM functions
(operations, investigations, physical security, MP-station operations, and
patrols) and civil affairs.
MP-Battalion Confinement Operations
5-29. When configured with the MP detachment (I/R) (confinement), the MP
battalion (I/R) is capable of confining US military prisoners. The MP
detachment (I/R) (confinement) provides trained corrections and support
personnel
required
for
confinement
operations.
As
with
the
EPW/CI
configuration, the modular confinement structure expands as the US prisoner
population increases. With three confinement detachments and three guard
companies, the MP battalion (I/R) has a maximum capacity of handling 1,500
US prisoners. Generally, only one MP brigade battalion (I/R) is configured for
confinement, but the actual number will depend on the number of US
prisoners requiring confinement within a theater. While theater policy for
confinement operations remains with the ASCC commander, it is the MP
brigade (I/R) that executes the mission.
FM 3-19.1
5-8 Military Police Support to Echelons Above Corps
5-30. When possible, soldiers awaiting trial remain in their units unless
reasonable grounds exist to believe that they will not appear at the trial, the
pretrial hearing, or the investigation or that they will engage in serious
criminal
misconduct.
Under
either
of
these
two
pretrial
confinement
instances, the commander must also 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, US military personnel may be
placed in pretrial confinement under the MP’s direct control. Commanders
may choose to establish field confinement facilities within their AO. However,
corps and division MP companies have the expertise to operate only a field
detention facility for a limited period of time. These units cannot operate a
confinement facility and have neither the resources nor the capability to
operate such a facility on an extended basis. Therefore, all confinement is
consolidated in the COMMZ whenever possible.
5-31. All assets of the MP battalion (I/R) (confinement) are employed to
detain, confine, sustain, and protect US prisoners. As with the battalions
conducting EPW/CI and resettlement operations, the battalion conducting
confinement operations is generally located in the rear of the COMMZ, near
logistics and transportation support. This allows US prisoners to be moved as
quickly as possible from the corps’s area to the COMMZ’s confinement facility.
Movements of US prisoners from the COMMZ to CONUS will be according to
DA policy.
Military Police Support to Corps 6-1
Chapter 6
Military Police Support to Corps
Corps MP support their command by performing the MP functions
critical to the success of their tactical commander’s concept of
operations.
USAMPS
Corps are the largest tactical units in the US Army. They are the
instruments
by
which
higher
echelons
conduct
operations
at
the
operational level. Higher headquarters tailor corps for the theater and the
mission for which they are deployed. They contain organic combat, CS, and
CSS capabilities to sustain operations for a considerable period of time.
Corps are capable of operating in a joint and multinational environment,
providing C2 for up to five divisions and covering up to 35,000 square
kilometers.
OVERVIEW
6-1. MP support to a corps is provided by an MP brigade (CS) assigned to each
corps. The MP brigade provides combat, CS, and CSS throughout the corps’s
AO. However, subordinate MP units are not assigned to subordinate corps
units. Instead, the MP brigade commander gives them an AO based on the
corps commander’s concept of operations. When possible, MP battalion AOs
coincide with those of the CSG RAOCs.
6-2. The corps MP provide combat power within the command’s rear area.
They perform combat operations to counter Level II forces and to support the
defeat of Level III forces. When properly augmented, the MP brigade may
serve as the corps’s TCF. The corps MP also provide a critical link between MP
operations in the division and in the COMMZ. The corps MP support division
commanders by helping the division MP conduct sustainment operations. The
corps MP coordinate with the division MP for mutual support.
THE MILITARY POLICE BRIGADE (COMBAT SUPPORT)
6-3. The MP brigade (CS) supporting a corps contains a brigade headquarters,
up to six MP battalions (CS), numerous L&O detachments, and MWD teams.
Each MP battalion (CS) has up to six MP companies (CS). As with the EAC’s
MP brigade (CS), the number of battalions and companies is determined by
METT-TC. The corps MP brigade (CS) has additional companies to support
each division and to provide security for the corps and COSCOM headquarters
and corps ammunition storage areas (see Figure 6-1, page 6-2).
