Army Field Manual No. FM 3-19.1: FM 3-19.1 Military Police Operations

Army Field Manual No. FM 3-19.1: FM 3-19.1 Military Police Operations

Thursday, March 22, 2001
Thursday, December 30, 2004

FM3-19.1 TABLE OF CONTENTS Military Police Operations Page 1 of 5
*FM 3-19.1 (FM 19-1)
Field Manual Headquarters No. FM 3-19.1 Department of the Army Washington, DC, 22 March 2001
FM 3-19.1 Military Police Operations
Table of Contents
Overview Operational Framework Battlefield Organization Types of Military Police Units Joint, Multinational, and Interagency Operations
Overview Battlefield Visualization Commander's Intent Concept of Operations Command and Control Relationships Support Relationships Staff Relationships 12/23/2004

FM3-19.1 TABLE OF CONTENTS Military Police Operations Page 2 of 5
Chapter 3 THE THREAT
Overview Rear-Area and Sustainment Operations Reception, Staging, Onward Movement, and Integration Operations Threat Levels Threat Priorities Threat Location Countering the Threat

Maneuver and Mobility Support
Area Security
Internment and Resettlement
Law and Order
Police Intelligence Operations

Military Police Support

The MP Brigade (CS)
Command and Control

Overview 12/23/2004

FM3-19.1 TABLE OF CONTENTS Military Police Operations Page 3 of 5
Division Military Police Company
Command and Control
Military Police Employment

Chapter 8

Overview •
Support to Separate Brigades
Support to the Initial/Interim Brigade Combat Team

Command and Control
Wartime Support


Support to Offensive Operations
Support to Defensive Operations


Force Suitability
Stability and Support Operations
Organizations and Capabilities

Chapter 12 FORCE PROTECTION 12/23/2004

FM3-19.1 TABLE OF CONTENTS Military Police Operations Page 4 of 5
Support to Force Protection





Army Information Systems
Military Police Automated Systems


Sample. Scenario


IDISTRIBUTION RESTRICTION: Approved for public release: distribution is unlimited. 12/23/2004


FM3-19.1 TABLE OF CONTENTS Military Police Operations Page 5 of 5
* This publication supersedes FM 19-1, 23 May 1988. 12/23/2004

FM 3-19.1 Chptr 1 Introduction Page 1 of 6
Chapter 1
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).

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 our 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.
1-2. Evolving simultaneously with the changing definition of the modem 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 12/23/2004
FM 3-19.1 Chptr 1 Introduction Page 2 of 6
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).




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, before unit boundaries are drawn, and before unit missions are assigned. Early involvement ensures the proper development of common 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 their commitment to assist, protect, and defend.
FM 3-19.1 Chptr 1 Introduction Page 3 of 6
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).
Figure 1-1. Operational Framework
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 (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 communications (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. 12/23/2004

FM 3-19.1 Chptr 1 Introduction Page 4 of 6
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 subordinate­unit areas. These subordinate-unit areas may be contiguous or noncontiguous (see Figure 1 -2).
Contiguous ADs Noncontiguous AOs Adjacent subordinate unit AOs share Subordinate units receive distinct AAs. The boundaries. In this case, the higher head-higher headquarters retains responsibility fa
quarters allocates all of the assigned AO the unassigned portion of the AO. to subordinate units.
Figure 1-2. Contiguous and Noncontiguous AOs
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.
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). 12/23/2004

FM 3:19.1 Chptr 1 Introduction Page 5 of 6
1-12. MP battlefield organization supports every Army echelon, from the Army service component command (ASCC) and the theater support command (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 FR brigade liaison detachment (BLD), MP brigades and battalions, a division MP company, a military-working-dog (MWD) team, a L&O team, and a customs team. Figure 1-3 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.
Figure 1-3. MP Structure in the TO 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 12/23/2004

r1V1 3-19.1 Utlptr 1 Introduction Page 6 of 6
during wartime. Its mission is to provide command, staff planning, and supervision of UR 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.
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.
1-17. Most MP u /public/297073-1/fin/3-19.1/chl.htm 12/23/2004

Page 1 of 1
MP Unit
MP Company (Airborne Division)
MP Company (Light Infantry Division)
MP Company (Heavy Divi-sion)*
MP Company (Heavy Divi-
Perform the 5
MP functions.

Perform the 5
MP functions.

Perform the 5
MP functions.

Perform the 5
MP functions.

I Action Elements
A PM cell and 4 platoons.
Each platoon has 3 squads and
each squad has 2 three-man
Total: 24 three-man teams.

A PM cell and 3 platoons.
Each platoon has 3 squads and
each squad has 2 three-man
Total: 18 three-man teams

A PM cell and 2 division support
platoons. Each platoon has 3
squads and each squad has a
squad leader and 3 three-man

