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/567773
Fall 2015 11 platoons as necessary. If additional com- bat power was necessary, we would to meet demands. To posture for potential missions, we task-organized at the platoon level. Choosing a preferred method of employ- ment early allowed us to align specialized platoons against mission sets that nested within our training objectives. The break- down was as follows: • A combined arms route clearance pla- toon. • A security platoon. • A detainee operations platoon. We were prepared to task-organize to the team level to shift combat power as needed. We ensured that our higher head- quarters understood our decision points, which were communicated through brief- ings and after action reports. Mission Command Initially, the BEB was reluctant to allow military police leaders to shape the 110th Military Police Company task or- ganization. The BEB staff primarily relied on their own mis- sion analysis and resources, as they felt appropriate. Early in the coordination phase, we provided the BEB battalion commander with a graphic depiction of how we could task- organize and shift resources to meet demand. The graphic, which he carried in his pocket throughout the MRX, was a useful tool. When we felt we could provide additional econ- omy of force, it was easy to justify the request using the graphic. Over time, the BEB battalion commander became comfortable with our recommendations and provided us the latitude to adjust our forces as necessary. The trust we built with the BEB was critical in the expeditionary environment at NTC. The previous training and the MRX fostered trust down to the individual level. Combined arms training al- lowed us to learn from the engineer and military intelligence elements that we were supporting. Developing a course of action and briefng it as part of the capability briefng allowed us to quickly progress into com- bined arms training. Route clearance operations were large- ly foreign to most of the formation, but convoy security was not. We had approximately 2 weeks to learn engineer tac- tics, techniques, and procedures. Early and frequent train- ing with the engineers allowed us to cater our security pack- age and tactics to provide favorable conditions for obstacle clearance. We learned much from the engineers and explo- sive ordnance disposal element. Tying in with those forma- tions made integration with all enablers easier at NTC. Pre-exercise training also afforded the opportunity to meet other BEB leaders. Key introductions were made with staff points of contact, the military intelligence company commander, and the multifunction team platoon leader. The relationships we built with the staff were key in learning the battalion commander's expectations for reporting, main- tenance, and sustainment support. The introduction to mili- tary intelligence elements fostered discussions that led to recommendations concerning the security and employment of sensors throughout the rear area. The MRX provided an opportunity to demonstrate our As orders were published, the command team pro- vided the BEB staff with a bottom-up refnement of planned operations. As we demonstrated additional the BEB staff sought our input to ensure economy of force dur- ing COA development. The MRX shaped our utilization for NTC. As a company, we demonstrated great and adaptability, which built trust in the organization and en- abled mission command. NTC Rotation 15-02 Based on lessons learned during the MRX, we planned our deployed equipment set and initiated the packing pro- cess. The time between the MRX and NTC exercise was truncated, and the Leadership Training Program fell be- tween those two events. The Leadership Training Program provided an additional opportunity to shape employment, introduced the operating environment, and created a bet- ter understanding of the threat and the resources needed to succeed. Our mission set was likely to change; therefore, we did not attempt to forecast equipment requirements based on past utilization. We focused on our mission analysis, ad- dressed contingencies, and prepared by bringing the requi- site equipment that we could feld while maintaining our mobility and To ensure that we met all mission demands, we established a rear detachment consisting of a strong operations sergeant, several mechanics, and person- nel unable to participate in training (known losses, restric- tive profles). A Soldier from the 110th Military Police Company provides buddy care during NTC rotation 15-02. (Photo by Specialist Ashley Marble)