FM 3-19.1
6-2 Military Police Support to Corps
6-4. The MP brigade HHC provides C2 and A/L support to the brigade. The
brigade HHC consists of a company headquarters and a brigade headquarters
that contains the commander’s immediate staff. The staff officers supervise
the brigade’s major organizational elements, including the—
•
S1, S2, S3, S4, and S5.
•
MP long-range plans (LRP) section.
•
Communications section.
•
SJA.
•
IG.
•
Public affairs.
•
Unit ministry team (UMT).
6-5. The MP brigade (CS) command sergeant major (CSM) requires mobility
and communications capabilities to execute his duties and responsibilities.
The MP LRP section works with the corps G3 plans element, operating out of
the corps main CP.
6-6. The MP battalion headquarters and headquarters detachment (HHD)
provides C2 for MP CS companies and any other assigned or attached MP
elements. The battalion HHD consists of a detachment headquarters and a
Figure 6-1. Military Police and USACIDC Organizations
ÿþýüûúùùùø÷÷öõøôóøòñðø
ÿþýüûúü
S-1
S-3
S-2
UMT
S-4
S-5
MPLRP
SJA
HQ CO
CMD SEC
CO HQ
COMMO
ÿ
Bde HQ
HQ Co
Cmd Sec
S2
S4
S1
S3
S5
Co HQ
Commo
MP LRP
SJA
UMT
19672L000 HHC, MP Bde
FM 3-19.1
Military Police Support to Corps 6-3
battalion headquarters that contains the battalion commander’s staff. The
staff officers supervise the major organizational elements, including the—
•
S1, S2, S3, and S4.
•
Communications and support sections.
•
UMT.
6-7. As with the MP brigade (CS), the battalion CSM requires mobility and
communications. The support section is vital to an MP battalion commander’s
ability to sustain his widely dispersed assigned or attached units during the
performance of all five MP functions, primarily the MMS and AS functions.
6-8. The MP company (CS) provides support to an assigned AO. The company
has a company headquarters, an MP operations center, a combat-medic
section, and four platoons. The company headquarters provides maintenance,
supply, communications, mess, and medical support to the unit. An MP
operations center supports the unit’s operation, conducting and planning for
all five MP functions. The MP operations center includes three MP teams as
the company-level response force.
6-9. The MP L&O detachments provide support to an assigned AO. The
headquarters provides A/L support. The operation team plans and supervises
desk operations, the traffic-accident and MP-investigation teams, and the
force-protection teams. As with the EAC MP brigade (CS) detachments,
requirements are based on the population supported and on METT-TC.
6-10. The number of assigned MWD teams is significantly less than those
assigned to the EAC MP (CS) or (I/R) brigades. A kennel master, five
explosive/patrol teams, and four narcotics/patrol teams are normally assigned
to the corps MP brigade (CS). They are employed based on METT-TC.
COMMAND AND CONTROL
6-11. The C2 in a corps MP brigade (CS) is consistent with that of any Army
brigade. The MP brigade commander commands the brigade and all attached
personnel. Battalion commanders work for the brigade commander. The MP
company commanders receive their orders and work for their respective
battalion commanders and direct their platoon leaders according to mission
requirements.
6-12. When corps MP assets are sent to augment the division PM or the MP
company, they are placed under the OPCON of the division PM for as long as
the unit is needed in the division area. This command relationship is
applicable to company-size organizations and smaller. If an MP battalion (or
larger MP unit) augments the division, then the division PM will not exercise
OPCON of that MP unit. The MP battalion will be placed OPCON as
designated by the division commander but not under the division PM. One
L&O detachment is normally attached to the supported division and placed
OPCON to the division PM. However, MP leaders at each level establish an
MP C2 relationship based on METT-TC and the supported commander’s
needs.
