Military Police

FALL 2015

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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MILITARY POLICE 18 essential task list (METL) crosswalk and identifed key tasks for team and squad certifcations. Platoon leaders and platoon sergeants were integrated throughout the entire planning process to ensure that the next generation of of- fcers and noncommissioned offcers (NCOs) is familiar with how training is planned, conducted, and evaluated. After identifying the key and high-payoff tasks critical to success, the 549th validated its training plan based on the 1st ABCT military decisionmaking process and training strategy to en- sure nesting. This process allowed the company to build a relationship with the battalions and brigade; it also allowed the identifcation of possible mission sets for the employ- ment of the 549th and areas in which training efforts should be focused. Training began at the individual and team levels. Pla- toons were each allowed 4 weeks during January and March to hone their standard operating procedures and combat systems. There were no hard sites in which to hide or for- ward operating bases in which to relax, so this was accom- plished by teaching leaders and Soldiers how to fght out of their rucksacks. Leaders established patrol bases, and Soldiers lived out of their rucksacks, M1151 enhanced ar- mament carriers, and fghting positions for weeks at a time. Squads and platoons were required to refamiliarize them- selves with troop-leading procedures while simultaneously handling priorities of work, establishing mission execution matrices, and conducting life support operations. Training during the company green cycle was designed to mirror the deployed environment. Platoon leaders worked with squad leaders to plan missions, but lieutenants owned and briefed the orders. Team leaders and platoon sergeants focused on preparing vehicles and equipment and account- ing for logistical needs before and after each mission. Lieu- tenants were put through rigorous academic sessions, where they were trained on tasks such as passages of lines, strag- gler control, screen lines, breach operations, and platoon attacks. This allowed the young leaders to dive into manuals and to learn. It also established them as leaders within their platoons because they were the subject matter experts in the areas of training and knowledge. Multiple training ex- ercises without troops caused the platoon leaders to become confdent in their abilities when talk- ing with peers and commanders from maneuver units. The biggest challenge that the company faced was breaking leaders and Soldiers out of the Iraq/Afghanistan mind-set, teaching leaders how to fght a conventional force. Soldiers have not been required to consider air; chemical, biologi- cal, radiological, and nuclear; anti-armor, or cyber threats in the last 10 years. Once leaders began to use lessons learned from previous combat experi- ence and embrace the 3-D fght, they truly became lethal in force-on-force operations. The key to a successful operation is establish- ing mission command and certifying the systems as soon as possible. The 549th Military Police Company es- tablished the tactical operations center (TOC) for all train- ing events, forcing the operations NCOs to streamline the TOC itself. Units became too comfortable with large, cum- bersome TOCs with unlimited connectivity in Iraq and Af- ghanistan. The key tasks assigned to operations personnel were jumping the TOC and reestablishing it within hours while also maintaining mission command throughout the process. This paid huge dividends for the company during reception, staging, onward movement, and integration and force-on-force operations at NTC. The 549th TOC was the frst one established within the brigade, and it was already battle tracking training and life support needs before en- tering "The Box." This continued throughout the rotation, allowing continuous, uninterrupted military police support throughout all phases of the operation. Raider Focus: Training in Support of Decisive Action In May 2014, 1st ABCT conducted the Raider Focus EXEVAL to prepare the brigade for the NTC rotation. The EXEVAL took place while the 549th Military Police Com- pany was assigned the task of installation security. The company juggled the security commitments in order to free platoons to participate in the EXEVAL. The platoons in- serted themselves into each of the maneuver battalion mili- tary decisionmaking processes and solidifed themselves as enablers to the maneuver commanders. The platoon lead- ers attended military decisionmaking process sessions and linked up with maneuver platoon leaders and commanders. It is diffcult for junior military police leaders in mili- tary police battalions to fnd the time and opportunities to train with maneuver units in decisive-action scenarios. Do- ing so during Raider Focus allowed the squads and platoons of the 549th to familiarize themselves with how to support decisive-action engagements. Up to this point, the highest echelon of training conducted by the company was at the Soldiers from the 549th Military Police Company participate in an exercise at NTC.

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