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/655275
27 Spring 2016 The primary feedback mechanisms for platoon leaders to the battalion commander were green cycle training briefs conducted at T+4 to T+3 (4 to 3 weeks before training be- gan). Before briefng the battalion commander, platoon lead- ers briefed the battalion operations and training offcer at T+5 to ensure that their training plans, preparations, and resource coordination were on track with no threats to meet- ing the training objectives. The Eight-Step Training Model was used as the backbone for the green cycle training briefs, along with key collective task and high-payoff task selection and prioritization, concept of operations, timelines, training support resources, and the deliberate risk assessment for the specifc training events. In addition to providing a quality control mecha- nism before training, the green cycle training briefs provided real-time leader development and feedback to the platoon leader from the battalion command- er and staff. In conjunction with sand table-based, fve-paragraph operation order range briefs, platoon leaders were given suffcient opportunity to gain con- fdence in briefng senior leaders; gauge the effective- ness of their planning and preparation cycles; and di- rectly obtain the commander's intent, direction, and guidance. As previously explained, the 21-day green cycle is composed of key individual and team tasks, team and squad collective tasks, leader tasks, and a platoon col- lective task execution in a feld environment. Based on the actual size of the training audience (platoon, platoon [-], squad), the tempo of the individual, team, squad, or platoon training tasks varied. As a back- bone, lane training was used as the primary training frame- work for all green cycle training. Within this construct, the crawl-walk-run methodology was followed and squad and platoon leaders self-assessed whether their respective ele- ments were ready to progress to the next phase. The train- ing management model helped platoon leaders pick two to three key collective tasks on which the platoon would focus during the culminating lane training feld training exercise. Based on company and battalion commander vision, intent, and guidance, the platoon leaders conducted mission-essen- tial task list crosswalks wherein the specifc key collective tasks were identifed and prioritized. Due to the frequency of the training cycles, high-payoff collective tasks such as alert, upload, and deploy and the majority of shoot, move, and communicate individual and team tasks were executed in each green cycle iteration. This allowed units to build a baseline of core competencies relating to decisive action, unifed land operations, and deployable readiness regard- less of the key collective tasks selected for the feld training exercise. Each 21-day green cycle iteration consisted of deployment-related tasks, to include load plan validation, maintenance checks, mounted patrol and convoy procedures, Joint Capabilities Release/Blue Force Tracking, frequency hop/cypher text using the Advanced System Improvement Program, weapons mounting and employment, and platoon and squad troop-leading procedures. Maintaining train- ing consistency in these tasks allowed platoon leaders and squad leaders to build upon tactical standard operating pro- cedures. Upon arrival at the feld site, platoons also conduct- ed quartering-party operations, established a platoon patrol base, and conducted platoon defense and many related feld- operating tasks. This raised the baseline core competencies of each platoon, focusing on deployable readiness. Following the lane training of key collective tasks, pla- toons conducted redeployment and recovery, usually in 1 to 3 days, depending on the platoon police lanes and the as- sumption date for day-, swing-, or mid-shiftwork. The police lanes were introduced to get the military police platoon back into a garrison law enforcement mind-set, and they encom- passed department of emergency services-identifed weak areas or specifc high-payoff law enforcement tasks. They were conducted with the crawl-walk-run methodology, with battalion and department of emergency services police op- erations instruction as required by the company. The focus of the culminating event for the police lanes was determined by the department of emergency services and the provost marshal and included check- points at access control points, community watch surge pa- trols, and requested military police platoon mission sets. The inactivation of two military police combat support companies and the felding of several new modifed table of organization and equipment systems and upgrades (Raven® Unmanned Aerial Vehicle System, Common Remotely Op- erated Weapon Station, Light Vehicle Obscuration Smoke System, M2A1 heavy machine gun, armored security vehicle