FM 3-19.1
6-4 Military Police Support to Corps
EMPLOYMENT
6-13. Each corps MP brigade commander employs his assets according to
METT-TC, the needs of the forces operating in his AO, and the priorities of the
corps commander. Few MP assets in the corps area are employed to support
fixed commitments. Instead, based on a broad consideration of the enemy and
friendly situations, the corps MP are employed to support friendly forces
engaged in combat, CS, and CSS operations. Since MP forces are dispersed
throughout the corps area, the concentration of US forces, the location and
vulnerability of critical sites, and the number of kilometers of the MSR to be
controlled influence the designation of MP assets in the AO.
6-14. The MP brigade commander establishes his MP concept of operations
based on the corps commander's concept of operations. His successful
employment of MP assets depends on his foreseeing where the battle will be
rather than where the battle is. Based on the rear-area IPB and PIAP, the MP
brigade
commander
allocates
and
shifts
resources
to
ensure
the
accomplishment of priority missions. This ensures the continuous support and
forward sustainment of combat units and the safety of CSS units operating in
the corps rear and sustainment areas.
6-15. To support the MP brigade commander's planning, the MP at brigade
headquarters operate from several locations. Most of the staff locates in the
vicinity of the corps rear CP where they can interface with the corps staff
responsible for planning and executing rear operations. The control element of
the brigade headquarters must be located where it can command and control
its subordinate units. The brigade commander and his staff decide the best
place to locate this element. The planning element of the headquarters locates
near the corps main CP where it can interface with the corps commander’s
coordinating, special, and personal staffs. From there they monitor MP
operations, integrate MP support with the corps plans cell for future
operations, and learn the enemy situation through the G2’s threat analysis
almost immediately. The detailed information on rear-area activities and
operations provided by the corps staff enhances the accuracy of the MP LRP.
6-16. The brigade S3 section provides the day-to-day planning and execution
of an MP mission. The section provides a responsive CP that can relocate
frequently throughout the AO. The S3 will normally provide liaison personnel
to the corps rear CP, selected COSCOM units, interagencies, or other
headquarters (based on mission requirements). When possible, battalion AOs
coincide with the AOs of the CSG RAOCs. The MP brigade commander
usually tailors battalions' AO boundaries to ensure responsive and flexible
support across the corps’s AO. He pays particular attention to the LOC behind
the most heavily committed division and the critical bases and facilities in
that area. He also ensures that the MP are available to respond quickly to
combat
operations
throughout
the
entire
corps
rear
area
or
during
sustainment operations.
6-17. The
MP
brigade
commander,
coordinating
with
his
battalion
commanders, locates the MP companies where they can provide combat and
CS power throughout the corps’s AO. He bases his decision on the—
•
Number and composition of urban areas.
FM 3-19.1
Military Police Support to Corps 6-5
•
Location of CS and CSS units.
•
Location of critical facilities (such as the headquarters, ammunition
storage areas, and airfields).
•
Expected threat.
•
Level and frequency of support needed by the commander.
•
Current and projected tactical situation.
•
MSR network, including choke points and critical bridges and tunnels.
•
Number of supported divisions and requirements.
6-18. The prioritization of MP missions is especially crucial during the early
stages of the deployment when it is unlikely that an MP brigade commander
will have a full complement of CS companies. Augmenting the division MP
company with corps MP assets may not be possible at that time. Until it is, the
MP brigade commander must locate corps MP assets to help meet the needs of
the division while fulfilling the needs of the corps.
6-19. Like
the
brigade
commander,
battalion
commanders
plan
the
employment of their companies and platoons using METT-TC. Certain corps
needs are constant. One MP company is allocated to provide security for the
COSCOM, and one MP company is allocated to provide security for the corps’s
main CP. One platoon from that company may be used to secure the corps
tactical CP or the jump CP. One or more platoons will also help secure the
corps’s rear CP. The number of MP assets allocated for a corps-level EPW/CI
holding area and escort is based on METT-TC. However, a minimum of one
platoon is dedicated to operate the corps’s EPW/CI holding area and a
minimum of one platoon per division is allocated for evacuating EPWs/CIs
from division collection points. Additional MP assets may be allocated to
provide security for the corps’s ammunition storage area and ASPs supporting
the divisions. The MP battalion commander places his companies where—
•
MP assets support the brigade commander’s concept of operations.
