Military Police contains information about military police functions in maneuver and mobility support, area security, law and order, internment/resettlement, and police intelligence operations.
Issue link: https://militarypolice.epubxp.com/i/484012
MILITARY POLICE . 19-15-1 35 begins with a thorough understanding of the situation and the planning considerations discussed in Chapter 5, Field Manual (FM) 3-39, Military Police Operations. Many areas must be addressed before beginning a rotation—from proper integration and collaborative planning with the assigned BCT to in-depth mission analysis, deployment planning, the development of unit training plans, and the execution of the mission. All of these areas are important in ensuring mis- sion success of the unit and the BCT during JRTC opera- tions. Because military police companies are not organic to the BCT, it is imperative that—as soon as a specifc company is identifed for a rotation—the company immediately contact the provost marshal's offce (PMO) or the brigade operations section (S-3) of the BCT to which it is to be attached. Linking with the BCT for planning and training events (including 90- and 180-day, long-term planning events) as early as pos- sible helps ensure that the military police company becomes a properly used member of the BCT. Company commanders should develop briefngs that cover general military police capabilities and then focus on the strengths of the specifc company, explaining how the company can best support warfghting functions and decisive actions. The capabilities briefngs contribute to the integration of the company into the BCT because they provide planners with information that may be helpful during upcoming operations. Modifed tables of organization and equipment for mili- tary police companies are designed for the companies to be independently deployable and temporarily self-sustainable. Improper mission analysis could result in the deployment of incorrect equipment—which, in turn, could cause the loss of unique military police company capabilities. Therefore, it is important that JRTC requirements are analyzed, the proper equipment is deployed, and proper support relation- ships and sustainment plans are established with the BCT or higher battalion element. Mission command and communications systems are pri- orities when planning for operations at JRTC. Military po- lice are frequently spread across the battlefeld, and mission command consistently poses a key hindrance to mission suc- cess. All communications equipment must be employed and tested in various situations during previous training events so that the unit understands the limitations of the equip- ment before deployment. If at all possible, interoperability with BCT systems should also be tested before deployment. Specifc systems that are felded together often do not work together or must be modifed in order to ensure that prod- ucts and communications can be shared. The military police company must view a JRTC rotation as a legitimate, real-world deployment to a combat zone, and training should be planned and executed accordingly. Ide- ally, the unit should complete individual training through a platoon certifcation exercise in advance of the JRTC ro- tation. The training, which should be conducted based on current doctrine, should be used to develop and test a unit level tactical standard operating procedure. However, due to various challenges specifc to military police companies (law enforcement commitments and other taskings), this is rarely an option for most companies. To ensure that units remain tactically sound, leaders at all levels must fnd ways to train Soldiers when the opportunities arise. An offcer from the 21st Military Police Company conducts an operation order briefng before the evacuation control center mission during a JRTC rotation.