AND 3 forward support platoons. Each platoon has 2 squads and each squad has a squad leader and 3 three manteams. Total: 36 three-man teams
A PM cell and 5 platoons. Each platoon has 2 squads and eachsquad has 3 three-man teams. Total: 36 three-man teams
Capabilities (Include But Are Not Limited toSupport Role I [See TOES for Details])
1 platoon deploys During the assault phase, 6 mounted, mobile or with each division fixed-position teams deploy to provide OS for eachbrigade and brigade and 6 teams deploy to provide GS near the provides DS during division main CP the assault phase. OR Then platoons after the assault phase, 1 division EPW collection revert to GS. point (6 teams) and 113 mounted, mobile patrols or
fixed-position teams provide GS
OR 24 mounted, mobile or fixed-position teams are used in anycombination.
Provide GS for all Provide screening security for the division main CP
units in the AO. (6 teams), the division EPW collection point (6 teams), and 6 mounted, mobile or fixed-position teams.
2 platoons provide Provide screening security for the division main CPGS and 3 platoons (6 teams), the division EPW collection point (6 provide DS. teams), and 6 mounted, mobile or fixed-position
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 anycombination OR . 113 mounted, mobile or fixed-position teams are used in anycombination.
3 platoons provide Provide screening security for the division main CPGS and 3 platoons (6 teams), the division EPW collection point (6provide DS. teams), and 6 mounted, mobile or fixed-position
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 113 mounted, mobile or fixed-position teams are used in anycombination.
Augmentation Needed for Mission Accomplishment
The division band to pro­vide close-in security for the division CP or to guars! EPWs
the corps CS MP to con­duct combat operations within the division rear and provide sustained MMS, area security, spa­cial operations support, and escort for evacuating EPWstCls between divi-sion collection points and to the corps holding area
AND the corps LSO MP and CID to conduct sus-tained UM operations and criminal investiga-tions
AND divisiontcorps transporta-tion assets for evacuation
NOTE: Roth heavy division companies require corps CS MP augmentation for each forward support platoon (1 corps MPsquad per forward support platoon).
Page 1 of 1
Augmtationen N
NeededCapabilitiesilndule tBut re NoI Limited to
MP Unit Mission Action Elements Support Polo for Missi on
(50 10Es or DAetails])
MP Company Perform the 5 A PM cell and 4 platoons. Each Provide GS for all 24 mounted, mobile or fixed-position teams are used (See augmentation
(Air Assault MP functions. platoon has 3 squads and each units in the AO. in any combination. needs on previous page.)
Division) squad has 2 three-man teams.

Total: 24 three-man teams
HHC MP Brigade Provide C2 and coordinate the combat. CS, and CSS of all MP elements Command and staff elements and long-range planning section Provide command, control, planning, and supervision for up to 6 MP battalions and other Provide continuous command, control, coordination, planning. and supervision for subordinate units. None
assigned or attached. assigned or attached
subordinate HQ.
HI-ID 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 supervisionlor up to 6 MP companies and other assigned or attached Provide continuous command, control, coordination, planning, and supervision for subordinate units. None
subordinate HQ.
MP Company WM Perform the 5 MP functions. 4 platoons with 3 squads. Eachsquad-man h squad leader and 3thr ee t a eams. Total: 36 th ree-m an teams Provide GS for all units in the AO. Provide security for a unified or combined I-10 orhigher HQ.or 1 main CP 6r0 1 tactical CP operate 1 EPW holding area (9 teams) an d 27 mounted mobile or fixed-position teams for use inany combination. Corps band assets toguard EPWsAND corps transportation forevacuation of EPWs _ AND external MP to escort
MP Company (CombatSupport) Perform the 5 MP functions. 4 platoons with 3 squads. Eachsquad has a squad leader and 3 n teams tat 36 ma three-min teams Provide GS for all units in the AO. Provide security for a unified or combined HQ orhigher HQ or 1 main CP and 1 tactical CP operate 1 EPW holding area OR (9 teams) and 27mounted, mobile or fixed-position teams for use in any combination. Corps band assets toguard EPWsAD corps transportation forevacuation of EPWs AND
ederna I MP to escort
MP CompanyArctic SupportAu mentation Detachment Augment MPunits when operating in anarctic 1 mechanic (63910) Provide mobilitysupport to MP units. Provide support as designated by the commander. None
MP Detach-maul (C2) teams. Provide command and administrative pinonnel for rop la w enforcement 19503LA has a platoon HOS:3 individuals. 19503LD has a commander and support personnel: 8 individuals. _ Provide 1.80. 19503LA provides platoon-level C2.19503LD peveirovides company-icommand, control, and support. Commands and controls law enforcement teams, investigations teams, MWD teams, and phys cal-security teams. None

686800-V00000 -1/ in/3-19.1/tab1-1b.gif
MP Unit
Detachment (Old Guard)
MP I-I a Team
MP OperationsTeam
MP Desk or Desk and Record Team
MP Traffic Accident InvestigationsTeam
MP Investigation
Perform the 5
MP functions.
Provide C2,
personneladministration, and logistical
suppoft to
attached L&O
supervision, staff planning,and technical supervisionrequired tosupport theL&O mission.
Serve as the primary controlpoint for L&O-related incidents and operationsinitiated by MPpatrols.
Provide the technical capability toil7V8St gatetraffic accidents.
Provide the technical
capability to invest gate criminal
incidents and conduct surveillance operations.
Capabilities (Include But Are Not Limited toAction Elements Support Role [See TOES for Details])
4 squads. Each squad has 3 Support the MAC Provide support as directed by the commander.
three-man teams, old guard battalion.
Total: 12 teams

Commander and support person-Provide L&O. Provide C2, personnel administration, and logistical
nel support to attached L&O augmentation teams.
L&O operations officer and oper-Provide L&O. Provide overall mission supervision, planning,
ations staff employment, and coordination of support. Providetechnical supervision and administrative support ofMPI, TA!, and force protection MR Provide an
' evidence custodianlpolice intelligence NCO to be responsible for confiscated property used in criminaloffenses and to receive and collect the initial analysis of crim inaltoperational informationdinte Iligence.
2 three-man teams Provide L&O. R eceivotrecord complaints, dispatch investigativepersons, maintain control of offenderstd eta inedpersons, maintain the status of investigations,prepare reports, and_prrNide criminal data to thepolice intelligence NCO for analysis.
1 two- or three-man team: Provide L&O. Augment MP capabilities to enforce MSR
19517ADOO has 1 two-man team. regulations: man checkpoints, roadblocks, and
19523LEC0 has 1 three-man dismount points; patrol traffic areas: and perform
team. traffic escort duties.