•
The MP can support troop concentration, bases and base clusters, road
networks, and critical areas.
•
The MP can aggressively patrol critical terrain and monitor LZs and
DZs to detect or deny enemy interference.
•
The MP can respond to Level II threats.
•
The MP can support the movement of combat resources throughout
the AO.
•
The MP can remove EPWs/CIs from division collection points.
•
The MP can influence stragglers, refugees, and dislocated civilians.
6-20. Battalion commanders may choose to place a company behind the
division rear boundary. This can help to ease the coordination between the
corps MP and the division MP.
Military Police Support to Division 7-1
Chapter 7
Military Police Support to Division
Division MP provide essential support to the forward tactical
commander. The MP provide a flexible, mobile, and lethal force ready
to be employed in combat or CS operations.
USAMPS
The division is a large Army organization that trains and fights as a
tactical team. Largely self-sustaining, it is capable of independent
operations. The division is a unit of maneuver organized with varying
numbers and types of combat, CS, and CSS units. Divisions fall mainly
into two categories—heavy or light. The first category includes heavy
divisions, their variants, and the Division XXI digitized heavy division.
The second category includes the light infantry, airborne, and air-assault
divisions. Each division can conduct operations over a wide range of
environments. The success of Army operations depends on the success of
its divisions.
OVERVIEW
7-1. In corps operations, divisions are normally comprised of three maneuver
brigades, each with up to nine maneuver battalions, artillery battalions,
aviation battalions, and supporting CS and CSS units. Divisions perform a wide
range of tactical missions and are self-sustaining for limited periods of time.
The corps augments divisions as the mission requires. All divisions must be able
to deploy and conduct offensive, defensive, stability, and support operations.
Airborne and air-assault divisions must be able to conduct forced-entry
operations. Divisions may be part of a JTF or serve as the ARFOR
headquarters.
7-2. MP support to a division is provided by an organic MP company that
includes the PM and his staff (assigned to each division) and is augmented by
the corps MP brigade. The division MP company provides support in the DRA
and in the maneuver brigade rear area. It is fully mobile in order to relocate
frequently under short notice. While division MP companies are capable of
performing all five MP functions, they must be augmented by corps MP/CID to
fully perform all five MP functions throughout the division’s battle space. The
division PM must receive at least one corps MP company for GS missions in the
DRA, one L&O detachment for L&O missions, and one CID detachment for
criminal investigations and LOGSEC. In a mature theater (or based on
METT-TC), the division PM can expect two corps MP companies. In addition,
the division PM may request a corps MP battalion headquarters to provide C2
to corps MP units operating in the DRA or to perform missions as a TCF.
Because the need for MP support exceeds division organic assets (and many
FM 3-19.1
7-2 Military Police Support to Division
times
exceeds
augmenting
corps
MP
assets),
careful
planning
of
MP
employment is essential.
DIVISION MILITARY POLICE COMPANY
7-3. The organization of the division MP company is set by specific tables of
organization and equipment (TOE) and is designed to support a specific type
of division. Regardless of the type of division, the assets in a division MP
company enable a PM and his supporting staff to supervise the performance of
all five MP functions. The PM coordinates the employment of the MP assets in
the division’s AO through his PM section. The division MP company contains
a headquarters, a PM section, a medic section, and three to six platoons.
COMMAND AND CONTROL
7-4. The C2 of the division MP company extends downward from the tactical
commander to the division PM. The division PM is the division commander’s
special staff officer. Under normal circumstances, he works for the chief of staff.
