Military Police


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 12 combat training center is that we had free range to develop training objectives and the lanes, scenarios, training scripts, and synchronization matrix. We originally planned for three squad lanes for training and certifcation; however, once on the ground, we decided to condense the lanes from three to two to maximize training time and enhance training effects. This was the best decision that we made while at PTA. Put- ting more emphasis on two lanes allowed us to perform route regulation enforcement and convoy security to standard. The lessons our Soldiers learned by focusing on a particular high-payoff subtask far surpassed our expectations. The training at PTA was the easiest mission we had during the off-island training cycle even though we were required to operate on a limited budget. The coordination that the executive offcer performed before the event, on the ground, and while at home station was critical. We co- ordinated personnel movement through rotary wing aircraft from the Combat Aviation Brigade, while simultaneously coordinating for equipment transportation through the Army's logistics sup- port vessels—truly the greatest asset in the de- ployment and redeployment to PTA. To enhance the training effect of the deploy/redeploy mission- essential task list, we coordinated and processed all pieces of rolling stock and containers through the Multifunctional Deployment Facility. We decided to take only a light package of vehicles to PTA and ensure that we could use additional troop carriers (light medium tactical vehicles) in lieu of our standard vehicle packages. This mini- mized space on the logistics support vessel, en- suring that we would have the needed transport and lift capability. By using rotary wing aircraft and logistics support vessels, we trimmed our op- erating budget by $110,000, allowing us to use limited and competitive resources. Development The concept of professional develop- ment, as outlined in Army Doctrine Ref- erence Publication (ADRP) 7-0, Train- ing Units and Developing Leaders, sets standards and gates for us to strive to meet. We must develop our Soldiers across the three domains of the leader development model: self-development, institutional, and operational domains. However, we must also arm Soldiers, es- pecially junior leaders, with a doctrinal knowledge base, professionalism, and a moral compass. If we can train, teach, and develop basics at the beginning of their careers, they will share this knowl- edge with their Soldiers and peers and grow into stronger future leaders. After observing our frst day of squad lane training— exercising the military police capabilities of route reconnais- sance, route signing, checkpoints, and roadblocks—we real- ized that our junior leaders lacked training to the standard that we were expecting. Through no fault of theirs, they did not understand basic military police disciplines. We decided to slow the high operational tempo and take the time to di- rect these classes, ensuring that our young offcers and non- commissioned offcers clearly understood each task. With a plan in place, we recognized the need for the frst sergeant to lead Noncommissioned Offcer Professional De- velopment System training with our staff sergeants and sergeants. We had fve 2-hour sessions built into our PTA training rotation. We started the training sessions the frst night. The professional development sessions were extreme- ly simple, and the junior leaders thrived on this opportu- nity—blowing past our expectations and raising the bar for our company standard. These professional development A Soldier provides security as part of the route regulation enforcement squad certifcation lane. A Soldier executes the M69 Hand Grenade Assault Course wheeled-vehicle obstacle. (Continued on page 16)

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