One, two, or three-man teams: Provide L&O. Investigate criminal incidents. conduct surveillance,
19517AE has 1 two-man team. work with HN military and civilian police, and collect

19533LA has 1 one-man team. criminal and operational intelligence.
19533LB has 1 one-man team. 19533LA00 provides supervision for the teams.
19533LC has 1 three-man team. 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.
Page 1 of 1
Augmentation Needed for Mission Accomplishment
The 19517A000 accident investigation team isdependent on thesupported unit fortransportation.
Dependent on the supported unit fortransportation

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Page 1 of 1
Augmentation Needed
MP Unit Mission Capabilities (Include But Are Not Limited to
Action Elements Support Role for Mission
[See TOEs for Details])
MP Force Provide the One, two, or three-man teams: Provide L80 and Conduct vulnerability assessments and identify and The 19517AF isProtection and expertise and 19517AF has 1 two-man team. area security. prioritize critical facilities and key terrain within the dependent on thePhysical-technical 195931A has 1 three-man team. AO. Identify mission-essential activities that are 19517AB operationsSecurity capability to 19593LB has 1 one-man team. vulnerable to criminal acts or disruptive activities. team for transportation.Teams assist units in Ensure that activities are inspected to dete rmine if
safeguarding safeguards are adequate. Assist base/base cluster
personnel, commanders with the development of internal
equipment, and defense plans.
MP Detach-ment (Patrol Supervision Team) Provide supervision for 3 MP teams. 1 MP NCO Provide L80. Plan, direct, and supervise the employment of assigned or attached MP teams. Dependent on the supported unit for transportation
MP Detach-merit (Motor and Dismounted Patrol Team) Perform LBO operations. 1 three-man team Provide LW. 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 LBO. Apprehend absentees or deserters The dismounted patrol team is dependent on the supported unit for transportation, when required.
(US military personnel) in conjunction with civil la*
enforcement agencies.
MP Detach-ment (Registration Team) Perform vehicle and firearm registration. 1 three-man team Provide LBO. 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 Dependent on thesupported unit for transportation
Senior MilitaryCustoms InspectorSupervisor Perform technical supervision,staff planning.and coordination for 1 MP NCO Provide L80. Supervise two senior military customs teams toensure that personnel, equipment, and materialmeet customs. immigration, Department of Agricul­ture, and other federal agency requirements for unitsand personnel redeploying to the US. None

MP Unit
Senior Military Customs
Inspection Team
MWD Kennel Master Team
MWD Ex plos ive, Narcotics, and Patrol Team
MP Command (UR)
Conduct customs inspections and train and supervise redeploying unit personnel to augment US customs inspectors.
Supervise MWD teams.
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 UR and customs operations.
Provide command, control, staff planning, and supervision of I/R operations performed by all assigned or attached elements.
Action Elements Support Role Capabilities (Include But Are Not Limited to [See TOEs for Details])
1 five-man team Provide L80. 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.

One- or two-man team. Provide L80, area Supervise, plan, and coordinate MWD operations
19537AA has 1 two-man team security, and I/R and support requirements. Provide MWD handler/
19583LG has 1 one-man team operations support. canine proficiency certification.
One-manfone-d og team. Provide LBO, area The 19537A-series dog teams are capable of provid-
The 19537A000-series TOES security, and I/R ing a 24-hour explosive, narcotics, and tracking han­
have 3 teams each. support. dler/dog requirement or three concurrent short-
The 19583L000-se ties TOE s duration missbns each requiring 1 handler/dog
have 1 team each. 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.

Command and staff elements Provide UR Provide command, control, and staff planning for 2 or operations support. more MP brigades.
Page 1 of 1
Augmentation Needed
for Mission

The redeploying unit undergoing customs inspection, to augment US Customs efforts. The number of personnel is proportionalto the size of the unit.
AND MP EPW evacuation detachment

http://atiam.train. -1/ m/3 -19.1/tabl-le.gif
Page 1 of 1
MP Unit Mission Action Elements Support Role Capabilities (Include But Are Not Limited to pee TOES for Details])
MP Brigade (I/R) Provide Command and staff elements Provide I/R Provide command, control, and staff planning for 2
command, operations support. to 7 MP l/1 battalions or up to 21 MP I/13 battalions
control, and when augmented by 7 brigade liaison detachments
staff planning (BLDs). Plan and provide staff supervision of UR
for VR collection and evacuation operations. Coordinate
operations with HN military territorial organizations and civilian
performed by police authorities, nongovernment organizations,
all assigned or private volunteer organizations, and US federal
attached MP agencies on WR matters. Provide coordination and
elements. support for out-of-theater evacuation of EPWs, if
required. Support posthostilities operations.

MP Battalion (UR) Provide command,staff planning, administration, 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.)
and logistical
support for the
operation of an
IS facility.

Augmentation Needed for Mission Accomplishment
AND MP EPW evacuation detachment
AND MP I/R BLD (TOE 194531D00)
NOTE: The BID expands the staff planning and coordination capabilities on a ratio of 1 BLD to 3 MP VR battalions.
MP detachment (LIR) (EPW/CI) for EPW/Cl/CC internment missions
AND MP detachment (I/R) (confinement) for US prisoner confinement missions
AND MP company (EG) for security of the evacua­tion and/or movement of US prisoners or EPWs/ Cls/DCs
AND MP company (guard) for prisoner guard services
AND Corps. AC transportation assets for movement of EPWs/Cls/ DCs
Page 1 of 1
MP Unit
MP Detach-ment (UR) (EPW/C1)
MP Company (Escort Guard)
MP Company (Guard)
MP DR Processing Squad Mission
Augment the MP battalion (I/R) to provide
administration. combat health support, and logistical support for operatin g an internment facility interning EPWs/Cls or housing DCs.
Provide supervisory and security personnel for evacuating and/ or moving EPWs/C1s.
Provide guards for EPWs/Cls or US prisoners,
installations, and facilities.
Process EPWs/ Cls.
Action Elements
2 compound control sections (2 three-man teams), a work project section (1 two-man team). a personnel section, and a supply section.
4 platoons with 3 squads each. Each squad has a squad leader and 3 three-man teams. Total: 36 teams
3 platoons with 3 squads each. Each squad has a squad leader and 2 five-man teams
Total: 18 teams.
1 squad leader and 1 eight-man processing squad
Support Role
Provide I/R operations support.
Provide I/R operations support.
Provide I/R operations support.
Provide I/R operations support. Augment the DR battalion processing capability to meet operational requirements.
Capabilities (Include But Are Not Limited to [See TOES for Details])
Provide command, control, and supervision of up to 1,000 E PVt/s/C Is or 2,000 DCs. Provide supply and subsistence support (to include supervision of food
preparation) for up to 1,003 EPWs/Cls or 2,000 DCs. Direct the activities related to assigning and supervising work projects for EPWs/Cls. Augment
the MP UR battalion in processing and maintaining records for up to 1,000 EPWs/Cls or 2,003 DCs. •
Provide security for the movement of the following
numbers of POWs or Cls by the methods indicated:
Marching - 1,000 to 1,500.
Vehicle -1.50D to 2,000.
Rail - 2,000 to 3 ,000.
Air - 2,125 to 2,406.