The division PM has OPCON of the division MP company and MP assets that
have been provided by the corps. The division PM plans and employs all of the
organic, assigned, or attached MP according to METT-TC. He anticipates the
support needs of the division commander and plans the employment to meet his
needs. After learning the division commander’s concept of operations and
estimating the situation, the division PM decides which MP functions are
critical to accomplish the commander’s mission. He then recommends the
allocation of resources, tasks his assets, and establishes the priority of support.
7-5. When the division MP company is augmented by corps MP platoons, the
platoons are placed under the direction of the division MP company commander,
who assigns an AO to each platoon. When corps MP assets augmenting the
division make up a company, the company is attached to the division. The
company then comes under the OPCON of the PM, who assigns it an AO. The
augmenting corps MP company is usually given an AO from the division rear
boundary forward. However, this assignment is flexible and based on the
division commander’s needs as set forth by the division PM. The four platoons of
that corps MP company perform all five MP functions in that AO. Additionally,
the corps MP brigade (CS) L&O detachment supporting a division is attached to
the division and OPCON to the division PM.
7-6. The division MP company commander directs the employment of company
assets. Through his company headquarters, he provides administrative,
maintenance, and logistical support to the PM section and to the company’s
platoons that are dispersed throughout the division’s AO. These sections are
mobile to support the platoons without delay despite the extended distances
that may be separating them. The company commander is also mobile. He
travels the extended distances from one platoon area to another when checking
on the status of his soldiers and resolving the problems affecting mission
accomplishment.
The
division
HHC
provides
mess
support.
Personnel
administration is handled by the company headquarters and the DISCOM. The
number and kind of assets in a division MP company and the configuration of
its platoons and squads are determined by the type of division to which the
company is assigned.
FM 3-19.1
Military Police Support to Division 7-3
NOTE: See the consolidated TOE update that is published yearly for
complete details (base and objective) for all MP TOEs.
7-7. At the direction of the division commander, the division band may be
available to perform its secondary mission of supporting MP operations. When
the intensity of the conflict prevents the band from performing its musical
mission, the division commander may direct it to augment the MP company.
The band, normally employed as a unit under the direction of the bandmaster,
is under the OPCON of the MP company commander while augmenting the
MP. When tasked to augment MP assets, band members may be employed to
augment MP security at the division main CP or to augment perimeter
security at the division EPW/CI collection point. The band is released to
perform its primary mission as soon as the tactical situation permits.
MILITARY POLICE EMPLOYMENT
7-8. The employment of division MP companies differs somewhat with the
type of division to which they are assigned. In heavy divisions, the division
MP companies provide GS to the DRA and DS to the division’s maneuver
brigades. When the platoon is providing DS to a maneuver brigade, the MP
platoon leader coordinates all logistical support with the supported brigade. A
platoon’s DS relationship is seldom interrupted. However, METT-TC may
require weighing MP support to the maneuver brigade tasked as the main
effort or employing all platoons in a division MP company to function as a unit
(such as during division-size river-crossing operations or deliberate breaching
operations). In light divisions, the MP provide only GS to the DRA or during
sustainment operations. Support exceptions are addressed under MP support
to airborne and air-assault divisions, discussed later in this chapter.
7-9. In the division (where flexible support of an austere force is crucial), the
division PM must have a clear understanding of situational awareness. To
obtain current information for projecting MP needs in the division area, he
must be mobile and be able to conduct split-cell operations. The assets
available to the PM include the division MP company and at least one corps
MP company. Corps augmentation is required for sustained operations and for
special operations such as river crossings, dealing with dislocated civilians,
and refugee internment or resettlement. The division PM coordinates with the
corps PM and the MP brigade or CID commanders for—
•
Evacuating and guarding EPWs/CIs from division to corps.
•
Providing law-enforcement assistance to HN forces in the division’s
AO.
