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
19 Fall 2015 company level. The EXEVAL provided the platoons with the opportunity to immerse themselves into maneuver battalion operations. Military police platoons were on forward objec- tives, providing local support by fre for dismounted infan- try platoons as they maneuvered through villages without M1 Abrams tanks and M2 Bradley fghting vehicles, which were too large and cumbersome for the situation. This in- stilled in the battalions and the brigade the importance of military police to the force-on-force fght. The training also gave military police Soldiers a chance to prove their battle- feld worth to maneuver units before the NTC rotation. Upon notifcation of NTC attendance, the 549th Military Police Company immediately connected with battalion and brigade representatives. The company developed key rela- tionships with 1st ABCT, which was colocated at Fort Stew- art. This ensured the timely of information. The bri- gade required massive amounts of information for planning and resourcing. The ability of the company executive offcer to attend meetings and to ensure that the best interests of the company were represented while the brigade intent was met was invaluable. This resulted in the deploy- ment and redeployment of personnel and equipment. The strong relationship between the 549th Military Police Company and its parent organization, 1st ABCT, 3d Infantry Division Brigade Special Troops Battalion (BSTB), payed off at NTC. For example, during situational training exercise (STX) lanes at NTC, the military police were located in the remote Pioneer Valley region, about 40 kilometers from the BSTB. When issues regarding the resupply of the maneuver support units at Pioneer Valley arose, the 549th became the go-to unit for the BSTB. The BSTB knew that the company was capable, which allowed the company to continue to build trust and credibility with the BSTB and the brigade throughout the rotation. The success of the 549th Military Police Company at NTC was due to the pushing of headquarters personnel into their respective battalion and brigade staff sections and in- tegrating their capabilities into the unit. Making sure that the areas of "move, shoot, and communicate" were working smoothly was vital. NTC Rotation BCT commanders and staffs generally have a vague idea about how to use military police companies before they de- ploy to NTC. However, once at NTC, BCT commanders want military police to perform a wide variety of missions. No one understands military police capabilities better than a mili- tary police unit. The commander of the 549th Military Police Company developed a capabilities briefng to ensure that the parent unit knew what capabilities a combat support military police company could bring to the fght. The brief- ing described the types of mission sets that the company could conduct to best support the BCT commander's vision. Providing the BCT commander with a capabilities briefng before departing for NTC allowed the company to initiate dialogue and establish credibility to ensure the relevance of military police on the battlefeld. Although preparation and training for NTC span several months, the actual training at NTC lasts only 14 days. NTC preparation, deployment, and redeployment also constitute training, but it is imperative that the unit make the most of each of those 14 actual NTC training days. Under the cur- rent NTC rotation structure, the frst 6 days of training are devoted to STX lanes, which are by the unit com- mander's training objectives and the observer-controllers. During STX lanes, military police units have the ability to refne their battle drills in preparation for force-on-force fghts. Some of the most valuable military police-specifc training occurs during STX lanes due to the fact that com- manders and observer-controllers are working hand in hand to improve the Regiment. Providing an honest unit assess- ment and identifying its shortcomings before an NTC rota- tion is the key to correcting defciencies and enjoying success during force-on-force fghts. The Way Ahead As the Military Police Corps moves forward, we must synchronize the way in which maneuver commanders will be supported—and the method of support must be consistent across the Regiment. Individual military police companies should not be aligned with individual BCTs. Although BCTs would like to have their own military police companies, military police battalions cannot sustain that arrangement. To ensure that the best and brightest of the Military Police Corps are there to support the BCT commander during career- defning exercises, military police battalion commanders must be able to select which companies attend CTC rotations. This will ensure that brigade commanders can trust that the Military Police Corps is there to support them as they move through the hierarchy of the Army. For the future of the Military Police Corps, the best military police companies must support maneuver brigades whenever necessary. Captain Huber previously served Military Police He is now the operations offcer, Mili- tary Police Security Forces Assistance 1st Special Forces Fort Bragg, North Carolina. He holds a bachelor's degree in justice with a in history the Uni- versity of Cincinnati, Cincinnati, Ohio, and a degree in business and organizational security Webster University. First Lieutenant Berg previously served as the executive offcer of the 549th Military Police ny. He is now a platoon leader with the 289th Military Police 4th Battalion, 3d U.S. Infantry (The Old Guard), Joint Base Myer-Henderson Hall, Virginia. He holds a bachelor's degree in political science Hofstra University, Long Island, New York, and a - ter's degree with a focus on international security and