Provide security for a confinement facility containing
up to 500 US military prisoners. Provide guards for
securing 1 EPW/C1 compound containing up to
2,000 EPWs/Cls or 4,000 DCs. Provide security
guards for 3 railway terminals, each having up to B
tracks. (Includes EPVV/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 sire, containing
sensitive material. (This unit can provide guards for
material transit.)

Provide processing capabilities of about B EPWs/Cls
per hour.

Augmentation Needed for Mission Accomplishment
MP company (guard) for prisoner guard services
Corps/EAC transportation assets for movement of EPWs/Cls
None .
Page 1 of 1
Augmentation Needed
Capabilities re
es (Include.
But Are Not Limited to -
MP Unit Mission Action Elements Support Role for Mission
[See TOES for Details])
DR BrigadeLiaison
DR CampLiaison Team
DR ProcessingLiaison Team
MP Detachment (EPWEvacuation) Expand the MP brigade (UR) orASCC C2 capabilities.
Provide continuous accountabilityof EPWs‘Cls captured by USforces and transferred to an allied/HN forinternment.
Process and verify the trans-for of EPWsI CI s captured by US forces toa allied/HN facility.
Provide evacuation support ofEPWs.
Liaison officer and support staff Provide I/Roperations support.
Liaison officer and support staff Provide I/Roperations support.

Liaison officer and support staff Provide I/Roperations support.
EPW coordination officer and Provide 1/11staff plus 10 one-man PODVPOE operations support.teams and 3 two-man POE teams When assigned to the MP I/R brigade, provide staff augmentation that expands the brigade s staffplanning,.coordination, and C2 capabilities for 3 MP IR battalions. When assigned to the ASCC, provideI/R staff augmentation and a liaison link with allied/ HN forces to ensure that the care and handling of UScaptured EPWs/Cls is in compliance with theGeneva Conventions.
Provide advice, as requested, to commanders andstaffs of allied/HN-operated internment facilities.Verify arrival, forward records, and providecontinuous accountability for US captured EPWs/Cls interned in allied/HN facilities. Monitor prisonertreatment to ensure compliance with the Geneva Conventions. Receive/certify allied/HN requests forreimbursement of expenses associated with interning EPWs/Cls captured by US forces.
Provide processing and transfer capability for US-captured prisoners to an allied/14N EPVVICI facility.
Coordinate administrative, logistical, andtransportation 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 andintermediate refuel points.
" None
Responsible POD/POEsecurity forces
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Page 1 of 1
MP Unit
MP Detachment (Internment Resettlement Information Caner [TRIC])
MP Detachment
giR)( onfine-ment)
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. Cls, and DCs within the theater.
Augment an
MP battalion
(If R) in operating a confinement facility. Provide supervision, administration, combat health support, and logistical support of US military prisoners.
Action Elements Support Role
Command and staff personnel Provide IR operations support. Serve as the single source for collection and storage of EPW/Cf information in theater. Forward information to the National Prisoner of War Information Center at DA.
Corrections officer and confine-Provide UR ment facility staff operations support.
Capabilities (Include But Are Not Limited to (See TOES for Details])
Collect, process, and disseminate (to authorized agencies) information regarding interned personnel detained in theater and those released to the custody of allied/FIN authorities within theater. Receive, document, and disseminate to the theater commander information received regarding American POWs, Cls, 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.
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 belle tion in providing these services for internees. (The food service per-sonnet supervise and train US military prisoners working in the internee dining facility.)
Augmentation Needed
for Mission Accomplishment
MP battalion (UR) for command, staff, plan-ning, and operational support
AND MP company (guard) for prisoner guard services

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Page 1 of 1
MP Unit
MP Confinement
MP Correctional
Team Supervisor
MP Correctional
Team Work Supervisor
MP Group (CID)
Provide C2, staff planning, administration, and logistical support fora confinem ant facility for US military prison-
supervision of prisoner work guard forces
within a
confinement facility.
Provide direct control and supervision of military prisonerswithin
a confinement facility.
Provide command, control, staff planning, and supervision for all CID elements within the theater.
Action Elements Support Role Capabilities (Include But Are Not Limited to [See TOES for Details])
Commander and facility staff Provide IIR Provide command, control, and administrabve
operations support. support for a confinement facility.

, 2 tveo-man teams Provide hR Provide correctional supervision to guard force operations support. personnel and US military prisoners within a modular-configured confinement facility.
1 two-man team Provide IFR Provide correctional control, supervisory functions,
operation support. and escort duties for military prisoners within a
modular-configured confinement facility.

Command and staff elements Provide 1,80. Provide command, control, staff rolanning, and super-vision over all CID elements within the theater.
NOTE: The Criminal Investigation Command is a stovepipe organization.
Augmentation Needed for Mission Accomplishment
MP guard companyto provide exterior perime-ter security and required guard support to the con-finement facility
AND MP correctional team supervisor (TOE19553LE)to pro­vide supervision of the guard force
AND MP correctional team work supervisor (TOE 19553LF) to provide supervision of prisoners
Page 1 of 1
MP Unit
MP Battalion (CID)
MP Detachment (CID) HO Cell
MP Detach-ment (CID)
Provide command, control, staff planning; and supervision for all assigned or attached CID elements.
Provide C2. evidence custody control, and investigative administration support. Coordinate for personnel administration and logistic support.
Provide criminal investigative support to Army commanders at all echelons.
Action Elements Support Role Capabilities (Include But Are Not Limited to [See TOEs for Details]) Augmentation Neededfor Mission Accomplishment
Command and staff elements Provide L&O. Provides command, control, staff planning, and supervision over all assigned and attached CID None

Commander and support staff Provide LBO. Provide C2 of assigned CID SA sections andor None teams performing all CID operations in their area of responsibility.
2-man teams. The number of teams va ries by organization and is as follows: Provide LBO. Supervise and conduct criminal investigatians. When directed, MP CS, L80, and MWD support
DSE heavy- 4OSE light - 3 Section A - 4
Section B - 4
Supervisory team - 1 Senior team - 1
SAteam - 1

PM 3-19.1 Chptr 2 Battle Command Page 1 of 4

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.
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.