•
Providing corps augmentation for the division’s AO, convoy security,
LOC security, AS, R&S, L&O, and other missions. These other
missions may include augmentation for security of the division main
CP, ASPs, and other critical facilities.
•
Integrating, sharing, and exchanging police intelligence between corps
and division MP elements.
•
Providing CID support.
FM 3-19.1
7-4 Military Police Support to Division
SUPPORT TO THE HEAVY DIVISION
7-10. The Army’s armored and mechanized infantry divisions (normally
referred to as heavy divisions) provide mobile, armor-protected firepower that
is
normally
employed
for
their
mobility,
survivability,
lethality,
and
psychological effect (shock) on the enemy. These divisions destroy enemy
armored and mechanized forces, and they can seize land areas and secure key
terrain. Because of their strategic lift requirements, heavy divisions are slow
to deploy from home staging bases into an AO. They have high consumption
rates of supplies and have limited use in restrictive terrain. These capabilities
and limitations are key factors in planning effective and efficient MP support
throughout the division’s AO.
7-11. In the heavy divisions, the PM section is organized to support split-cell
operations at the main and rear CPs. The PM must be mobile to ensure that
he is fully aware of the current status of critical MP operations. Therefore, the
deputy PM (DPM) locates in one of the PM cells and—
•
Handles the section’s routine operations.
•
Monitors ongoing division operations and MP support.
•
Helps provide long-range planning and interface with the primary
division staff.
•
Forwards PM taskings to the division MP company commander.
7-12. The DPM and the operations sergeant normally set up operations at the
division main CP where they can coordinate requirements with the division
staff personnel. The company headquarters is initially located near the
division rear CP in the division support area (DSA). Once augmentation
arrives from the corps, the headquarters relocates with one of its GS platoons
operating behind the brigade rear boundary. However, this location could be
changed based on METT-TC, the supported commander’s needs, and the
company commander’s idea of where he can exercise better C2 for his unit.
7-13. The Army of Excellence (AOE) heavy division MP company has six
platoons. Three platoons provide support to each maneuver brigade and are
designated as DS. The other three platoons are designated as GS platoons.
One MP platoon provides security for the division main CP; one provides
security for the division’s EPW central collection point; and one performs
other MP operations within the division rear.
7-14. The GS MP platoons’ AOs are configured based on METT-TC and the
availability of MP augmentation from the corps. The DS MP platoons’ AOs
coincide with the supported maneuver brigade’s boundary. Each platoon
headquarters locates within its brigade’s support area or any other area
where it can best provide and receive support. To accomplish its mission, each
DS platoon requires a minimum of two squads, each with three teams. One
squad operates the EPW/CI collection point. The other squads perform MMS
and AS operations. All MP platoons are capable of performing all five MP
functions. However, performance of these functions is prioritized based on
METT-TC and the division commander’s concept of operations. The division
PM, the company commander, and METT-TC dictate how these platoons
should be tasked-organized to accomplish the mission.
FM 3-19.1
Military Police Support to Division 7-5
SUPPORT TO THE LIGHT INFANTRY DIVISION
7-15. The AOE light infantry division (LID) is one of the most rapidly and
strategically deployable divisions. It fights as part of a larger force in war or
conducts missions as part of a joint force in MOOTW. Its C2 structure readily
accepts
any
augmentation
forces,
permitting
task-organizing
for
any
situation. The augmentation required for the division is largely determined by
METT-TC. The division’s capabilities allow it to exploit the advantages of
restricted terrain and limited visibility. It achieves mass through the
combined effects of synchronized small-unit operations and fires rather than
through the physical concentration of forces on the battlefield. These
characteristics are key factors in planning and employing MP assets in
support of the LID.
7-16. The LID MP companies are capable of performing all five MP functions.
However, their performance of these functions is prioritized based on
METT-TC and the division commander’s concept of operations. Contrary to
the heavy division MP company, the LID MP companies are much smaller.
