Military Police

SPRING 2014

Military Police contains information about military police functions in maneuver and mobility support, area security, law and order, internment/resettlement, and police intelligence operations.

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10 MILITARY POLICE . 19-14-1 Emergency Management Program; physical security; and chemical, biological, radiological, nuclear, and explosives protection. The reason for the focus is to provide installation commanders and staffs with a holistic understanding of the critical assets they own or rely on in terms of threats and hazards, associated vulnerabilities, and the resultant risks posed to their assigned or supported missions. Initial efforts to improve the vertical alignment of protection-related activities will focus on improvements in linking current and forthcoming DOD planning and resourcing processes for risk assessments. It will be a challenge to design a mission assurance risk management framework that ensures the proper identifcation of mission risk by mission owners and the appropriate aggregation and prioritization of risk mitigation efforts and resources at the component and DOD levels. The intent is to build a mission assurance process through the strengthening of existing DOD level planning, resourcing, and opera tions processes rather than by creating an additional stovepipe. Nesting the Antiterrorism Program and the APP Within the Mission Assurance Strategy (or the "So What?") The risk management process guides and informs programs and activities with regard to enabling mission-essential functions, which preserve resources and capabilities that, in turn, enable mission accomplishment. Feedback throughout the process allows for continuous improvement through the identif cation of lessons learned and best practices, which effect changes in doctrine, organization, training, materiel, leadership and education, personnel, facilities, and policy related to the Antiterrorism Program, the APP and, eventually, the Mission Assurance Strategy Implementation Framework. Conclusion Given the persistent threat of terrorism, coupled with the reduction in protection resources, risk management essentially serves as the cornerstone of the Army Antiterrorism Program and missions. As such, risk management must be integrated across the Antiterrorism Program, the APP, and the Mission Assurance Strategy. Several essential actions are necessary for full integration: y Enhance antiterrorism mission assurance to identify critical assets, critical capa bilities, and mission-essential functions and determine how they relate to the other APP elements at specifed stand-alone facilities and installations. y Seek to achieve processes and methodologies to better integrate the Antiter rorism Program with other APP functional and enabling elements. y Leverage and enhance antiterrorism integration through existing APP bodies and for ums at the installation, component, service, and DOD levels to advocate integrated APP (and eventually mission assurance) policy, planning, and resource decisions while ensuring that antiterrorism programs and missions receive appropriate oversight and resource allocation. y Integrate the Antiterrorism Program into Army-wide policies and strategies, thereby achieving integration across the APP. An APP strategy should seek to establish standardized goals, objectives, roles, and responsibilities; supporting structures and processes; and metrics to assess readiness and performance. y Review the APP assessment processes to identify additional st reamli ni ng and i nteg ration approaches related to antiterrorism integration and support of the evolving Mission Assurance Strategy framework. y Ensure that effective processes exist (or are established) to allow for antiterrorism assessment information sharing across APP elements at the installation, component, service, and DOD levels. y Identify capabilities for the integration of antiterrorism risk management, trend analysis, and strategic issues. y Examine Antiterrorism Program and mission linkages with regard to energy grid security, transportation, fnancial services, cyberspace, telecommunications, international collabo ration, and supply chain concerns at the installation, component, service, and DOD levels and within external partners. Based on the likely threat capabilities on the horizon, these operating spaces require increasing atten tion. Endnotes: 1 Mission Assurance Strategy, DOD, April 2012, , accessed on 16 January 2014. 2 Mission Assurance Strategy Implementation Framework, DOD, October 2013, , accessed on 16 January 2014. 3 The Khobar Towers bombing was a terrorist attack on a building complex that was being used to house foreign military personnel, including U.S. Air Force personnel. A total of 19 U.S. military personnel were killed in the attack. 4 FM 3-37.2, Antiterrorism, 18 February 2011. 5 Army Tactics, Techniques, and Procedures (ATTP) 3-39.20, Police Intelligence Operations, 29 July 2010. 6 "Burnishing the Steel, 2013–2016," Army ATSP, Phase III, 14 February 2013. 7 AR 525-XX-A, The Army Protection Program, working copy (not for implementation). Colonel Vanderlinden (Retired) is a principal military analyst with the Antiterrorism Branch, Offce of the Provost Marshal General. He holds a bachelor's degree in criminal justice from Northern Michigan University and master's degrees in criminal justice from Michigan State University and strategic studies from the U.S. Army War College. He is also a graduate of the Federal Bureau of Investigation National Academy. Vanderlinden.1.indd 12 3/21/2014 1:10:47 PM

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