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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Page 45 of 75

MILITARY POLICE 44 After nearly 35 years, Lieutenant Colonel Blissett re- turned to Fort Bliss with his wife to help the 591st Military Police Company and the 93d Military Police Battalion cel- ebrate Regimental Week from 24–28 August. During that week, Blissett toured the unit area, participated in hands-on vehicle and equipment experiences, took a tour of the new provost marshal's building, and observed military working dog training and the battalion Iron Eagle Competition. "So much has changed," he said over and over again as he ob- served the events. Lieutenant Colonel Blissett also visited with Lieutenant Colonel Jeremy Willingham, commander of the 93d Military Police Battalion and director of emergency services for Fort Bliss. They discussed the similarities between the diffcul- ties that military police encountered in the 1980s and the challenges that they face today. A signifcant difference that Lieutenant Colonel Blissett noted was the number of respon- sibilities that a battalion commander must now carry (direc- tor of emergency services, provost marshal, and battalion commander). However, the exchange of stories and circum- stances also enabled them to draw stark parallels between the former and current 591st Military Police Company. Reconnecting with the unit past and discovering some of its rich, underlying history help leaders shape unit legacy and instill pride in their subordinates. As the current com- mander of the 591st Military Police Company, I make it a point to celebrate the milestones in our unit history by hold- ing formations on special days and directing a lieutenant to brief the signifcance. I then add relevance with regard to our current mission. Leaders who examine the history of their units frequent- ly fnd that their predecessors have faced the same chal- lenges that they currently face, and these predecessors can often offer solutions to many of the problems. Just knowing that others have succeeded after facing the same diffculties can provide assurance and confdence. The changing vari- ables, equipment, standards, and environments may make it diffcult to fathom the similarities between generations of Soldiers and leaders. However, sometimes the more things change, the more you can look back and realize just how much they stay the same. Acknowledgement: This article was made possible by the generosity of Lieutenant Colonel Blissett (Retired). Title 10 U. S. Code, Chapter 47, Justice. Army Regulation 670-1, Wear - , 10 April 2015. Captain Ginther is an instructor at the U.S. - lice School, Fort Leonard Wood, Missouri. He was previously the Police Battalion. He holds a bachelor's degree in justice stud- University, Fayetteville, North Carolina, and e in business and organizational security Webster University, St. Louis, Missouri. M I L I T A R Y P O L I C E ("Challenges Facing Today's Provost Marshals," con- PMs who excel at combat training centers can coordinate with nongovernment organizations and host nation agen- cies, known collectively as unifed action partners (UAPs). UAPs can— • Provide food, shelter, and medical support to dislocated civilians. • Provide emergency services for civilians. • Repair damaged infrastructure, such as power and water plants. • Provide law and order over the indigenous population. UAPs typically have an extensive knowledge of the op- erational environment because they have operated there for a signifcant amount of time; therefore, UAPs may be used in an advisory capacity. UAPs need to be incorporated into the staff and work closely with PMs to address the manner in which captured persons and dislocated civilians should be handled. For example, if the operational environment contains various groups of people who have long histories of violence, that must be a consideration by the PM as he or she assists in plans for the placement of refugees and the confnement of combatants. Serving as a brigade PM is a challenging assignment, especially for a precommand captain who is expected to un- derstand troop allocation, staff synchronization and com- munication, the MDMP, and the ability to work outside the organization. In most cases, PMs have no military police leadership within their chain of command, leaving them without mentorship while they operate within a staff in which most primary positions are flled by feld grade of- fcers. The lack of emphasis on programs to educate these junior offcers should be addressed, and signifcant consid- eration should be given to incorporating instruction into the Captain's Career Course to bridge the gap. Providing a solid foundation and a common understanding of the roles and re- sponsibilities of a brigade PM would allow the junior offcers to concentrate on planning, recommending, and managing military police missions within the brigade fght. Army Doctrine Reference Publication 6-0, - , 17 May 2012. FM 6-0, Staff Organization and Opera- tions, 11 May 2015. Captain Robey is an observer-coach trainer at the Joint Multina- tional Readiness Center, Hohenfels, He holds a bach- elor's degree in business and

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