The constrained size of the LID MP companies makes corps MP augmentation
crucial to the sustainment of MP operations. Additionally, the LID MP
company is the only MP unit with the capability of antiaircraft support
through the use of shoulder-fired air-defense weapons.
7-17. The company has three GS platoons to support the division. No platoons
are provided to the maneuver brigade. One platoon is normally located in the
vicinity of the division main CP so that its resources can help support CP
security. Another platoon locates in the DSA and operates the division EPW/
CI collection point. The last platoon has an AO configured according to METT-
TC and the commander’s priority of MP missions. Each GS MP platoon has a
headquarters and three squads, each with two teams. The PM section is
located in the vicinity of the division main CP. The exact location is based on
the current operational status and on METT-TC.
SUPPORT TO THE AIRBORNE DIVISION
7-18. The AOE airborne division can rapidly deploy anywhere in the world to
seize and secure vital objectives. It conducts parachute assaults to capture
initial lodgments, executes large-scale tactical raids, secures intermediate
staging bases (ISBs) or forward operating bases (FOBs) for ground and air
operations, and rescues US nationals besieged overseas. It can also serve as a
strategic or theater reserve as well as a reinforcement for forward-presence
forces. The airborne division can assault deep into the enemy’s rear area to
secure terrain or to interdict enemy supply and withdrawal routes. It can seize
and repair airfields to provide a FOB and airheads for follow-on air-landed
forces. It is capable of all other missions assigned to LIDs. The airborne
division does not have sufficient armored protection to defeat heavier armored
formations at close range. Therefore, engagements with enemy armored
formations require special considerations. Antitank weapons in the division
compensate for, but do not completely offset, this deficit.
7-19. Airborne divisions conduct operations in two phases—assault and
defense. The division accomplishes the assault phase in three stages. First,
FM 3-19.1
7-6 Military Police Support to Division
they deploy; second, they establish the airhead; and third, they extend the
logistics base and build their force.
7-20. Like other division MP companies, those assigned to the airborne
division are employed to support their division commander’s concept of
operations. The airborne MP company has four platoons, each having three
squads with two teams. Normally, the company headquarters and one of the
platoon headquarters colocates with the PM section. The division PM’s exact
location depends on METT-TC. During the assault phase, the airborne
division MP company provides DS to the assault brigade. The remaining
platoons provide MMS and AS in the vicinity of the division main CP.
7-21. The nature of airborne operations makes the capture of EPWs likely.
Therefore, during the first stage of the assault phase, the priority of MP
support is given to EPW operations. After assembling the DZ or LZ, the MP
collect EPWs captured during the assault. Combat elements are relieved of
EPWs as far forward as possible. In airborne operations, EPWs are held for
later movement to a central collection point. During the first stage of the
assault, the MP perform limited straggler and refugee control and undertake
AS operations, when possible.
7-22. MP support is reevaluated after the airhead is established in the second
stage of the assault. The PM takes in consideration personnel and equipment
flow, roadways, and security requirements to shift MP support priorities. As the
entire operation matures, MP support may expand to include all five MP
functions.
SUPPORT TO THE AIR-ASSAULT DIVISION
7-23. The air-assault division executes tactical missions at operational depths
to achieve strategic results. It is capable of launching brigade-size air assaults
of nearly 4,000 soldiers from either an ISB or a tactical assembly area (TAA).
Within 6 hours, this air-assault task force (AATF) can attack an opposing
force, occupy and defend key terrain, or establish a FOB (out to 150
kilometers) from which even deeper operations can be executed. Air-assault
operations are terrain independent, but they rely on suitable weather and a
detailed attrition/assessment of enemy capability—particularly air-defense
assets along air corridors and in the objective area. The air assault is preceded
by detailed, lethal and nonlethal condition settings, culminating in a
comprehensive condition check before execution.
7-24. As the corps AATF unit, the brigade combat team (BCT) task-organizes
and habitually trains with both aviation lift and attack (Apache) battalions.