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.
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.
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FM 3-19.1 Chptr 2 Battle Command Page 2 of 4

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).

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.

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 C 2 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 Eagles mechanized infantry
division headquarters, but the two corps MP units were from US Army
Forces Command (FORSCOM) MP battalions in CONUS.
1. 00600-V0aClOa
FM 3-19.1 Chptr 2 Battle Command Page 3 of 4

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.

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 C 2 ;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-

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 iii/3-19.1/ch2.htm
12/27/2004 FM 3-19.1 Chptr 2 Battle Command . Page 4 of 4
and status of the force; the width, depth, size, and location of built-up areas; and the attitudes and abilities of the local
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).
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r ive i- 1 y. i 1 nreat. Page 1 of 6

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
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.
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.

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 C 2 Sustainment operations
are those that enable shaping and decisive operations by assuring freedom of action and continuity of operations, CSS, and C 2 (see FM 3-0). Sustainment operations include the following elements: . 12/27/2004

iv1 3-19.1 (..,hptr 3 1 he 1 hreat. Page 2 of 6

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.

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-
¦ Conducting AS operations to counter or prevent enemy actions against marshalling and staging areas. .

FM 3-19.1 Chptr 3 The Threat. Page 3 of 6
¦ 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).

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 forces and civilians. They can cause significant disruptions to the orderly conduct of the local government and . 12/27/2004
tvl 3-19.1 Lhptr 3 lhe I hreat . Page 4 of 6

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.

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.
Table 3-1. Threat Levels
Threat Level Example Response
I Agents, saboteurs, sympathizers, and terrorists Unit, base, and base-cluster self-defense
measures .
FM 3-19.1 Chptr 3 The Threat Page 5 of 6
Small tactical units, unconventional-warfare forces, guerrillas, and bypassed Self-defense measures and response forces
enemy forces (with supporting fires
III Large tactical-force operations (including airborne, heliborne, amphibious, Timely commitment of a TCF
infiltration, and bypassed enemy forces)

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.

Weaken the friendly force's C 2 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.

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 .
FM 3-19.1 Chptr 3 The Threat . Page 6 of 6
battlefield. On an extended battlefield with asymmetric threats, the danger to high-value assets (HVAs) (including CSS, C
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.
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.

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.

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 1, II, and III activities may occur in the DRA. The main target will be the division's HVA (including key C 2 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.
200600-V00000 .
FM 3-19.1 Chptr 4 Military Police Functions Page 1 of 8
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
Law enforcement EPW/CI handling
military operations (see Table 4-1).
Table 4-1. MP Functions
Support to river-crossing and Recon operations
breaching operations and passage
of lines ADC IPB support

Straggler and dislocated-civilian Base/air-base defense PIAP
control Criminal US military Response-force/TCF investigations prisoner handling
Active and passive rolesRoute R&S operations
US Customs Populace andInformation collection and
MSR regulation enforcement Critical site, asset, and operations resource control
HRP security Related L&O Dislocated
Joint, interagency, and
Force protection/physical training civilians
multinational coordinationsecurity
Antiterrorism [NOTE: Subtasks not all-inclusive.

FM 3-19.1 Chptr 4 Military Police Functions. Page 2 of 8
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 commander's tactical plan, the PM recommends the allocation and employment of MP assets for MP combat, CS, and CSS operations.

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
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 .

FM 3-19.1 Chptr 4 Military Police Functions . Page 3 of 8
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 river­crossing 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 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).

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.

FM 3-19.1 Chptr 4 Military Police Functions . Page 4 of 8
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.
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-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 C 2 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 dislocated­civilian-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).
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). -n/3-19.1/ch4.htm.
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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.
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.

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 civil­affairs 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.

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.
4-24. The MP undertake MSR regulation enforcement to keep the routes free for DSS operations. MP units support the .

FM 3-19.1 Chptr 4 Military Police Functions . Page 6 of 8
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-
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.

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 C 2 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- . 12/27/2004
hvt 3-19.1 Lhptr 4 Military Police Functions . Page 7 of 8

base defense; response-force operations; and critical site, asset, and high-risk personnel (HRP) security.
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, 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 C 2 headquarters. The MWD
teams provide explosive detection and personnel detection/tracking capabilities that enhance reconnaissance operations
(especially in urban terrain).

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.

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 C 2 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 1 and II threats. If a Level III threat is present, .
FM 3-19.1 Chptr 4 Military Police Functions . Page 8 of 8
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 defense plan,
and liaison operations are vital in preventing responding forces from entering a situation that could result in fratricide.
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.


91. 0600-V0000a .
rive.1 cliptr ivulitary ?once Support to Echelons Above Corps . Page 1 of 8
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.
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.
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 command, control, and supervision of support functions at EAC as directed by the ASCC or ARFOR commander. The TSC's mission is to maximize . 12/27/2004

M 3-19.1 Chptr 5 Military Police Support to Echelons Above Corps . Page 2 of 8
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).

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).
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 FIN 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).

Numerous L&O detachments and MWD teams. . 12/27/2004
FM 3-19.1 Chptr 5 Military Police Support to Echelons Above Corps . Page 3 of 8
6 1.0600-VOM0a
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 C 2 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 C 2 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 H 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 MPC 2 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). .

