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
36 As the unit began FOF operations, it became obvious that detainee collection point construction was only one area that lacked proper direction and momentum. There was clear misunderstanding and misuse of military police capabili- ties and limitations in regard to weapons platforms, unit size, detainee confnement, and doctrinal mission. For most of the FOF operations, the company was asked to provide stationary brigade tactical operations center security, personal security details, retransmission site security, convoy escort, and on-call detainee operational support. While military police Soldiers can execute all of these tasks, the number of requirements severely hampered the company ability to execute the main FOF missions— detainee operations and wide area security. Although the BCT struggled to maximize military police capabilities for the frst two phases of FOF opera- tions, the last phase showed marked improvement and innovation. During the tactical breach, military police platoons linked with engineer platoons and conducted joint patrols along main supply routes to provide rear area security. They cleared mine felds, conducted traf- fc control points, and maintained a constant presence that kept the main supply routes open for the combined arms battalions to maneuver freely across the operation- al environment. These joint operations strengthened the relationship between the engineers and military police and served as an innovative example of combined arms providing mobility support and area security operations. NTC rotations are critical opportunities for military po- lice units to showcase doctrinal capabilities to maneuver units in a post-BSTB Army. Even though the BSTB military police platoon could provide only limited tactical advantag- es, the continued exposure to military police Soldiers and doctrine made integration smoother. Although military po- lice companies offer more capabilities than BSTB platoons ever could, issues with unit integration severely limit their scope. The 410th Military Police Company learned that BCTs in the post-BSTB Army lack critical exposure to the Military Police Corps. Companies identifed to support ro- tational units at NTC must execute joint training as early as possible to build confdence in the unit and the doctrinal capabilities of the military police. The transition from BSTBs increased the importance of the brigade provost marshal as the only organic military police expert. Although the provost marshal provides tac- tical expertise and credibility, a liaison from the military police company should assist at the brigade level to offer organizational information that the provost marshal may not be able to provide. The liaison could also be on hand to shape brigade level planning along with the provost mar- shal while the company commander executes a similar role at the battalion level. The 410th Military Police Company could have better shaped military police operations during FOF operations if it had been more involved in planning at the brigade and battalion echelons. Although the provost marshal is on staff to provide doctrinal knowledge during the military decisionmaking process, company commanders need to simultaneously communicate military police capa- bilities to the battalion commander. This allows the bat- talion commander to shape operations directly within the battalion area of operations or indirectly with the brigade commander, if necessary. Conclusion The 410th Military Police Company NTC rotation was a valuable opportunity for exposure and learning with the 2d Armored BCT. Joint training allowed the unit to identify friction points with adjacent units in a realistic training en- vironment. Although the BCT struggled to maximize 410th Military Police Company doctrinal capabilities, the company should have been more involved in the planning process dur- ing the STX to offer expertise in shaping FOF operations. A liaison at the brigade level would have helped the brigade provost marshal advertise military police capabilities with additional organizational knowledge. The execution of joint military police-engineer patrols in support of mobility sup- port and area security operations was an innovative exam- ple of military police integration into the BCT. Overall, the NTC rotation was a stressful training experience that ex- posed weaknesses in the relationship between BCTs and the Military Police Corps and emphasized the need for habitual relationship training. As experts in military police doctrine, we have a responsibility to get intimately involved with ma- neuver commanders in all phases to educate them on our capabilities and limitations and to shape operations in the best possible manner. First Lieutenant Brooks is the executive offcer of the 410th Mili- - toon leader for the BSTB, 3d BCT, 1st Cavalry Division. She holds a bachelor's degree the U.S. Military Point, New York. She is also a graduate of the U.S. Air Assault School and the Military Police Basic Offcer Leadership Course. Soldiers from the 410th Military Police Company discuss a training mission during an NTC rotation. MILITARY POLICE