An air-assault division MP company has four platoons, each having three
squads with two teams. To facilitate operations, air-assault division MP
platoons are habitually aligned with each of the three AOE BCTs; however, as
with aviation assets, the MP are task-organized to support the main effort’s
BCT/AATF. When conducting these operations, two MP platoons may be
tasked to provide support; one is available to posture and participate in the air
assault, and the other conducts AS and MMS operations at the pickup zone
(PZ). This second MP platoon may further provide MMS and accompany a
ground-assault convoy (GAC) to the objective, or it may remain at the PZ to
receive EPWs returning on aircraft from the objective area. The mission of
FM 3-19.1
Military Police Support to Division 7-7
conducting MMS along this vulnerable ground LOC is particularly critical if
the AATF objective is a FOB from which further division operations will
expand.
7-25. MP participation in the actual air assault competes for heavy lift with
FA and air-defense systems, as well as with vital Class V resupply. However,
the lethality and versatility of the MP bode well for their employment, and
two MP platoons are available to support the brigade air assault as the
division's center of gravity.
7-26. When possible, habitually aligned platoons remain with their brigades,
and corps assets perform GS missions. However, when no corps assets are
available and two division platoons are employed as stated above, the two
remaining platoons conduct division EPW collection-point operations and
other MP functions based on METT-TC. Normally, the EPW platoon and the
MP company headquarters colocate in the DSA. As required (and based on
METT-TC), airflow planning includes EPW/CI evacuation from the AATF/
FOB collection point back to the DSA. The PM section operates from the
division rear CP to facilitate I/R operations and to coordinate MMS and AS
with key logistical staff. Due to potentially extreme distances on the air-
assault battlefield, the DPM normally locates with the division main CP to
serve as a key G3 battle-staff member and to coordinate PIO with the G2.
SUPPORT TO DIVISION XXI (HEAVY DIVISION)
7-27. Division XXI represents a significant change in the manner in which
division
operations
are
conducted.
These
changes
are
brought
on
by
information-age capabilities; an increased integration of service components
into an effective battle team; more lethal, survivable, and agile systems; and
more capable soldiers and leaders. The Division XXI operates in a larger
battle space and at a higher tempo than the AOE division. The division is
evolutionary in design, but revolutionary in its use of information technology.
It improves the Army’s deployability while enhancing its ability to dominate
in decisive fights. The following are characteristics of the Division XXI
operational environment:
•
Multidimensional. The division will operate in an extended battle
space that goes beyond the traditional physical dimension of width,
depth,
and height.
It
includes
portions
of the
electromagnetic
spectrum; and it extends beyond the physical boundaries of the
division through its communication and digital connectivity to other
Army, joint, and coalition elements, even reaching back to CONUS.
•
Precise. Precision operations go beyond a precision strike to include
every aspect of military operations from deployment through combat
and through redeployment or transition to other operations. Precision
in decisive operations is enabled by three emerging capabilities. First,
digitization
provides
soldiers
and
leaders
at
each
echelon
the
information required for making decisions. Second, a full suite of
strategic, operational, and tactical sensors linked to analytical teams
fuses combat information into situational awareness across the battle
space. Third, simulations enable Army elements to be tailored and
operations
to
be
planned,
war-gamed,
and
rehearsed—yielding
precision execution.
FM 3-19.1
7-8 Military Police Support to Division
•
Nonlinear. Nonlinear operations do not seek a battle-space grid of
close, deep, and rear operations. Instead, the battle space is fluid,
changing as METT-TC changes through the duration of mission
preparation and execution. Another dimension of this characteristic is
the
synchronization
of
near-simultaneous
operations
to
achieve
nonlinear effects across the battle space.
•
Distributed. Division operations are distributed or executed where
and when required to achieve decisive effects concentrated at a
decisive
point.
Dispersion
empowers
subordinates
to
operate
independently within the commander's intent, leading to synergistic
effects that exceed the effects of a centralized headquarters.
•
Simultaneous. The conc
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