1.M 3-19.1 Chptr 5 Military Police Support to Echelons Above Corps . Page 4 of 8
5-13. Whenever possible, the MP brigade's AO coincides with the territorial responsibility of the supported command. The MP
brigade commander assigns 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
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.
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.

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 C 2 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. . 12/27/2004
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FM 3-19.1 Chptr 5 Military Police Support to Echelons Above Corps . Page 5 of 8
¦ Handling US military prisoners.
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 C 2 element for the brigade's assets. It consists of the following elements:
A brigade command section.

A company headquarters.

An Adjutant (US Army) (Si).

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 inspector-general (IG) section.

5-20. Other brigade assets may include the following:

An I/R information center.

• An MP escort-guard company.

I.tvontaty ronce Support to tchelons Above Lorps Page 6 of 8
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). .•

5-21. The MP brigade (I/R) subordinate units are employedmost 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-of­theater 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-of­theater 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.

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 . 12/27/2004

1-tvl 3 19.1 Lhptr 5 Military Police Support to Echelons Above Corps . Page 7 of 8
(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 UR 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.
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 (UR) 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

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 (UR) 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 (UR) (confinement) provides trained corrections and support personnel required for confinement . 12/27/2004
Pivi a-19.l Lhptr Military Police Support to Echelons Above Corps . Page 8 of 8
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.
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.

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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.
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 C 2 for up to five
divisions and covering up to 35,000 square kilometers.

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.

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 ME'TT-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.
6-4. The MP brigade HHC provides C 2 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..
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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 C 2 for MP CS companies and any other assigned or attached MP elements. The battalion HHD consists of a detachment headquarters and a battalion headquarters that contains the battalion commander's staff. The staff officers supervise the major organizational elements, including the-

Sl, 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 traffic­accident 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 ME'FT-TC.

6-11. The C 2 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.
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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 C 2 relationship based on
METT-TC and the supported commander's needs.
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 rear­area 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.

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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.

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.

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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.
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.
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 self­sustaining 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 C 2 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 times exceeds augmenting corps MP assets), careful planning of MP employment is essential.

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

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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.
7-4. The C 2 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 (see Figure 7-1).

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Figure 7-1. Military Police and USACIDC Organizations
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.

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 12/27/2004 FM 3-19.1 Chptr 7 Military Police Support to Division Page 4 of 7
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 split­cell 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.

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 C 2 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
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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.

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 C 2 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.

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-
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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, 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.

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
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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 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 air­defense 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.
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 elec

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Chapter 8
Separate Brigades and Initial/Interim
Brigade Combat Teams

The MP support separate brigades and IBCTs designed to provide the brigade commander with MP assets that can serve as a force multiplier and that can be employed as an economy of force. The brigade MP platoon is as lethal, flexible, and capable as any other platoon in the MP Corps.
The Army uses separate brigades to inject a small but powerful force where it is needed. It
must be able to fight and win while operating on its own for a sustained period of time. It
must be able to defend itself on a 360-degree front in war or MOOTW. While there are
some variations of separate brigades, it is the heavy separate brigade that is most commonly
found within the force.

8-1. The Army's IBCT is a full-spectrum, wheeled combat force. It is employed in all operational environments against all projected future threats. However, it is designed and optimized primarily for employment in small-scale contingency operations in complex and urban terrain, confronting low-end and midrange threats that may employ both conventional and asymmetric capabilities. The IBCT deploys very rapidly, executes early entry, and conducts effective combat operations immediately on arrival to prevent, contain, stabilize, or resolve a conflict through shaping and decisive operations. The IBCT participates in war (with augmentation) as a subordinate maneuver component within a division or a corps and in a variety of possible roles. The IBCT also participates (with appropriate augmentation) in stability and support operations as an initial-entry force or as a guarantor to provide security for stability forces by means of its extensive capabilities.

8-2. MP support to separate brigades is provided by a four-squad MP platoon organic to the brigade HHC. A separate PM cell within the brigade HHC serves as the C 2 element for the platoon (see Figure 8-1 below). Support to the platoon and the PM section for maintenance, supply, mess, and communications is provided by the brigade HHC. Since the platoon and PM section have no organic support, the MP leadership must perform close coordination for this support. However, the MP platoon must compete with other brigade HHC assets for priority of repair for weapons, vehicles, and communications equipment.
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PM cell
MP pit
Pit HQ MP sqd (x4)
Figure 8-1. MP Support to a Separate Brigade
8-3. The C 2 of an MP unit supporting separate brigades also extends down from the tactical commander. The separate brigade PM has OPCON of brigade MP assets the same way the division PM has OPCON of division MP assets. This includes any MP assets that may have been provided from the corps. The PM advises the commander of a separate brigade on matters pertaining to MP operations. The platoon leader directs the execution of his platoon's mission based on the priorities set forth by the PM and the supported commander. Since the separate brigade's organic MP platoon is more robust than an MP platoon supporting a division maneuver brigade, METT-TC will determine the requirement for augmentation. However, corps L&O and CID augmentation is required.
8-4. The separate brigade's MP platoon is capable of performing all five MP functions. However, its resources are quite limited. Although the MP squads are employed according to METT-TC, the platoon supporting the separate brigade may have-
One squad operating in the EPW collection point.

One squad providing a mobile security screen and providing AS around the brigade's main CP.

Two squads conducting MMS and AS throughout the brigade's rear area.

8-5. The IBCT is a divisional brigade. It is designed to optimize its organizational effectiveness and to balance the traditional domains of lethality, mobility, and survivability with the domains required for responsiveness, deployability, sustainability, and a reduced in-theater footprint. Its two core qualities are its high mobility (strategic, operational, and tactical) and its ability to achieve decisive action through a dismounted infantry assault. The major fighting components are its motorized infantry battalions. The IBCT has a unique reconnaissance, surveillance, and target acquisition (RSTA) squadron to enhance situational understanding.
8-6. To achieve a rapid deployment threshold, the brigade's design capitalizes on the
widespread use of common vehicular platforms—particularly a highly mobile, medium­
weight, combat/CS platform coupled with the minimization of the personnel and logistical
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footprint on theater. Encompassing a personnel strength of about 3,500 and preconfigured in ready-to-fight combined-arms packages, the entire IBCT can deploy within 96 hours of "first aircraft wheels up" and begin operations immediately upon arrival at the APOD. In essence, the APOD is the TAA. The IBCT cannot conduct forced-entry operations, but it provides the JFC with an improved capability to arrive immediately behind forced-entry forces and begin operations to shape the battle space and to execute decisive action to expedite decisions. Once committed, the IBCT can sustain operations for up to 180 days without relief
8-7. The IBCT's organization is expandable either through augmentation or scalability (according to METT-TC) in any given contingency. The IBCT is scalable in terms of its ability to accept like-type additional forces to expand core tasks and functions already resident within the IBCT (for example, adding additional infantry or RSTA organizations). The IBCT is also capable of accepting augmentation consisting of units or elements that execute tasks or functions not resident within the IBCT (for example, adding armor, air­defense, MP, or aviation assets). In both cases, added units execute their normal mission­essential task list (METL) tasks and, therefore, will not require extensive training to deploy and operate with the IBCT. In both cases, the IBCT includes the command, control, and
communications (C 3 ) capabilities necessary to permit the rapid integration of additional enabling capabilities, particularly for operations outside the scope of small-scale contingency operations (such as stability operations, support operations, and war).
8-8. The IBCT organization excludes other unit-based capabilities often provided in a division slice. However, for each missing capability, the brigade headquarters includes staff cells capable of conducting rudimentary planning and analyses to ensure that all functional­area considerations are incorporated in route planning and preparation for operations. The first MP elements in support of the IBCT are at the brigade headquarters level.
8-9. The MP planning cell is composed of a two-person (a major [MAJ] and a sergeant first class [SFC]) planning cell located within the HHC's maneuver-support cell and under the
direct staff supervision of the brigade S3. The role of the MP planning cell is significantly
different from that of a traditional division PM or a separate brigade PM. The main
difference is in the IBCT's lack of organic or habitual MP assets. However, the absence of
organic MP assets makes the job of the MP planning cell that much more critical. The MP
planning cell must-
Understand the organization, capabilities, and limitations of the IBCT.

Conduct effective liaison with higher headquarters PM elements.

Become an effective planner and anticipator of MP requirements.

Prepare MP staff estimates and employment recommendations.

Plan for MP deployment via air, sea, rail, or land.

Task-organize MP units effectively and efficiently.

Assume C 2 of incoming MP forces or, if operating under a division or corps,

relinquish C 2 to the division/corps PM or battalion commander (if appropriate for effective employment of MP forces).
8-10. Depending on METT-TC, the brigade may be augmented by MP elements ranging
from a platoon to a battalion. In any case, the MP planning cell then becomes a staff planner
and coordinator of functional matters pertaining to-
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Force protection, physical security, and vulnerability countermeasures.

Operations for collecting, processing, and evacuating (possibly) EPWs, CIs, and detainees.

US military prisoner operations.

Operations for processing and controlling dislocated civilians and refugees.

Customs and counterdrug operations.

Criminal investigations and CID-/MP-investigator support.

PIO and establishing links with HN police agencies and other international/interagency law-enforcement agencies.

MMS, AS, and L&O operations.

Coordination of MP or CID division/echelons above division (EAD) augmentation forces, MWD teams (explosives, narcotics, and patrol), L&O detachments, and MP I/R units through the division, corps, and major Army command (MACOM) PMs.

Training guidance to other US forces required to perform MP functions in the absence of MP forces.

8-11. Since the IBCT is a divisional brigade, the division PM and the IBCT MP planning cell play an important role in developing an optimum MP force package to support the brigade commander's concept of operations. Despite the brigade's early-entry timelines, the MP planning cell must consider and plan for MP augmentation forces as early as possible to free valuable combat resources. Small-scale contingency operations that result in numerous EPWs, civilian detainees, and refugees will hamper momentum and freedom of maneuver.
8-12. Once the initial brigade receives MP augmentation (see Figure 8-2), the MP priority of effort during the offense will focus on ensuring that routes remain unencumbered and secure for movement of ground combat, CS, and CSS forces. The MP's priority of effort during the defense will focus on conducting AS and counterreconnaissance along the LOC,
C 2 centers, and CSS bases. The MP may conduct response-force operations or become part of the TCF.
MP planning cell
r 1
IPMP u n ii(s)

Figure 8-2. MP Support to the IBCT
8-13. Stability and support operations present some unique challenges. The IBCT may be
deployed to a geographical area that is politically unstable, that lacks civil control, or that is
in complete turmoil. The MP planning cell plans for and coordinates MP support according
to available resources and the supported commander's needs. In this scenario (and based on
METT-TC), an MP battalion TF could be required to deal with the challenges of-
A significant number of refugees or dislocated civilians.

AS or force-protection issuesMMS operations.

Black-market and criminal investigations.

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Restoration of order.

Civil unrest.

Intervention of private and nongovernmental organizations.

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Chapter 9
The United States Army Criminal Investigation Command
The history of the USACIDC goes back to World War / when General John J. Pershing organized the CID in France. Today, the USACIDC is the Army's sole agent responsible for investigating felony crimes on and off the battlefield. The USACIDC provides investigative support to commanders at all echelons.
The USACIDC investigates offenses committed against US forces or property, {fir those
committed by military personnel or civilians serving with US forces or where there is a
military interest. The USACIDC agents investigate violations of international agreements
on land warfare. They conduct special investigations at the direction of the USACIDC's
commanding general (CG) or a higher authority. In general, the USACIDC's missions

Investigating and deterring serious crimes.

Conducting sensitive/serious investigations.

Collecting, analyzing, processing, and disseminating criminal intelligence (CRIMINTEL).

Conducting protective-service operations for designated personnel.

Providing forensic-laboratory support.

Maintaining Army criminal records.

Enhancing the commander's crime-prevention and force-protection programs.

Performing LOGSEC operations.

9-1. The USACIDC's operations help the commander maintain discipline and order by preventing or investigating crimes that reduce a unit's ability to fight. During the investigation of serious crimes, the USACIDC concentrates its efforts on investigating serious crimes such as wrongful deaths, controlled-substance offenses, theft, fraud, sex crimes, and assaults. The USACIDC also conducts sensitive and special investigations involving matters pertaining to senior Army officials and those associated with classified programs.
9-2. The USACIDC agents collect, analyze, process, and disseminate criminal intelligence/information relating to crime within or directed toward the Army. Specific information relating to modus operandi, crime techniques, investigative leads, gang violence, and terrorism is shared with the appropriate intelligence and law-enforcement agencies. Conversely, USACIDC agents solicit and receive crime-related information from the MP and from local, national, and foreign law-enforcement and intelligence agencies. Special agents identify and evaluate crime-conducive conditions and indicators of potential attacks against Army property, facilities, or personnel. They then provide reports to the appropriate commander.
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9-3. The USACIDC is a centralized (stovepipe) MACOM whose special agents in the field
report through the USACIDC's chain of command (detachment to battalion to group) to the
CG, who in turn reports directly to the Army Chief of Staff and the Secretary of the Army
(see Figure 9-1).
Secreary of
the Amy 'Army Genera
ATny Chief of
staff Staff. Parry Other Amy
USACIDC Supported
— Command
• • • Coordination

Figure 9-1. USACIDC Chain of Command
9-4. As an independent MACOM, the USACIDC's tactical units are not under the C 2 of supported organizations. The USACIDC's elements may be temporarily attached to a supported commander when required to accomplish a nonstandard mission. Reassignment, promotion, accreditation, and disciplinary actions are retained by the USACIDC. Attachments will be coordinated with the appropriate USACIDC headquarters planning the specific mission and approved by the CG, USACIDC. Additionally, although there is no formal staff relationship, USACIDC commanders advise their supported commanders on criminal-investigation matters. This enhances the quality, reliability of information, support, and trust between USACIDC elements and their supported commanders.

9-5. The USACIDC supports each echelon of command from the division to the ASCC. The theater USACIDC structure is comprised of a C 2 headquarters and mobile, modular, and tailorable investigative detachments. The USACIDC supports combatant commanders with the following functions:
LOGSEC. Tracking and protecting materials and equipment from the manufacturer to the soldier on the battlefield.

CRIMINTEL. Collecting, consolidating, analyzing, and disseminating intelligence associated with criminal and terrorists activities targeted at Army interests.

Criminal investigations. Investigating war crimes and, in some cases, crimes against coalition forces and HN personnel.

Protective-service operations. As in peacetime, protecting key personnel anywhere on the battlefield.

9-6. The USACIDC's LOGSEC function protects the Army's supply pipeline against
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criminal activities from the manufacturer, through logistics channels, all the way to the frontline soldier. It involves preventing, detecting, and investigating criminal and terrorist activities such as supply diversion, destruction, and sabotage or product substitution. The USACIDC's LOGSEC operations assess LOGSEC, identify weaknesses, and provide a prioritization of threats so that commanders can implement preventive measures to reduce the vulnerability of the logistics pipeline. Whenever possible, the USACIDC will initiate actions to recover logistical losses and return them to Army control.
The Army let a $22 million contract for the manufacture of its mobile kitchen trailer (MKT)-90 mobile field kitchens in 1990. These kitchens were distributed to Army units worldwide, including those units serving in Saudi Arabia during Operation Desert Shield/Desert Storm. After distribution of the MKT was well underway, a US government quality-assurance representative received information from the manufacturer's employees indicating that the kitchens were not built to contract specifications. This information led to an investigation by the USACIDC's major fraud procurement unit (MFPU). The investigation revealed that inferior material and manufacturing processes were substituted, which allowed the contractor to realize an additional $228,000 in profit. The US Army Environmental Hygiene Agency determined that the MKT-90 had serious sanitation defects and posed a safety hazard to troops using and being fed from these kitchens. The problem with the MKT was identified and expeditiously resolved to ensure the safety of soldiers in the field. The primary subject was indicted by a grand jury and subsequently pled guilty to one count of major fraud. He was found guilty, sentenced to 10 months confinement, and ordered to pay restitution.
9-7. The USACIDC's CRIMINTEL collection efforts focus on the identification and prevention of terrorist and nonterrorist crimes against US and allied military personnel, facilities, and other interests. Upon collecting this information, agents recommend countermeasures to combat subversive activities through coordination with MI, the PM, rear-area operations officers, and HN military and civil intelligence agencies. Additionally, when directed, the USACIDC becomes the lead US military investigative agency at theater level. When this happens, it is tasked with leading the prevention-of-terrorism effort from all services, not just the Army component.
The MI analysts, the MP, and US Army criminal investigators deployed in Kosovo
formed a combined all-source information center. This center provides threat
assessments to units assigned to TF Falcon. Currently, 55 percent of these
assessments reference some form of criminal activity. These intelligence products
provide commanders with reliable information concerning potential incidents or
criminal activity. With nearly 7,000 US soldiers deployed within the region, these
assessments are absolutely crucial for the force-protection planning effort.

The fusion cell within the information center developed intelligence products from
national, theater, and operational sources. Due to the significant threat posed by
criminal elements in the region, two CD military agents and two CID civilian
analysts were attached to the fusion cell to facilitate the police-intelligence
function. The CD personnel, in cooperation with MP soldiers, played a key role by
linking criminal intelligence to specific groups and events. The criminal-intelligence
collection effort was specifically targeted on weapons, drugs, organized crime, and
the identification of smuggling routes. The identification of smuggling routes
resulted in a significant increase in the number of weapons being confiscated. The
timely transfer of criminal-intelligence products to tactical units enabled a rapid
response to serious confrontations, increased confiscation of arms and
ammunition, and improved stability in TF Falcon's AO.

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